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LAW ENFORCEMENT ORG. AND ADMINISTRATION (INTER- AGENCY APPROACH)

Police Organization and Administration

POLICE - Greek word “POLIS” which means “city-state” and another Greek word POLITEIA which means “Government of the City”.
Roman Word “POLITIA” which means “condition of the state or government”.
French word “POLICE” which means person who enforced the law and it was later adopted by the English Language.
(Note: Officer de la Paix – a French term which claimed to be the origin of the term police officer)
*Organization – group of persons working together for a common goal or objectives.
*Police Organization – group of trained personnel in the field of public safety administration.
GOAL are broad statements of general and long term organizational purposes often used to define the role of each member of the organization while
OBJECTIVES are specific short term statements consistent with an organization’s goal.
*Administration – concerned with the implementation of objectives and plans and internal operating efficiency.
*Police Administration – the process involved in ensuring strict compliance, proper obedience of laws and related statutes.

Organizational Concepts and Principles

*Primary or Line Functions – include such operations as patrol, criminal investigation, and traffic control, as well as supervision of the personnel performing those
operations.
*Staff Functions – are those operations designed to support and assist in the performance of the line functions.
*Auxiliary Functions – functions involve the logistical operations of the organization.

Kinds of Organizational Structures

*Line (Oldest) - defined by its clear chain of command from the highest to the lowest and vice versa
*Functional -responsibilities are divided among authorities who are all accountable to the authority above
*Line and Staff (Combination of line and functional)

Functional Units in a Police Organization

^Bureau – largest organic functional unit within a large department.
^Division – primary subdivision of a bureau.
^Section – functional unit within a particular division that is necessary for specialization.
^Units – functional group within a section where further specialization is needed.

Territorial Units
^Post – fixed point to which an officer is assigned for duty, such as a designated desk or office or an intersection or crosswalk from traffic duty.
^Route – a length of streets designated for patrol purposes. It is also called “line beat.”
^Beat – area assigned for patrol purposes, whether foot or motorized.
^Sector – area containing two or more beats, routes, or posts.
^District – geographical subdivision of a city for patrol purposes, usually with its own station.
^Area – territorial division of a large city each comprised of designated districts.

CLE VIPs
^Length of Service – period of time that has elapsed since the oath of office was administered up to the retirement
^Tenure – maximum number of years in holding a position
^Sworn Officers – all personnel who have oath and who posses the power to arrest.
^Superior Officer – one having supervisory responsibilities, either temporarily or permanently, over officers of lower rank.
^Commanding Officer – in command of the department, a bureau, a division, an area, or a district.
^Ranking Officer – has the more senior rank/higher rank in a team or group.
^Career Ladder – the progression of positions in the PNP based on the degree of authority and responsibility, prescribing therein the entry level positions, positions
exclusive to a particular rank, and preparatory positions to a higher rank.
^Commissionship – the conferment of rank and authority. In the PNP, it pertains to the entry into the police service as a PCO
^Entry Positions – positions that may be occupied by PCOs holding one (1) rank lower than the prescribed rank of the said positions.
^Key Positions in the PNP – positions of major responsibility in a command, office, and/or unit. The key positions in the PNP are as follows:
1) Chief, Philippine National Police
2) Deputy Chief, PNP for Administration
3) Deputy Chief, PNP for Operations
4) Chief of Directorial Staff
5) Directors of the Directorial Staff/Directors of DIPOs
6) Regional Directors, Police Regional Offices
7) Directors, National Support Units/District Directors, NCRPO
8) Provincial/City Directors/COP's NCRPO
9) Battalion Commanders, Regional Public Safety Battalions (RPSBs)
10) Chiefs of Police, NCRPO/Station Commanders; and
11) Other similar positions that maybe activated and/or created in the future in consonance with the proposed reorganization of the PNP Offices/Units.
^Merit – mean demonstrated superiority in capability (skills, experience) accomplishments, service reputation, competence, and core values manifested in the PCOs
individual police service and private life
^ Medal – distinctive physical device of metal and ribbon which constitute the tangible evidence of an award.
^Time-in-Position (TIP) – the minimum period required for a PCO to occupy a key position before the PCO becomes qualified to apply for and occupy another higher
key position
^Time-in grade – number of years required in holding a rank or grade before promotion.

Philosophy of Police Service

>Home Rule – police are servants of the community.

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>Continental – police are servants of the higher authorities.

Concept of Police Service

>Old Concept – police competence is based on increasing number of arrests.
>Modern Concept – police competence is based decreasing number of crimes.

Principles of Organization
>Principles of Unity of Objective – organization is effective if it enables individuals to contribute to the organizations objective.
>Scalar Principle – prescribes the vertical hierarchy of organizations. It defines an unbroken chain or scale of units from top to bottom describing explicitly the flow of
authority. This principle demands the following conditions to achieve effective coordination:
a. Unity of Command – subordinate is accountable to one and only one immediate superior.
b. Span of Control – number of subordinates a superior can effectively supervise.
c. Delegation of Authority – growth of the chain of command resulting in the creation of additional levels in the organizational structure.
>Principle of Delegation – authority delegated to all individual managers should be adequate.
>Functional Principle – breaking up of work units to achieve specialization.
>Line and Staff Principle – provide an orderly arrangement of functions so that objectives can be accomplished effectively. The line and staff principle provides two
basic structures in organization:
– Line structure.
– Staff structure.
>Principle of Balance – principles or techniques must be balanced.
>Principle of Absolute Responsibility – responsibility of subordinates to their superiors for performance is absolute, and superiors are accountable for their
subordinates’ activities.
>Principle of Parity of Authority and Responsibility – responsibility for actions cannot be greater than that implied by the authority delegated, nor should it be less.
>Authority Level Principle – maintenance of intended delegation requires that decisions within the authority of individual commander should be made by them and not
be referred upward in the organizational structure.

Early Policing Systems

Anglo-Saxon Period
>Tun Policing System - all male residents were required to guard the town (tun) to preserve peace and protect the lives and properties of the people.
>Hue and Cry –a complainant goes to the middle of the street and shouts to call all males to assemble.
>The Royal Judge – conducts criminal investigation and gives punishment.
>Trial by Ordeal – determining guilt and innocence in the ancient times which was based on painful test of skills.

Norman Period of Policing

>Shire-Rieve System
*“Shires” a division of (55) military areas in England under the Regime of France.
*“Rieve” (the head-man) – the military leader (lieutenants of the army) who is in charge of Shires.
*“Shire-Rieve” – it is from the word Sheriff came. A person which absolute powers that no one could questions his or her actions.
>Travelling Judge – judge selected to hear cases which were formerly being judge by the Shire-Rieve
>Leges Henri – an act that was enacted during this period with the following features:
– Offenses were classified as against the king and individual
– Police men were considered public servants.
– Police and citizens have the broad power to arrest. It introduces the system called “citizen’s arrest”
– A Grand Jury was created to inquire on the facts of the law.
>Magna-Carta – laws were enacted upon the demand of the Knights of the Round Table and forced the king to sign the same.

Westminster Period of Policing

>Statue of Winchester – was enacted for law and order. This law introduces the system of Watch and Ward.
>The Statute of – law prescribed the closing of the gates of London at sundown. Mark the beginning of curfew systems.
>Justice of the Peace – 3-4 men who were learned in the law of the land were given authority to pursue arrest, chastise and imprison violators of law.
>Courts of the Star-Chamber – special court designed to try offenders against the state.
>Merchant Police – merchant began employing persons to protect their property banks employ guards and night watchmen were hired to watch business
establishments.
>Parochial Police – dividing the people of the cities into religious areas on parishes and they bond together and employ their own police to protect them and their
property.

Evolution of the Philippine Policing System

Spanish Period
>Carabineros de Seguridad Publica – organized in 1712 for the purpose of carrying the regulations of the Department of State; this was armed and considered as the
mounted police.
>Guardrilleros/Cuardillo – body of rural police by the Royal Decree in 18 January 1836.
>Guardia Civil – created by a Royal Decree issued by the Crown on February 12, 1852 to partially relieve the Spanish Peninsular troops of their work in policing
towns.

American Period
>Americans established the United States Philippine Commission headed by General Howard Taft as its first governor general.
>On January 9, 1901, the Metropolitan Police Force of Manila was organized pursuant to Act No. 70 of the Taft Commission. This has become the basis for the
celebration of the anniversary of the Manila’s Finest every January 9th.
>August 8, 1901 – Henry T. Allen, graduate of the U.S. Military Academy, a regular captain but then a lieutenant colonel of the cavalry, U.S. volunteers in the
Philippines, was designated as the first chief of the Philippine Constabulary.
>1966 – Congress enacted RA No. 4864, the Police Act of 1966. This law also created the Police Commission (POLCOM).
>1972 – POLCOM was reorganized as the National Police Commission.
>1975 – P.D. No. 765 was enacted. This law is known as the Police Integration Law of 1975. The Integrated National Police was established with the Philippine
Constabulary as nucleus under the Department of National Defense. The NAPOLCOM, originally under the Office of the President was transferred to the Ministry of
National defense.
>1990 – Republic Act No. 6975 was passed on December 13, 1990 establishing the Philippine National Police under a reorganized Department of the Interior and
Local Government (DILG). A new National Police Commission was created under the DILG.
>March 31, 1991 – Gen. Cesar P. Nazareno appointed as the first Chief of the PNP
>1998 – Congress passed into law RA No. 8551 on February 25, 1998, otherwise known as the Philippine National Police Reform and Reorganization Act of 1998.
This act strengthened and expanded NAPOLCOM authority over the PNP to include administration of police entrance examination and conduct pre-charge
investigation against police anomalies and irregularities and summary dismissal of erring police members.

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>2009 – Republic Act No. 9708 was extending for 5 years the reglementary period for complying with the minimum educational qualification for appointment to the
PNP and adjusting the promotion system thereof.

IMPORTANT FILIPINO PERSONALITIES IN THE EVOLUTION OF PHILIPPINE POLICING

1. BGEN RAFAEL CRAME
 the first Filipino chief of the Philippine Constabulary on December 17, 1917
2. COL ANTONIO TORRES
 the first Filipino chief of police of the Manila Police Department in 1935
3. COL LAMBERTO JAVALERA
 the first chief of police of the Manila Police Department after the Philippine Independence from the United States of America in 1946
4. P/DIR GEN CESAR NAZARENO
 the first chief of the Philippine National Police

Categories of Police Operations

*Public Safety Operation – includes Search, Rescue and Retrieval Operations, Fire Drills, Earthquake Drills and similar operations that promote public safety.
*Law Enforcement Operation – includes Service of Warrant of Arrest, Implementation of Search Warrant, Enforcement of Visitorial Powers of the Chief, Philippine
National Police and Unit Commanders, Anti-Illegal Drugs Operation.
*Internal Security Operation – includes Counter-Insurgency Operations, Counter Terrorist Operations and similar operations that are conducted to ensure internal
security.
*Special Police Operation – includes Checkpoint Operation, Roadblock Operation, Civil Disturbance Management Operation, Police Assistance in the Enforcement
of Demolition Eviction Injunction and Similar Orders, Police Assistance in the Implementation of Final Court Order and Order from Quasi-Judicial Bodies.
*Intelligence Operation – includes Surveillance Operation, Counter Intelligence, Intelligence Research, Intelligence Assessment and similar police intelligence
operation conducted to gather information related to security, public safety and order.
*Investigation Operation – includes Investigation of Crime or Incident, Administrative Investigation and similar investigative work necessary to determine facts and
circumstances for fi ling cases criminally or administratively.
*Scene of the Crime Operation (SOCO) – processing of crime scene, technical and forensic examination of evidences and similar scientific investigative assistance.

Department of the Interior and Local Government

>DILG Sec - ex-officio Chairman of the NAPOLCOM (appointed by the President)
>No retired or resigned military/police official may be appointed as Sec. within 1 year from the date of his retirement or resignation.

Role of the PNP in Counter-Insurgency Functions (RA 8551)

>DILG shall be relieved of the primary responsibility on matters involving the suppression of insurgency and other serious threats to national security.
>PNP shall, through information gathering and performance of its ordinary police functions, SUPPORT the AFP on matters involving suppression of insurgency,
except in cases where the President shall call on the PNP to support the AFP in combat operations.
>In times of national emergency, the PNP, the BFP, and the BJMP shall, upon the direction of the President, assist the armed forces in meeting the national
emergency.

NATIONAL POLICE COMMISSION (RA 8551)

-Attached to the DILG for policy and program coordination.
-Composed of a Chairperson, 4 regular Commissioners, and Chief of PNP as ex-officio member.
-3 of the regular commissioners shall come from the civilian sector who are neither active nor former members of the police or military, 1 of whom shall be designated
as vice chairperson by the President.
-4th regular commissioner shall come from the law enforcement sector either active or retired: Provided, That an active member of a law enforcement agency shall be
considered resigned from said agency once appointed to the Commission: Provided, further, That at least 1 of the NAPOLCOM shall be a woman.
-DILG Sec. shall be the ex-officio Chairperson of the Commission, while the Vice Chairperson shall act as the executive officer of the Commission.

Organizational Structure of NAPOLCOM

 Commission Proper – composed of the offices of the Chairman and four (4) Commissioners.
 Staff Services. – The staff services of the Commission shall be as follows:
=Planning and Research Service
=Legal Affairs Service
=Crime Prevention and Coordination Service
=Personnel and Administrative Service
=Inspection, Monitoring and Investigation Service
=Installations and Logistics Service
=Financial Service

Disciplinary Appellate Boards - NAB shall decide cases on appeal from decisions rendered by the PNP chief, while the RAB shall decide cases on appeal from
decisions rendered by the mayor, and the PLEB.

Philippine National Police Organization

-Headed by a Chief who shall be assisted by 2 deputy chief, (1) for operations and (1) for administration, both of whom shall be appointed by the President. (NOTE:
in no case shall any officer who has retired or is retirable within 6 months from his compulsory retirement age be appointed as Chief of the PNP)
-PNP Chief shall be appointed by the President from among the senior officers down to the rank of chief superintendent. (Not exceed 4 years)
-In times of war or other national emergency declared by Congress, the President may extend such term of office.

Manning Levels
 Average nationwide 1:500
 Minimum police-to-population ratio shall not be less than 1:1,000

The following are the functional fields of specialization in the PNP (including all units and NSUs under their respective functional groupings):
a) DPRM – personnel administration and human resource management; qualified officers shall be conferred Human Resource Management Competency;
b) DHRDD – training and education; qualified officers shall be conferred Human Resource Development Competency;
c) DIDM – criminal investigation and detective management; qualified officers shall be conferred Investigation and Detective Management Competency;
d) DI – intelligence operations and strategic management; qualified officers shall be conferred Intelligence Management Competency;
e) DO – operations management; qualified officers shall be conferred Operations Management Competency;
f) DPL – strategic planning and program management; qualified officers shall be conferred Strategic Planning Management Competency;
g) DPCR – police, community and media relations; qualified officers shall be conferred Strategic Communications Management Competency;
h) DC – fiscal management and comptrollership; qualified officers shall be conferred Comptrollership Executive Competency;
i) DL – logistics and supply chain management; qualified officers shall be conferred Logistics Management Competency;
j) DRD – research and development management; qualified officers shall be conferred Research and Development Management Competency; and

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k) DICTM – information and communications technology management qualified officers shall be conferred Information and Communications Technology
Management Competency.

Rank Classification and its Counterpart in the Military

PNP under RA AFP

11200
Director General General
Deputy Director General Lieutenant General

Director Major General

Chief Superintendent Brigadier General
Senior Superintendent Colonel
Superintendent Lt Colonel
Chief Inspector Major
Senior Inspector Captain
Inspector Lieutenant
Executive Master Sergeant Master Sergeant

Chief Master Sergeant Technical Sergeant

Senior Master Sergeant Staff Sergeant
Master Sergeant Sergeant
Staff Sergeant Corporal
Corporal Private First Class
Patrolman/Patrolwoman Private

General Qualifications for Appointment (RA 8551)

-A citizen of the Philippines;
-A person of good moral conduct;
-Must have passed the psychiatric/psychological, drug and physical tests to be administered by the PNP or by any NAPOLCOM accredited government hospital for
the purpose of determining physical and mental health;
-Must possess a formal baccalaureate degree from a recognized institution of learning;
-Must be eligible in accordance with the standards set by the Commission;
-Must not have been dishonorably discharged from military employment or dismissed for cause from any civilian position in the Government;
-Must not have been convicted by final judgment of an offense or crime involving moral turpitude;
-Must be at least one meter and sixty-two centimeters (1.62 m.) in height for male and one meter and fifty-seven centimeters (1.57 m.) for female;
-Must weigh not more or less than five kilograms (5 kgs.) from the standard weight corresponding to his or her height, age, and sex; and
For a new applicant, must not be less than 21 nor more than 30 years of age: Provided, That except for the last qualification, the above-enumerated
qualifications shall be continuing in character and an absence of any one of them at any given time shall be a ground for separation or retirement from the service.

Waivers for Initial Appointments to the PNP

-Age, Height, Weight, and Educational requirements may be waived only when the number of qualified applicants fall below the minimum annual quota: Provided,
That an applicant shall not be below 20) nor over 35 years of age.
-Any applicant not meeting the weight requirement shall be given reasonable time but not exceeding 6 months within which to comply with the said requirement.

Selection Criteria under the Waiver Program (RA 8551)

-Applicants who possess the least disqualification shall take precedence over those who possess more disqualifications.
-Any PNP uniformed personnel who are admitted due to the waiver of the educational or weight requirements shall be issued a temporary appointment pending the
satisfaction of the requirement waived.
-PNP member who shall be dismissed under a waiver program shall be eligible to re-apply for appointment to the PNP: Provided, that he or she possesses the
minimum qualifications and his or her reappointment is not by virtue of another waiver program.

*PNP member shall undergo a Field Training Program for 12 months involving actual experience and assignment in patrol, traffic, and investigation as a requirement
for permanency of their appointment.
*NAPOLCOM shall administer the entrance and promotional examinations for policemen on the basis of the standards set by the Commission.

Lateral Entry – all original appointments of commissioned officers in the PNP shall commence with the rank of inspector, to include all those with highly technical
qualifications applying for the PNP technical services, such as dentist, optometrists, nurses, engineers, and graduates of forensic sciences.
-Doctors of medicine, members of the Bar, and chaplains shall be appointed to the rank of senior inspector in their particular technical service.
-Graduates of the PNPA shall be automatically appointed to the initial rank of inspector.
-Licensed criminologists may be appointed to the rank of inspector to fill up any vacancy after promotions from the ranks are completed.

Section 35. Preference of Appointment in Government Criminal Justice and Other Government Institutions. - Registered criminologists shall enjoy priority of
appointment and shall not be required to take any qualifying or entrance examinations (RA 11131)
Section 36. Lateral Entry of Registered Criminologists. - Registered criminologists who are not in the government service shall be eligible and given preference for
appointment via lateral entry as Police, Fire, and Jail Inspectors or its equivalent in the PDEA, NBI, and other law enforcement agencies. (RA 11131)

Appointment of PNP Officers

-POI to SPOIV – PNP regional Director for Regional Personnel or by the Chief of the PNP for the National Headquarters personnel and attested by the Civil Service
Commission.
-Insp. to Supt – Chief of the PNP, as recommended by their immediate superiors, attested by the Civil Service Commission;
-Sr. Supt to DDG – 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
-Director General – President from among the senior officers down to the rank of chief superintendent in the service, subject to confirmation by the Commission on
Appointments.

^PNP is divided into eighteen (18) police regional offices (PRO), each headed by a Regional Director
^PNP shall be considered employees of the National Government and shall draw their salaries therefrom.
^PNP shall have the same salary grade level as that of public school teachers: Provided, That PNP members assigned in Metropolitan Manila, chartered cities and
first class municipalities may be paid financial incentive by the local government unit concerned subject to the availability of funds. (Note: Starting January 1, 2018,

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JOINT RESOLUTION 01 has took effect which is “Authorizing the increase in base pay of military and uniformed personnel in the government, and for other
purposes”)

Attrition System for Uniformed Personnel

Attrition by Attainment of Maximum Tenure in Position
-Chief – 4 years
-Deputy Chief – 4 years
-Director of the Staff Service – 4 years
-Regional Directors – 6 years
-Provincial/City Directors – 9 years

Nota Bene: Except for the Chief, PNP, no PNP member who has less than one (1) year of service before reaching the compulsory retirement age shall be promoted
to a higher rank or appointed to any other position.

Attrition by Demotion in Position or Rank – any PNP personnel who is relieved and assigned to a position lower than what is established for his or her grade in
the PNP staffing pattern and who shall not be assigned to a position commensurate to his or her grade within 18 months after such demotion in position shall be
retired or separated.

Attrition by Non-promotion – any PNP personnel who has not been promoted for a continuous period of 10 years shall be retired or separated.

Attrition by Other Means – a PNP member or officer with at least 5 years of accumulated active service shall be separated based on any of the following factors:
I. inefficiency based on poor performance during the last 2 successive annual rating periods
II. inefficiency based on poor performance for three 3 cumulative annual rating periods
III. physical and/or mental incapacity to perform police functions and duties
IV. failure to pass the required entrance examinations twice and/or finish the required career courses except for justifiable reasons.
Any personnel who is dismissed from the PNP pursuant to above circumstances shall be retired if he or she has rendered at least twenty (20) years of service and
separated if he or she has rendered less than twenty (20) years of service unless the personnel is disqualified by law to receive such benefits.

MEMORANDUM CIRCULAR NO. 93-018

*Medal of valor – action of the recipient involving conspicuous gallantry and intrepidity at the risk of life an limb above and beyond the call of duty. In order to justify
this award, a member of the Philippine National Police must perform in action a deed of personal bravery and self-sacrifice above and beyond the call of duty so
conspicuous as to distinguish himself clearly above his comrades in the performance of more than ordinary hazardous service
*Distinguished Conduct Medal – for acts of conspicuous courage and gallantry in the face of an armed enemy or act of heroism so notable and involving a risk of
life so extraordinary as to set him apart from his comrades.
*Posthumous Awards – awards of medal(s) may be made following the death of the person being honored in the same manner they are made for a living person
except that the orders and citations will indicate that the award is being made posthumously.

Philippine Public Safety College

The premier educational institution for the training, human resource development and continuing education of all personnel of the PNP, Fire and Jail
Bureaus. Said College shall be under the direct supervision of a Board of Trustees composed of the Secretary and the three (3) bureau heads. (The structure and
staffing pattern of the College shall be prescribed by the Secretary). Note: R.A. 11297 “An Act Transferring the Philippine National Police Academy (PNPA) and the National Police
Training Institute (NPTI) From the Philippine Public Safety College (PPSC) to the Philippine National Police”.

Administrative Disciplinary Machinery (RA 8551)

Citizen's Complaints – complaint by a natural or juridical person against any member of the PNP shall be brought before the following:
-CHIEFS OF POLICE – punishable by withholding of privileges, restriction to specified limits, suspension or forfeiture of salary, or any combination thereof, for a
period not 15 days
-MAYORS OF CITIES AND MUNICIPALITIES – 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 16 days but not exceeding 30 days
-PLEB – punishable by withholding of privileges, restriction to specified limits, suspension or forfeiture of salary, or any combination thereof, for a period exceeding 30
days or by dismissal.

Internal Discipline – on dealing with minor offenses involving internal discipline found to have been committed by any regular member of their respective
commands, the duly designated supervisors and equivalent officers of the PNP shall, after due notice and summary hearing, exercise disciplinary powers as follows:
-CHIEFS OF POLICE or equivalent supervisors may 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
15 days;
-PROVINCIAL DIRECTORS or equivalent supervisors may summarily impose administrative punishment of admonition or reprimand; restrictive custody; withholding
of privileges; forfeiture of salary or suspension, or any combination of the foregoing: Provided, That, in all cases, the total period shall not exceed 30 days;
-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 or 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 60 days;
-CHIEF OF THE PNP shall have the power to impose the disciplinary punishment of dismissal from the service; suspension or forfeiture of salary; or any combination
thereof for a period not exceeding 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.

Minor offense shall refer to any act or omission not involving moral turpitude, but affecting the internal discipline of the PNP, and shall include, but not limited to:
I. Simple misconduct or negligence
II. Insubordination
III. Frequent absences and tardiness
IV. Habitual drunkenness
V. Gambling prohibited by law

Forum shopping of 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 (NAPOLCOM, PNP Chief, and PNP Regional Directors, after due notice and summary hearings, may immediately remove or dismiss any
respondent PNP member in any of the following cases:
*Charge is serious and the evidence of guilt is strong.
*Respondent is a recidivist or has been repeatedly charged and there are reasonable grounds to believe that he is guilty of the charges.
*Guilty of a serious offense involving conduct unbecoming of a police officer.
Any member or officer of the PNP who shall go on AWOL for a continuous period of 30 days or more shall be dismissed immediately from the service. His
activities and whereabouts during the period shall be investigated and if found to have committed a crime, he shall be prosecuted accordingly.

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Preventive Suspension Pending Criminal Case (RA 8551)
 Upon the 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 6 years and1 day or more, the court shall immediately suspend the accused from office for a period not exceeding 90 days from arraignment.
*Provided, however, That if it can be shown by evidence that the accused is harassing the complainant and/or witnesses, the court may order the preventive
suspension of the accused PNP member even if the charge is punishable by a penalty lower than 6 years and 1 day: Provided, further, That the preventive
suspension shall not be more than 90 days except if the delay in the disposition of the case is due to the fault, negligence or petitions of the respondent.
*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 90 days from arraignment of the accused.

Strengthening the People's Law Enforcement Board (RA 8551)

PLEB – shall be the central receiving entity for any citizen's complaint against the officers and members of the PNP. PLEB shall take cognizance of or refer the
complaint to the proper disciplinary or adjudicatory authority within 3 days upon the filing of the complaint. (At least one (1) PLEB for every five (500) city or municipal
police personnel and for each of the legislative districts in a city). Note: Each case shall be decided within 60 days from the time the case has been filed with the
PLEB. The decision of the PLEB shall become final and executory: Provided, That a decision involving demotion or dismissal from the service may be appealed by
either party with the regional appellate board within ten (10) days from receipt of the copy of the decision.

Composition and Term of Office

*Any member of the sangguniang panlungsod/bayan chosen by his respective sanggunian;
*Any barangay captain of the city or municipality concerned chosen by the association of barangay captains; and
*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. (Note: The Chairman of the PLEB shall be elected from among its members. The term of office of the members of the
PLEB shall be for a period of 3 years from assumption of office. Such member shall hold office until his successor shall have been chosen and qualified).

PLEB may ask any authorized superior to impose preventive suspension against a subordinate police officer who is the subject of a complaint lasting up to a period
as may be allowed under the law. A request for preventive suspension shall not be denied by the superior officer in the following cases:
-Respondent refuses to heed the PLEB's summons or subpoena
-PNP personnel has been charged with offenses involving bodily harm or grave threats
-Respondent is in a position to tamper with the evidence
-Respondent is in a position to unduly influence the witnesses.
Any superior who fails to act on any request for suspension without valid grounds shall be held administratively liable for serious neglect of duty.

Internal Affairs Service (RA 8551)

An Internal Affairs Service (IAS) of the PNP is hereby created which shall?
>Pro-actively conduct inspections and audits on PNP personnel and units;
>Investigate complaints and gather evidence in support of an open investigation;
>Conduct summary hearings on PNP members facing administrative charges;
>Submit a periodic report on the assessment, analysis, and evaluation of the character and behavior of PNP personnel and units to the Chief PNP and the
Commission;
>File appropriate criminal cases against PNP members before the court as evidence warrants and assist in the prosecution of the case;
>Provide assistance to the Office of the Ombudsman in cases involving the personnel of the PNP.

The IAS shall also conduct, motu proprio, automatic investigation of the following cases:
>Where a police personnel discharges a firearm;
>Where death, serious physical injury, or any violation of human rights occurred in the conduct of a police operation;
>Where evidence was compromised, tampered with, obliterated, or lost while in the custody of police personnel;
>Where a suspect in the custody of the police was seriously injured; and
>Where the established rules of engagement have been violated.
Finally, the IAS shall provide documents or recommendations as regards to the promotion of the members of the PNP or the assignment of PNP
personnel to any key position.

Organization of Internal Affairs Service

>IAS shall be headed by an Inspector General who shall be assisted by a Deputy Inspector General.
>The area offices shall be headed by a Director while the provincial offices shall be headed by a Superintendent: Provided, That the head of the Internal Affairs
Service shall be a civilian.
>Inspector General shall be appointed by the President upon the recommendation of the Director General and duly endorsed by the Commission.
>Entry to the IAS shall be voluntary and subject to rigid screening where only PNP personnel who have at least 5 years experience in law enforcement and who have
no derogatory service records shall be considered for appointment: Provided, That members of the Bar may enter the service laterally.
>Commission shall establish the promotion system within the IAS which shall follow the general principles of the promotion system in the PNP.
>Personnel who joins the IAS may not thereafter join any other unit of the PNP. Neither shall any personnel of the IAS be allowed to sit in a committee deliberating
on the appointment, promotion, or assignment of any PNP personnel.
>Personnel of the IAS shall in addition to other allowances authorized under existing laws be granted occupational specialty pay which shall not exceed 50% of their
basic pay.
>Complaint against any personnel or office of IAS shall be brought to the Inspector General's Office or to the Commission as may be appropriate.

Participation of Local Executives in the Administration of the PNP as amended by RA 8551

Governors and mayors shall be deputized as representatives of the NAPOLCOM.

Provincial Governor
-Power to choose the Provincial Director from a list of 3 eligible recommended by the PNP Regional Director.
-The governor, as chairman of the provincial peace and order council, shall oversee the implementation of the provincial public safety plan, which is prepared taking
into consideration the integrated community safety plans.

City and Municipal Mayors

-City/Municipal Mayors shall exercise operational supervision and control over PNP units in their respective jurisdiction except during the thirty (30) day period
immediately preceding and the 30 days following any national, local and barangay elections. During the said period, the local police forces shall be under the
supervision and control of the Commission on Elections.
-OPERATIONAL SUPERVISION AND CONTROL shall mean the power to direct, superintend, and oversee the day-to-day functions of police investigation of crime,
crime prevention activities, and traffic control in accordance with the rules and regulations promulgated by the Commission.
*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 the suppression of
disorders, riots, lawlessness, violence, rebellious and seditious conspiracy, insurgency, subversion or other related activities.

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 *Deployment' shall mean the orderly and organized physical movement of elements or units of the PNP within the province, city or municipality for purposes of
employment
-Municipal/City Mayor shall, in coordination with the local peace and order council of which he is the chairman 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.
-Authority to choose the chief of police from a list of five (5) eligibles recommended by the provincial police director, preferably from the same province, city or
municipality.
-Authority to recommend to the provincial director the transfer, reassignment or detail of PNP members outside of their respective city or town residences; and
-Authority to recommend from a list of eligibles previously screened by the peace and order council the appointment of new members of the PNP to be assigned to
their respective cities or 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.
-The control and supervision of anti-gambling operations shall be within the jurisdiction of local government executives.

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:
*Frequent unauthorized absences
*Abuse of authority
*Providing material support to criminal elements
*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 proprio restore such deputation withdrawn from any local executive.

Longevity Pay and Allowances

-Entitled to a longevity pay of 10% of their basic monthly salaries for every five (5) years of service.
-The totality of such longevity pay shall not exceed 50% of the basic pay.

Permanent Physical Disability (RA 8551)

-Certified by the NAPOLCOM
-Shall be entitled to 1 year salary and to lifetime pension equivalent to 80% of his last salary, in addition to other benefits as provided under existing laws.
-Should such member who has been retired under permanent total disability 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 5 years guaranteed period.

Retirement in the Next Higher Grade

-Be retired in 1 grade higher than the permanent grade last held: Provided, That they have served for at least 1 year of active service in the permanent grade.

Early Retirement Program (RA 8551)

-Any PNP officer or non-commissioned officer may retire and be paid separation benefits corresponding to a position 2 ranks higher than his or her present rank
subject to the following conditions:
>At the time he or she applies for retirement, he or she has already rendered at least ten (10) years of continuous government service;
>Not scheduled for separation or retirement from the service due to the attrition system or separation for cause;
>Has no pending administrative or criminal case
>He or she has at least 3 more years in the service before reaching the compulsory retirement age and at least a year before his or her maximum tenure in position.

Retirement Benefits (RA 8551)

-Monthly retirement pay shall be 50% of the base pay and longevity pay of the retired grade in case of 20 years of active service, increasing by 2.5% for every year
of active service rendered beyond 20 years to a maximum of 90% for 36 years of active service and over.
-Uniformed personnel shall have the option to receive in advance and in lump sum his retirement pay for the first 5 years.

Death and Disability Benefits

-Uniformed personnel and/or his heirs shall be entitled to all benefits relative to the death or permanent incapacity of said personnel, as provided for under this Act,
and/or other existing laws.

Uniformed Personnel Missing in Action

-Any uniformed personnel who is officially confirmed missing in action, kidnapped or captured by lawless elements shall, while so absent, be entitled to receive or to
have credited to his account the same pay and allowances to which such officer or uniformed member was entitled at the time of the incident.
-Provided, That the compulsory retirement of a person missing in action shall be processed to allow the members of the next of kin to enjoy the retirement benefits.
-Provided, further, That should the Chief of the PNP, Fire or Jail Force, as the same may be, upon the recommendation of the proper authority and/or immediate
supervisor, subsequently determine that the officer or uniformed member concerned have been absent from duty without authority, such member or his heirs shall
reimburse the PNP, Fire or Jail Force all such amount and allowances received by him in accordance with this section and the following section.

Payment of Salary and Allowances to the Heirs of Uniformed Personnel

-Chief of the PNP, Fire or Jail Force, as the case may be, shall direct payment of the absent uniformed personnel's monthly salary and allowances and other
emoluments pertinent thereto his/her heirs for their support for a maximum period of 1 year from the date of commencement of absent or when last heard from as
those kidnapped or captured by lawless elements.

Finding of Death and Termination of Payment of Salary and Allowances

-Upon the termination of the 1 year period as specified in the preceding section, the missing uniformed personnel shall be automatically terminated.
-In the event said personnel shall thereafter be found to have been alive and is not entitled to the benefits paid under the preceding sections of this Act, said benefits
shall be reimbursed to the State within 6 months from the discovery of the fact or his reappearance. However, if his continued disappearance was fraudulent or made
in bad faith he shall, together with his co-conspirators, be prosecuted according to law.

Creation of Women's Desks in all Police Stations and the formulation of a Gender Sensitivity Program (RA 8551)
-Attend to cases involving CRIMES AGAINST CHASTITY, sexual harassment, abuses committed against women and children and other similar offenses.
-PNP shall reserve ten 10% of its annual recruitment, training, and education quota for women.
-NAPOLCOM shall formulate a gender sensitivity program to include but not limited to the establishment of equal opportunities for women in the PNP.
-Any personnel who shall violate the established rules and regulations regarding gender sensitivity and gender equality shall be suspended without pay for not less
than 30 days and shall undergo gender sensitivity seminar or training: Provided, That any personnel who violates the rules more than twice shall be recommended
for demotion or dismissal from the PNP.

Police Personnel Management

Uses planning, organizing, directing and controlling of day-to-day activities involved in procuring, developing and motivating them and in coordinating their activities to
achieve the aims of the police

Classical Approach – mainly focused on aspects of organizations and ignoring the human aspects.

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Scientific Management (Frederick Taylor)
>It is focused on methods of increasing worker productivity.
>Workers are motivated primarily by economic rewards
>If workers were taught the best procedures, with pay tied to output, they would produce the maximum amount of work.
Bureaucratic Management (Max Weber)
>Division of Labor based on a specified sphere of competence
>Hierarchy of authority where its lower office is under the control and supervision of a higher one.
>Specified set of rules applied uniformly throughout the organization
>Maintenance of interpersonal relationships, because rational decisions can only be made objectively and without emotions
>Selection and promotion based on competence, not on irrelevant considerations.
Administrative Management (Henri Fayol)
>Division of Work – specialization can increase efficiency with the same amount of effort.
>Authority and responsibility – authority includes the right to command and the power to require obedience.
>Discipline – the state of its disciplinary process depends upon the quality of its leaders.
>Unity of Command
>Unity of Direction
>Subordination of Individual interest to general interest – the interest of employee shall not take precedence over the organization.
>Remuneration of personnel – compensation should be fair both to employee and employer.
>Centralization – pursue the optimum utilization of the capabilities of personnel.
>Scalar Chain – hierarchy of authority from top to bottom.
>Order – material and human resources should be in the right time at the right place.
>Equity – employees should be treated with kindness and justice.
>Stability of personnel tenure – employee needs time to adjust to a new job and reach a point of satisfactory.
>Initiative – the ability to conceive and execute the plan.
>Espirit the Corps – harmony and Teamwork are essential to effective organizations.
Gullick and Urwick
>They have described the major functions of Administration in the book “The Science of Administration” using the acronym (POSDCoRB).
>Emphasis on the principles of planning, organizing, staffing, directing, coordinating, reporting, budgeting

Human Relations Approach – focused on the predicted patterns of behavior, thus the occurrence of the human relations movement, emphasizing the informal
aspect of organization.
Hawthorne Study (Elton Mayo) – suggests that when special attention is paid to employees by management, productivity is likely to increase regardless of changes
by management. This occurrence is called as “Hawthorne Effect”. Workers do not act or react as individual but as members of a group.
Behavioral Science Approach – utilizes scientific method as the foundation for testing and developing theories about human behavior that can be used to guide
and develop managerial policies and practices.
Maslow’s hierarchy of needs (Abraham Maslow)
>Maslow suggested basic classes of needs, or motives, influencing human behavior, these motives are: Biological, Safety, Love, Cognitive needs, Esteem, Aesthetic
and Self Actualization.
>It is significant to a police manager because he will consider human needs as a factor in making decisions which affect human relationship in his organization.

Theory X and Y (Douglas McGregor)

Theory X – management assumes employees are inherently lazy and will avoid work if they can and that they inherently dislike work while Theory Y assumes
employees may be ambitious and self-motivated and exercise self-control.

Contemporary Approach – movement towards quality management, theories have incorporated the influences of the behavioral sciences and other school of
thoughts.

Management Functions
Planning – process of selecting goals and determining how to achieve them.
Organizing – involves the determination and allocation of the men and women as well as the resource of an organization to achieve pre-determined goals
or objectives of the organization
Staffing – filing and keeping filled positions in the organizational structure.
Directing – overseeing and supervising of the human resources and the various activities in an organization to achieve through cooperative efforts the pre-
determined goals or objectives of the organization
Coordinating – manner of integrating the different elements with in or outside the organization into an efficient and harmonious relationship.
Recording – system of putting what is reported into records and the manner of classifying documents or notes within the organization or those written
communications received from outside the organization.
Budgeting – management of income and expenditures within the organization.

Type of Police Policies

According to Origin
>Originated Policy – comes from top management level and is intended to set up guidelines in the operation of the police organization
>Appealed Policy – policy is born when problems arise at the lower levels of organization and the man in charge does not know how to meet the problem; he then
appeals to his superiors for and for guidance
>Imposed Policy – comes from the government in the forms of laws, administrative orders and rules and procedures
According to Subject Matter
>General Statement of Principles – policies stated in broad terms, such as statement of objectives, philosophy and creed
>Specific Rules – cover specific situations; they are more direct and are less flexible; more rigid in nature

Police Recruitment
Recruitment – process of attracting candidates who have maximum qualifications to be eligible for selection procedure. Selection – concerned with screening out
undesirable candidates after they have applied and appointing the best qualified.
In the Philippine National Police, the recruitment and selection of applicants who will be appointed to the police service is the responsibility of the
Directorate for Personnel and Records Management (DPRM). DPRM is tasked in the management of PNP uniformed and non-uniformed personnel as
individuals, manpower procurement and control and in the records management of the organization.

Screening Committee
Responsible for the widest dissemination of vacancies in their respective areas, the evaluation of the applicant’s qualifications and the selection of the most
qualified applicants to be recommended for appointment to the police service.- established at the NHQ, NSU’s and PRO’s.

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PNP Recruitment Procedure (NAPOLCOM M.C. No. 2007-009)
 Preparation and proper approval of quota allocation - The PNP shall prepare, through the Directorate for Personnel and Records Management (DPRM) and
submit it to the NAPOLCOM for approval of the PNP annual recruitment quota.
 Posting and publication of Notice of Recruitment

Psychiatric/Psychological Examination (PPE) – to exclude applicants that may be suffering from any mental disorder. It shall be administered to all applicants
under the supervision of the PNP Medical Officer and NAPOLCOM Representative. Only those applicants who passed the PPE shall proceed to the next stage, the
Physical, Medical and Dental Examination (PMDE).

Complete Physical, Medical and Dental Examination (PMDE)

*Conducted by the PNP Health Service or accredited diagnostic centers inside the camp (mobile clinic) or outside the camp under the supervision of the PNP Medical
Officer and NAPOLCOM representative.
*The tests shall determine whether or not the applicants are in good health and free from any contagious diseases.
*Applicants who passed the PMDE shall be indorsed for the conduct of the Physical Agility Test (PAT).
*The items to be covered by the Physical, medical and Dental Examination are specified under PNP Circular No. 2000 – 010.

Medical Standards for Police Candidates

General Appearance
*Must be free from any marked deformity, from all parasite or systematic skin disease, and from evidence of intemperance in the use of stimulants or drugs
*Must be well proportioned, of good muscular development and show careful attention to personal cleanliness
*Obesity, muscular weakness or poor physique must be rejected
*Girth of abdomen should not be more than the measurement of chest at rest
Nose Mouth and Teeth
*Obstruction to free breathing, chronic cataract, or very offensive breath must be rejected
*Mouth must be free from deformities in conditions that interfere with distinct speech or that predispose to disease of the ear, nose or throat
*Shall be no disease of tonsils or thyroid enlargement
*Teeth must be clean, well-caredfor and free from multiple cavities
*Missing teeth may be supplied by crown or bridgework
*At least twenty natural teeth must be present
Genitals
*Must be free from deformities and from varicole, hyrocole and enlargement of the testicles, stricture of urine
*Any acute and all venereal disease of these organs must berejected
Varicose veins – a marked tendency to their formation must be rejected
Arms, Legs, Hands and Feet – must be free from infection of the joints, sprains, stiffness or other conditions, such as flat foot, which would prevent the proper and
easy performance of duty
Eyes
*Applicant must be free from color blindness, and must be able to read with each eye separately from standard test type at a distance of twenty (20) feet
*Permanent abnormalities of either eye must be rejected
Respiration
*Must be full, easy, regular, respiratory murmur must be clear and distinct over the lungs and no disease of the respiratory organ is present
Circulation
*Action of the heart must be uniform, free and its rhythm steady
*Blood pressure: systolic, maximum 135; diastolic, 90; pulse pressure, 15 to 50
Kidneys – must be healthy and urine normal

Physical Agility Test (PAT) - the Screening Committee shall require the applicant to undergo a physical agility test designed to determine whether or not he
possess the required coordination strength, and speed of movement necessary for police service
Final Committee Interview (FCI) - The Final Interview shall determine the applicants’ aptitude to join the police service, likableness, affability, outside interest,
conversational ability, disagreeable mannerisms, etc. (Take Note: Absolutely, no applicant shall be interviewed unless he/she passes through the sequential process
and is declared “Passed” in all these stages)
NOTA BENE:
*Drug test shall not follow the sequential steps but shall be conducted on passers only any time after the PPE, PMDE, or PAT but before the Final Committee
Interview. It shall be administered by the PNP Crime Laboratory.
*Conduct of the Physical Agility Test (PAT) and Neuro-Psychiatric (NP) examination shall be simultaneous nationwide to prevent a retake in another place of said
tests by applicants who initially failed on the same.
*Complete Character and Background Investigation (CBI) shall be conducted on all PPE passers and must be completed before the start of the Final Committee
Interview. The complete CBI shall determine their reputation and possible involvement in any questionable or criminal activities or violent incidents.

NAPOLCOM Participation in the PNP Recruitment and Promotion Programs

NAPOLCOM representatives to the PNP Recruitment Screening Committees are actively involved in the recruitment and selection process including
interview of applicants, the PNP Neuro-Psychiatric Examinations, Physical/Medical and Dental Examination, Physical Agility Test (PAT) and Drug Test.
There are also NAPOLCOM Representatives to the following PNP Promotion Boards:
• PCO Promotion Boards;
• PNCO Promotion Boards; and
• Lateral Entry Board

Termination of Service of PO1 in Temporary Status

A. Grave Administrative Offense – the following are the offenses for which a PNP member under temporary status maybe terminated from the police service.
(Grave misconduct, Incompetence, Dishonesty, Disloyalty to the government, Serious irregularities in the performance of duties, Serious Neglect of duty, Oppression)
B. Lack of Aptitude in the Service
-Academic deficiency arising from failure to obtain a passing grade in the required basic training course in accordance with the established training rules and
regulations;
-Serious violation of training rules and regulations involving nonacademic matters.
-Possession of such habits, traits, conduct or behavior which, when taken on their overall context. Tend to manifest and display an undesirable disposition or attitude
towards the law enforcement profession.
C. Failure to complete the required FTP

Types of Police Training Program

1. Basic Recruit Training – most basic of all police training. It is a pre-requisite for permanency of appointment and is required for newly hired police officers. In the
Philippine National Police, a newly appointed Police Officer 1 is required to undergo a PSBRC as a basic recruit training.

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2. Field Training Program (FTP) – or on-the-job training is the process by which an individual police officer who is recruited into the service receives formal
instruction on the job for special and defined purpose and performs actual job functions with periodic appraisal on his performance and progress. As provided for
under R.A. 8551, police officers are required to undergo a Field Training Program for twelve (12) months (inclusive of the PSBRC) involving actual experience and
assignment in PATROL, TRAFFIC AND INVESTIGATION which is required for permanency in the police service. (NOTE: PNPA Graduates shall be automatically
appointed to the initial rank of Inspector via Lateral Entry)
3. In-Service Training Program – or refresher training program.
The following are examples of in-service training programs as mandatory requirement for promotion:
• Junior Leadership Training – PO1 to PO3
• Senior Leadership Training – SPO1 to SPO4
• Police Basic Course (PBC) –for senior police officers
• Officers Basic Course (OBC)– Inspectors to Chief Inspectors
• Officers Advance Course (OAC) – for Chief Inspectors to Senior Superintendent
• Officers Senior Executive Course (OSEC) – Superintendent and above
• Directorial Staff Course (DSC) – for Directors and above
4. Departmental Training Program
a) Roll-Call Training – instructional courses of several hours a day concerning departmental activities
b) Supervisory Development, Specialized or Technical Training – seminars or special sessions on criminal investigation, traffic, drug control, etc
c) Training conducted by other law enforcement units or agencies

Police Assignment – refers to the process of designation a police officer at a particular function, duty or responsibility. The very purpose of police assignment is to
ensure systematic and effective utilization of all the members of the police force.
Transfer – refers to a change in job assignment.
Police Officer 1s, specifically those who were recruited under the attrition recruitment program, after undergoing the required Field Training Program
(FTP), shall be assigned with the Regional/Provincial/City Public Safety Battalion/Company of their place of recruitment for a maximum period of two (2) years.
After their assignment with the Regional/Provincial/City Public Safety Battalion/Company, they shall be downloaded/assigned to their respective city/municipal police
stations where they were recruited.
Power to make designation or assignment
The Chief of PNP (CPNP), Regional Director (RD), Provincial Director (PD), and the City or Municipal Chief of Police (COP) can make designation or
assignment of the police force within their respective levels. They shall have the power to make designations or assignments as to who among the police officers
shall head and constitute various offices and units of the police organization. The assignment of the members of the local police agency shall be in conformity with
the career development program especially during the probationary period. Thereafter, shall be guided by the principle of placing the right man in the right job after
proper classification has been made.

Police Appointment - Any applicant who meets the general qualifications for appointment to police service and who passes the tests required in the screening
procedures shall be recommended for initial appointment and shall be classified as follows:
- Temporary – if the applicant passes through the waiver program as provided in under R.A 8551.
- Permanent – if the applicant able to finish the required field training program for permanency.
Performance Evaluation - Refers to the process of measuring the performance of people in achieving goals and objectives

Promotion – the upgrading of ranks and/or advancement to a position of leadership

The NAPOLCOM shall establish a system of promotion which shall be based on the following: (Merit, Seniority, and Availability of vacant positions)

Kinds of Promotion
*Regular Promotion - promotion granted to police officers meeting the mandatory requirements for promotion.
*Special Promotion – promotion granted to police officers who have exhibited acts of conspicuous courage and gallantry at the risk of his/her life above and beyond
the call of duty.
*Promotion by Virtue of Position Any PNP personnel designated to any key position whose rank is lower than that which is required for such position shall, after six
(6) months of occupying the same, be entitled to a rank adjustment corresponding to the position. (NOTE: shall not be reassigned to a position calling for a higher
rank until after two (2) years from the date of such rank adjustment)
REMEMBER:
-Institution of a criminal action or complaint against a police officer shall NOT BE A BAR TO PROMOTION.
-Upon finding of probable cause, police officer shall be ineligible for promotion: Provided, further, That if the case remains UNRESOLVED AFTER 2 YEARS, he or
she shall be considered for promotion.
-In the event he or she is held guilty of the crime by final judgment, said promotion shall be recalled without prejudice to the imposition of the appropriate penalties
under applicable laws, rules and regulations.
-If the complaint filed against the police officer is for a crime including, but not limited to, a violation of human rights, punishable by reclusion perpetua or life
imprisonment, and the court has determined that the evidence of guilt is strong, said police officer shall be completely ineligible for promotion during the pendency of
the said criminal case.

Police Records Management

Kinds of Records Management

*Spindle File – Spindle, on with papers may be impaled, appeared 15th century.
*Pigeonhole File – persons who disliked spindle folded or rolled their papers, wrote names or subjects of the outside and place the roll in holes in roll top desks or in
a series of separate boxlike openings in a cabinet.
*Bellow File – used as sorters. It appeared at about 1860. Each lettered compartment, the alphabetic bellows files is sometimes used as sorters.
*Box-File – shaped-like a book and opening from the side was invented. Each box contained a set of sheets having extended labels bearing the letters of the
alphabet. The box file is still popular for a limited account of correspondence and especially for home use.
*Shannon File – consisted of a double side-opening arch, mounted on a board with a drawer front on the end. Papers to be filed were perforated along the upper
edge and then placed on the arches according to the system or arrangement being used. The Shannon file was suitable only for small amounts of correspondence.
*Vertical File – recognized as the best method of the majority of business records.

Classification of Records
According to Period of Retention:
>Permanent Record – to be kept for not less than 10 years
>Semi-Permanent – to be kept for 5 years
>Temporary – no specified period but usually less than 5 years.
According to Importance or Essentiality:
>Vital Records – irreplaceable, but can be reproduced.
>Important Records – can be reproduced after considerable delay.
>Useful Records – cause inconvenience if lost but could be readily replaced.

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>Non-essential Records – illegible for destruction.
According to Phases of its Life Cycle
>Current Phase (Current or Active Records) – regularly used and maintained.
>Semi-current Phase (Semi-current Records) – still used but only infrequently.
>Non-current Phase (Non-current or Inactive Records) – no longer used.

Case Records – heart of any police records system. A case of records is composed of two categories: Complainant/Assignment Sheet and Investigation Report)

Complaint/Assignment Sheet - This is the foundation record of the police department.

Types of Investigation Records
>Initial or Advance Report – advance information on a new or fresh case.
>Progress or Follow-up Report – result of the follow-up investigation of a new or fresh case.
.Final or Closing Report – complete written narration of facts based on an exhausted investigation of the case.
Technical Report – a report on the laboratory examination of the physical evidence gathered in order to supplement the findings of the investigator.
Closed Case and Cleared Case
>Closed Case – when the case is no longer being investigated and is not assigned to any investigator; can either be solved or unsolved
>Cleared Case – when one or more persons have already been arrested, charged with an offense and turned over to the prosecutor or court for prosecution
Accident Report – an investigation report regarding an accident which includes vehicular accident and damage to property.
Daily Record of Events – a record needed to keep all members of the police force informed concerning police operations, assignments, and administrative
functions.
Wanted Persons Report – a report on persons who are wanted by the police. Information of persons who are wanted by the police shall be flashed by means of
“Notice” wanted person, accomplished in six copies, one copy to be sent to the PNP Provincial Director, one (1) copy to the PNP Regional Director, one copy to be
sent to PNP Director General, Camp Crame, Quezon City, one copy to be sent to the NBI Central office, Taft avenue, Manila, the original copy to be placed in the
“Persons Wanted File” of the police station concerned, and the six (6) copies to be displayed in the Rogues Gallery. Strict compliance with the instructions at the
back of the form is required

Types of Arrest and Booking Records

>Arrest Report – should be made out in full on each person arrested
>Booking Report – list of all prisoners in custody which contains all information regarding status and disposition
>Prisoner’s Property Receipt – receipt issued to prisoners for their properties surrendered to the police upon arrest and detention
Identification Records – records containing identification information

Types of Identification Records

>Fingerprint Record – heart of any identification system.
>Civilian Fingerprint – all persons requesting clearance certificate or other personal identification purposes shall be fingerprinted using the prescribed form.
>Alien Fingerprint– all aliens requesting clearance certificate for purposes of petition for naturalization, charge of name, oath taking for other personal identification,
purposes shall be fingerprinted, using also the prescribed form.

Criminal Specialty File (Modus Operandi File) – consists of photographic records and modus operandi of known criminals
Administrative Records – records pertaining to the personnel, as well as letters, memoranda, orders and others that are related to the efficient administration of the
organization
1. Personal Records – showing the history of each police officer, both prior and subsequent to joining the force, is indispensable.
2. Correspondence File – set or records of communications classified, arranged and filed alphabetically by the subject to which they pertain.
3. Memoranda, Orders, Policy files, etc – filed accordingly as they are made available.
4. Assignment Record – detective assignment record is desirable for the effective function of the detective division. Other division in the force may devise a system
of assigning personnel.
5. Other files– Police stations shall maintain other administrative records responsive to their needs.
Miscellaneous Records

Filing System
1. Alphabetical – most widely used form of filing.
2. Encyclopedic Order – grouped into major headings, individual folders are filed in alphabetical order behind each heading.
3. Chronological Order – folders are arranged by sequential date order.
4. Geographical – files are arranged alphabetically by geographical name of the place.
5. Numerical – assigning of numerical value or number into a specific file which can be managed through the following system: a. Serial Number b. Digit Filing
6. Centralized Filing – places all record series in one central locationin an office. Most useful when the majority of individuals within an office require access to
majority of files
7. Decentralized Filing – physically locates record series in different places within an office. Most useful when only one individual requires access to a specific
record series.

PNP PERSONNEL RECORDS MANAGEMENT

As provided in the PNP Personnel Records Management Manual of 2008, the PNP shall establish a centralized records management system and create,
maintain, protect and preserve records both in physical and electronic form.
RECORDS MANAGEMENT DIVISION (RMD) - it was established to oversee the records management functions of the DPRM. The RMD shall develop, coordinate
and implement PNP-wide programs, policies and procedures for creation, usage, maintenance, storage and disposition of personnel records. The RMD is headed by
a division chief with a rank of Police Senior Superintendent and assisted by an assistant division chief with a rank of Superintendent.
RECORDS CREATION - refers to the act of exchanging written ideas between two (2) sources. At this point, the life of the record begins. However, due to the fast
pace at which the records of PNP personnel are created, and the cost involved in maintaining them, a control system is necessary.

PNP Personnel File

Also known as 201 File, is a folder containing a set of personal records and information pertaining to an individual member of the PNP, which serves as basis in
availing of service record, leave record, PNP ID, legal beneficiaries, authentication of photocopies, etc.
a) Red, for PCO
b) Blue, for PNCO
c) Green, for NUP

Records Maintenance – activities involving proper handling of records, arranging them into usable filing sequence, using the most efficient type of filing equipment.
Records Disposition – systematic transfer on non-current records from an office to any records storage area, the identification and preservation of permanent
records and the outright destruction of valueless records.
• No PNP personnel or units/offices shall dispose of, destroy or authorize the disposal or destruction of records or PPFs which are in the custody or under its
control except with the prior written authority of the Executive Director, National Archives of the Philippines (Section 18, R.A. 9470).

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• Any PNP personnel who, willfully or negligently, damages a police record or disposes of or destroys a police record shall be deemed to have committed an
offense.
Records Security and Protection – preventive and protective measures and actions undertaken in order to safeguard records/documents in all government
agencies from unauthorized and indiscriminate disclosure, damage, destruction and loss, whether records are filed in current of non-current storage area.

Protection of Records
>Duplication – records shall be created with additional copies or duplicates depending on the needs and circumstances.
>Dispersal – records shall be distributed without additional copies or duplicates.
>Vaulting – vital records shall be stored in a vault.
>Evacuation – original and older records considered to be vital shall be transferred to a secure location.
Records Protection Level
>Vital – or “top protection priority”, consists of all essential records considered as mission critical and irreplaceable.
>Important – or “second protection priority”, consists of all documents still considered as essential but could be replaced or recreated.
>Useful – or “lowest protection priority”, consists of all other documents considered to be non-essential to normal operations but inconvenient when lost.

Police Patrol Operation and Police Communication

Patrol division - considered the “backbone of the police department” as well as the “core of the police organization” and the “eyes and ears of police administrators”.
Crime Prevention – anticipation, recognition and appraisal of crime risk and the initiation of positive action to remove or reduce risk. (Patrol)
Crime Suppression – approach in crime control which deals with apprehension, investigation, trial, correction and punishment of criminal.

Patrol Theories
>Theory of Police Omnipresence (Overt Operation) – high police visibility discourages criminals.
>Low profile theory (Covert Operation) – low police visibility increases the opportunity to apprehend criminals. Deceptive absence of the police officers will let
criminals believe that they will not be detected or caught if they execute the crimes they had planned.
>Directed Deterrent Patrol – performs certain, specific, predetermined preventive functions on a planned and systematic basis.
>Target-Oriented Patrol (TOP) – targeted or directed toward specific persons, places, or events. TOP consist of either Location-oriented, Offender-oriented, or
Event-oriented patrol. Combines the elements of HVP, LVP, and DDP to identify persons, places, or events which attract or create crime problems.
>Split-Force Patrol (SFP) – assigning one part of the patrol force the responsibility of conducting preventive patrol and assigning another part of the patrol force the
task of responding to calls for service.
Proactive Patrol – alternative patrol system which means the fielding of the field units in their respective area of responsibility with prescribed objectives and
verifiable tasks scheduled for the day to augment the calls and other on sight activities that makes up the officer’s day.
Reactive Patrol – a traditional patrol activity which consists of driving around the district waiting for something to happe

Traditional Foot Patrol Patterns

Clockwise Patrol Pattern (Done at the first hour)
Counter-clockwise Patrol Pattern (Done at the last hour)
Zigzag or Free Wheeling Patrol Pattern – done by patrolling the streets within the perimeter of the beat not at random but with definite target location where he
knows his presence is necessary.
Straightway and Criss-cross Patrol Pattern – hazard oriented patrol.

Patrolling Time
› Day Shift (7:00-3:00PM) A shift devoted to service activity. Service oriented shift
› Afternoon Shift (3:00-11:00PM) Combined service oriented and criminal apprehension function of MS. Most busiest
› Midnight Shift (11:00-7:00AM) “Dog watch, graveyard” which suggests it is the penalty box of police work. Least desirable of all police shift.

Patrol Methods
Foot Patrol (Oldest type of patrol)
– Fixed foot patrol – is usually used for traffic, surveillance, parades, and special events
– Mobile foot patrol – is used where there is considerable foot movement such as patrolling business and shopping centers, high-crime areas, and places where
there are many or multiple family dwellings.
– Line beat patrol is used in securing a certain portion of a road or street
– Random foot patrol is used in checking residential buildings, business establishments, dark alleys, and parking lots
Automobile Patrol (most economical) – patrol car is the most extensively used and the most effective means of transportation for police on patrol. It has the
greatest mobility and flexibility.
Horse Patrol – next to walking patrol, the horse patrol is one of the oldest types of patrol.
Dog Patrol/K-9 Patrol – great assistance in search and rescue as well as in smelling out drugs and bombs. “ A dog is capable of recognizing an odor 10 million
times better than a human can.
Air Patrol – improves response time to emergency calls for service.
Water Patrol (marine/bay/river patrol) – control violators of water safety regulations as well as to apprehend drug and gun smugglers. They are also valuable in
rescue operations during times.
Bicycle Patrol (Mobility and Stealth) – has long been a part of the patrol services of most countries throughout the world since the bicycle was first developed.
Motorcycle Patrol (Speed and Maneuverability) – use of the motorcycle as a means of police transportation is almost as old as that of the automobile.
Television Patrol – was first used in police work on a practical basic in West Germany. Its use was basically for purposes of traffic control.

Team Policing System – an attempt to integrate the police and the community interest into a working relationship so as to produce the desired objective of peace
keeping in the community. (NOTE: Originated in Aberdeen, Scotland)

Duties of Patrol Supervisors

a. In any operation, careful planning is a must in order to avoid waste of time, effort and resources. Make a patrol plan with the following details:
I. Area Coverage: safe haven, ambush are
II. as and crime-prone areas;
III. Organizational Detail of Personnel; Duration;
IV. Stand-by points; and
V. Route plan
b. Designate and select the members of the patrol team/s;
c. Inspect the members of the patrol for completeness of uniforms, operational readiness and all government issued equipment (firearms, mobile car, radio, etc.)
to ensure that these are well-maintained and properly used by the Patrol Officer;
d. Conduct briefing prior to dispatch by disseminating any orders, directives or instructions from the Chief of Police or higher authorities and new policy or
guidelines being implemented by the PNP Organization;
e. Remind the patrol team about the strict observance of the PNP Operational Procedures;
f. Strictly observe “Buddy System” during the patrol operations;

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g. Render hourly report of location and situation through radio/telephone/cellphone to Police Community Precinct (PCP)/Station Headquarters Tactical Operation
Center (TOC);
h. Render after-patrol report duly signed by detailed personnel. PCP Commanders shall collate and submit significant details to the Station Patrol Supervisor, who
in turn, will submit the same to the Provincial/District Patrol Supervisor; and
i. Conduct debriefing after the patrol to assess its conduct and make necessary corrective measures on defects noted.

Duties of Patrol Officer

a. Attend the Roll Call Formation before his Tour of Duty for briefing and likewise attend the after Tour of Duty formation for debriefing;
b. Patrol the assigned beats, observe and check suspicious people, structures/buildings, compounds and vehicles;
c. Observe and monitor public gatherings, prevent disorders and disperse unlawful assemblies;
d. Inspect and/or conduct surveillance in various business establishments and other installations and remove hazards to public safety;
e. Check suspicious vehicles (private, public, or commercial/delivery vehicles) along the main roads/ highways in the course of their patrol;
f. Report occurrences and conditions which relate to crime, public peace, order and safety;
g. Prevent crimes and arrest sighted law violators, assuring the public that peace is preserved;
h. Conduct regular visitations, dialogues/consultations with the residents and other stakeholders;
i. Assist personnel of responsible agencies/unit in facilitating the flow of traffic at busy intersections/roads within his Area of Responsibility (AOR), assist and
provide pedestrian information such as directions and street locations;
j. Enforce city/municipal ordinances on liquor establishments and night clubs, cabarets and all houses of ill-repute; k. Respond to calls, entertain complaints,
initiate the investigation and protection of the scene and minimize the after-effects of accidents, fires and other catastrophes;
k. Patrol Officers shall wear the prescribed patrol uniform; and
l. Patrol Officers must have the equipment necessary in the performance of their duty

Checkpoints
Authority to Establish Checkpoints Checkpoint is a place where the police check vehicular/ pedestrian traffic in order to enforce circulation control measure
and other laws, orders, and regulations. The establishment of checkpoints must always be authorized by the Head of Office of the territorial PNP Unit and manned by
uniformed PNP personnel. Other units directly involved in an operation may establish mobile checkpoints in coordination with the Unit Commander in the area.
Composition
 Team Leader (TL) - shall lead and take responsibility in the conduct of checkpoint preferably an officer with the rank of at least Police Inspector;
 Spotter - PNP personnel who will point/profile suspected vehicle subject for checkpoint;
 Spokesperson - TL or member who is in charge of communicating with the motorists subject for checkpoint;
 Investigation Sub-team - in charge of investigation and documentation of possible incidents in the checkpoint to include issuance of Traffic Citation Ticket
(TCT) or Traffic Violation Report (TVR);
 Search/Arresting Sub-Team - designated to conduct search, seizure and arrest, if necessary;
 Security Sub-Team - tasked to provide security in the checkpoint area; and
 Blocking/Pursuing Sub-Team - team tasked to block/ pursue fleeing suspects/vehicle.

Important Terms:
 Buy Bust Operation – entrapment technique employed by a peace officer as an effective way of apprehending a criminal in the act of the commission of the
offense
 Critical Incident – any emergency event, whether man-made or natural, that requires the implementation of special tasks by one or more of the urgent services
of the government and will generally include the involvement, either directly or indirectly, of the Philippine National Police. It is a crucial and rapid intervention
point at the acute phase of a crisis.
 Destabilization – are threats posed by the destabilizers which include military uprisings, demonstrations, rallies, sabotage of key installations, etc, or a
combination thereof, undertaken separately or jointly by anti-government forces from the left and the right of the political spectrum.
 Disaster Incident – serious disruption of the functioning of a community or a society involving widespread human, material, economic or environmental losses
and
impacts, which exceeds the ability of the affected community or society to cope using its own resources.
 Dragnet Operation – police operation purposely to seal-off the probable exit points of fleeing suspects from the crime scene to prevent their escape.
 Electronic Blotter – computerized system that is now being used in Davao City Police Office which was accepted by the courts, prosecutors’ office and the
public in general. Coordination with Supreme Court administrator disclosed that they are amenable to the idea of using e-blotter for the PNP
 Hasty Checkpoint – immediate response to block the escape of lawless elements from a crime scene, and is also established when nearby checkpoints are
ignored or during hot pursuit operations.
 High Risk Arrest – actual restraint of armed persons following a high-risk stop.
 High Risk Stop – actual stopping or accosting of armed and dangerous person or persons, aboard a vehicle or on foot, including the power to use all
necessary and legal means to accomplish such end.
 Hot Pursuit (Cross Jurisdictional Pursuit) – (also termed in the US as fresh pursuit) shall mean an immediate, recent chase or follow up without material
interval for the purpose of taking into custody any person wanted by virtue of a warrant, or one suspected to have committed a recent offense while fleeing from
one police jurisdictional boundary to another that will normally require prior official inter-unit coordination but which the pursuing unit cannot, at that moment,
comply due to the urgency of the situation.
 Maximum Tolerance – highest degree of restraint that the police, military and other peace keeping authorities shall observe during a public assembly or in the
dispersal of the same.
 On-Scene Command Post – temporary area established in the vicinity of a crime scene for the purpose of coordinating all activities or actions relevant to the
investigation of the case. Pat-down Search – is a “frisk” or external feeling of the outer garments of an individual for weapons only.
 Police Checkpoint – location where the search, which is duly authorized by the PNP, is conducted to deter/prevent the commission of crimes, enforce the law,
and for other legitimate purposes.
 Pre-Determined Area – is the specific or projected spot where the armed and dangerous person or persons would pass or likely to pass and so tactically
located as to gain calculated advantage against said person or persons.
 Spot Check/Accosting – is the brief stopping of an individual, whether on foot or in a vehicle, based on reasonable suspicion/ probable cause, for the purpose
of determining the individual’s identity and resolving the officer’s suspicion concerning criminal activity.
 Stopping Zone – strategic predetermined area strongly sealed off, barricaded and occupied by tactical forces in a lawful display of authority to maintain law
and order or in defensive response to an event of criminal nature or of such gravity that occurred or likely to occur calling for a high risk stop or arrest.

Integrated Patrol System in the Philippines

It is a patrol concept where different patrol units of the Station, barangay tanods, bantay bayan, NGOs and civilian volunteers from the community support and
complement the efforts of each other aimed to prevent the occurrence of crime in their area of responsibility.
Components of the Integrated Patrol System
– Fixed Components. Fixed components include the Police Station, the Police Community Precincts, traffic posts, and visibility points that are strategically
deployed;
– Patrol Components. Patrol components include the foot, mobile, bike, motorcycle, mounted, waterborne, and sky patrols; and
– Auxiliary Components. Auxiliary components include the BPATs, other force multipliers, non-government organizations, and civilian volunteer groups.

Police Communication System

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 Communication is the exchange of information between individuals, for example, by means of speaking, writing, or using a common system of signs or
behavior. It is the act of giving or sending information. It refers to the transfer of thought or idea from one person to another. It is the process of sharing ideas,
information, and messages with others in a particular time and place. It is the means by which command and control of police resources is exercised.

POLICE OPERATIONAL PLANNING

What is a Plan?

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

What is Planning?

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

Planning is also the process of preparing for change and coping with uncertainty formulating future causes of action; the process of determining the
problem of the organization and coming up with proposed resolutions and finding best solutions.

What is Police Planning?

Police Planning is an attempt by police administrators in trying to allocate anticipated resources to meet anticipated service demands. It is the systematic
and orderly determination of facts and events as basis for policy formulation and decision affecting law enforcement management.

What is Operational Planning?

Operational Planning is the use of a rational design or pattern for all departmental undertakings rather than relying on chance in an operational
environment. It is the preparation and development of procedures and techniques in accomplishing of each of the primary tasks and functions of an organization.

What is Police Operational Planning?

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

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

STRATEGIC PLANNING

Strategic Planning is a series of preliminary decisions on a framework, which in turn guides subsequent decisions that generate the nature and direction of
an organization. This is usually long ranged in nature. The reasons for Strategic Planning are:

1. VISION - A vision of what a police department should be.

2. LONG-RANGE THINKING - Keeping in mind that strategy is deciding where we want to be

3. STRATEGIC FOCUS

4. CONGRUENCE

5. A STRATEGIC RESPONSE TO CHANGE

6. A STRATEGIC FRAMEWORK

What is the Strategic Planning process?

 TASK 1 - Develop Mission and Objectives

 TASK 2 - Diagnose Environmental Threats and Opportunities

 TASK 3 - Assess Organizational Strengths and Weaknesses

 TASK 4 - Generate Alternative Strategies

 TASK 5 - Develop Strategic Plan

 TASK 6 - Develop Tactical Plan

 TASK 7 - Assess Results of Strategic And Tactical Plan

 TASK 8 - Repeat Planning Process

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

Alternative 1 - modify police vehicles

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

What are the Objectives of Police Planning?

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

2. To force analytical thinking and evaluation of alternatives for better decisions.

3. To establish a framework for decision making consistent with the goal of the organization.

4. To orient people to action instead of reaction.

5. To modify the day-to-day style of operation to future management.

6. To provide decision making with flexibility.

7. To provide basis for measuring original accomplishments or individual performance.

What can be expected in planning?

1. Improve analysis of problems

2. Provide better information for decision-making

3. Help to clarify goals, objectives, priorities

4. Result is more effective allocation of resources

5. Improve inter-and intradepartmental cooperation and coordination

6. Improve the performance of programs

7. Give the police department a clear sense of direction

8. Provide the opportunity for greater public support

What are the characteristics of a good police plan?

1. With clearly defined Objectives or Goals.

2. Simplicity, Directness and Clarity

3. Flexibility

4. Possibility of Attainment

5. Must provide Standards of Operation

6. Economy in terms of Resources needed for implementation

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

1. What to do – mission/objective

2. Why to do – reason/philosophy

3. When to do – date/time

4. Where to do – place

5. Who will do – people involve

6. How to do – strategy

What are the approaches in Police Planning?

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

1. Synoptic Approach

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 2. Incremental Approach

3. Transactive Approach

4. Advocacy Approach

5. Radical Approach

What is Synoptic Planning?

Synoptic planning or the rational comprehensive approach is the dominant tradition in planning. It is also the point of departure for most other planning
approaches.

This model is based on a problem-oriented approach to planning especially appropriate for police agencies. It relies heavily on the problem identification
and analysis of the planning process. It can assist police administrators in formulating goals and priorities in terms that are focused on specific problems and
solutions that often confront law enforcement.

Steps in Synoptic Planning

1. Prepare for Planning - The task of planning should be detailed in a work chart that specifies (a) what events and actions are necessary, (b) when they
must take place, (c) who is to be involved in each action and for how long, and (d) how the various actions will interlock with one another.

2. Describe the present situation - Planning must have a mean for evaluation. Without an accurate beginning database there is no reference point on
which to formulate success or failure.

3. Develop projections and consider alternative future states - Projections should be written with an attempt to link the current situation with the future,
keeping in mind the desirable outcomes. It is important for the police executive to project the current situations into the future to determine possible,
probable and desirable future states while considering the social, legislative, and political trends existing in the community.

4. Identify and analyze problems - The discovery of the problems assumes that a system to monitor and evaluate the current arena is already on place.
Closely related to the detection and identification of issues is the ability of the police to define the nature of the problem, that is to able to describe the
magnitude, cause, duration, and the expense of the issues at hand. A complete understanding of the problem leads to the development of the means to
deal with the issues.

5. Set goals - Making choices about goals is one of the most important aspects of planning. It makes no sense to establish a goal that does not address a
specific problem. Remembering that the police departments are problem oriented, choices about goals and objectives should adhere to the synoptic
model.

6. Identify alternative course of action – As stated earlier, alternatives are means by which goals and objectives can be attained. These are options or
possible things to be done in case the main or original plan is not applicable.

7. Select preferred alternatives – there are techniques to select alternative like:

 Strategic Analysis – this includes the study on the courses of actions; suitability studies; feasibility studies; acceptability studies; and judgment.

 Suitability – each course of action is evaluated in accordance with general policies, rules and laws. Feasibility - these include the appraisal of the
effects of a number of factors weighed separately and together. Acceptability – those judged to be suitable and feasible are then analyzed
in acceptability studies.

 Cost-effectiveness Analysis - This technique is sometimes called cost-benefit or cost performance analysis. The purpose of this form of selection
is that the alternative chosen should maximize the ratio of benefit to cost.

 Must-wants Analysis – This method of selecting a preferred course of action combines the strengths of both strategic and cost effectiveness
analysis. Must wants analysis is concerned with both the subjective weights of suitability, feasibility, and acceptability and the objectives weights of
cost versus benefits.

8. Plan and carryout implementation - The police administrator must be aware that the implementation requires a great deal of tact and skill. It maybe
more important how an alternative is introduced to a police department than what actually is.

9. Monitor and evaluate progress - Evaluation requires comparing what actually happened with what was planned for- and this may not be a simple
undertaking. Feedback must be obtained concerning the results of the planning cycle, the efficiency of the implementation process, and the effectiveness
of new procedures, projects or programs. This is an important step of synoptic planning, trying to figure out what, if anything happened as a result of
implementing a selected alternative.

10. Summation of the synoptic planning approach – This can be done by making a summary of the presentation, could be tabular or other forms of
presentation.

11. Repeat the Planning Process – repetition of the process of planning enables the planner to thresh out possible flaws in the plan

What is Incremental Planning?

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

What is Transactive Planning?

Transactive planning is carried out in face-to-face interaction with the people who are to be affected by the plan and not to an anonymous target
community of beneficiaries. Techniques include field surveys and interpersonal dialogue marked by a process of mutual learning.

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What is Advocacy Planning?

Beneficial aspects of this approach include a greater sensitivity to the unintended and negative side effects of plans.

What is Radical Planning?

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

CONSIDERATIONS IN POLICE PLANNING

a. Primary Doctrines

 Fundamental Doctrines – These are the basic principles in planning, organization and management of the PNP in support of the overall pursuits of
the PNP Vision, mission and strategic action plan of the attainment of the national objectives.

 Operational Doctrines – These are the principles and rules governing the planning, organization and direction and employment of the PNP forces
in the accomplishment of basic security operational mission in the maintenance of peace and order, crime prevention and suppression, internal
security and public safety operation.

 Functional Doctrines – These provide guidance for specialized activities of the PNP in the broad field of interest such as personnel, intelligence,
operations, logistics, planning, etc.

b. Secondary Doctrines

 Complimentary Doctrines – Formulated jointly by two or more bureaus in order to effect a certain operation with regard to public safety and peace
and order. These essentially involve the participation of the other bureaus of the Bureau of Jail Management and Penology (BJMP), Bureau of Fire
Protection (BFP), Philippine Public Safety College (PPSC), National Bureau of Investigation (NBI) and other law enforcement agencies.

 Ethical Doctrines – These define the fundamental principles governing the rules of conduct, attitude, behavior and ethical norm of the PNP.

c. The Principles of Police Organization

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

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

 Authority – The right to exercise, to decide, and to command by virtue of rank and position.

 Doctrine – It provides for the organizations objectives. It provides the various actions. Hence, policies, procedures, rules and regulations of the
organization are based on the statement of doctrines.

 Cooperation or Coordination

 Discipline – It is imposed by command or self-restraint to insure supportive behavior.

Classifications of Police Plan

According to coverage - Police Plans could be Local Plans (within police precincts, sub-stations, and stations), Regional Plans, and National Plans.

According to Time - Police Plans are classified as:

1. Strategic or Long Range Plan – It relates to plans which are strategic or long range in application, and it determine the organization’s original goals and
strategy.

Example: Police Action Plan on the Strategy DREAMS and Program P-O-L-I-C-E 2000, Three Point Agenda, and GLORIA (These are discussed on the
latter part of this Chapter).
2. Intermediate or Medium Range Planning – It relates to plans, which determine quantity and quality efforts and accomplishments. It refers to the process
of determining the contribution on efforts that can make or provide with allocated resources.

Example: 6 Masters Plans:

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

 Master Plan Sandugo (Support to Internal Security Operations Master Plan)

 Master Plan Banat (Anti-Illegal Drugs Master Plan)

 Master Plan Sang-ingat (Security Operations Master Plan)

 Master Plan Saklolo (Disaster Management Master Plan)

 Sangyaman (protection and Preservation of Environment, Cultural Properties, and Natural Resources Master Plan)

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 3. Operational or Short Range Planning - Refers to the production of plans, which determine the schedule of special activity and are applicable from one
week or less than year duration. Plan that addresses immediate need which are specific and how it can be accomplished on time with available allocated
resources.

Examples of OPLANS

 Oplan Jumbo – Aviation Security Group Strategic Plan against terrorist attacks

 Oplan Salikop – Criminal Investigation and Detection Group (CIDG) Strategic Plan against Organized Crime Groups

 The TMG through its "OPLAN DISIPLINA" that resulted in the apprehension of 110,975 persons, the confiscation of 470 unlawfully attached
gadgets to vehicles, and rendering various forms of motorists’ assistance.

 OPLAN BANTAY DALAMPASIGAN that sets forth the operational guidelines on the heightened security measures and sea borne security
patrols.

TYPES OF PLANS in general

1. Reactive Plans are developed as a result of crisis. A particular problem may occur for which the department has no plan and must quickly develop one,
sometimes without careful preparation.

2. Proactive Plans are developed in anticipation of problems. Although not all police problems are predictable, many are, and it is possible for a police
department to prepare a response in advance.

3. Visionary Plans are essential statements that identify the role of the police in the community and a future condition or state to which the department can
aspire. A vision may also include a statement of values to be used to guide the decision making process in the department.

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

5. Operational Plans (OPLANS) are designed to meet the specific tasks required to implement strategic plans. There are four types of operational plan:

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

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

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

d. Time-specific Plans are concerned with a specific purpose and conclude when an objective is accomplished or a problem is solved.
Specific police programs or projects such as drug crackdown, crime prevention program, and neighborhood clean-up campaign are good
examples of time-specific plans.

KINDS OF POLICE PLANS

1. Policy and Procedural Plans – to properly achieve the administrative planning responsibility within in the unit, the Commander shall develop unit plans
relating to policies or procedure, tactics, operations, extra-office activities and management.

Further, standard-operating procedures shall be planned to guide members in routine and field operations and in some special operations in accordance
with the following procedures:

a. Field Procedure – Procedures intended to be used in all situations of all kinds shall be outlined as a guide to officers and men in the field.
Examples of these procedures are those related to reporting, to dispatching, to raids, arrest, stopping suspicious persons, receiving complaints,
touring beats, and investigation of crimes. The use of physical force and clubs, restraining devices, firearms, tear gas and the like shall, in
dealing with groups or individuals, shall also be outlined.

b. Headquarters Procedures – Included in these procedures are the duties of the dispatcher, jailer, matron, and other personnel concerned
which may be reflected in the duty manual. Procedures that involve coordinated action on activity of several offices, however, shall be
established separately as in the case of using telephone for local or long distance calls, the radio teletype, and other similar devices.

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

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 2. Tactical Plans – These are the procedures for coping with specific situations at known locations. Included in this category are plans for dealing with an
attack against buildings with alarm systems and an attack against the PNP headquarters by lawless elements.

3. Operational Plans – These are plans for the operations of special divisions like the patrol, detective, traffic, fire and juvenile control divisions. Operational
plans shall be prepared to accomplish each of the primary police tasks. For example, patrol activities must be planned, the force must be distributed
among the shifts and territorially among beats, in proportion to the needs of the service, and special details must be planned to meet unexpected needs.

Plans for operations of special division consist of two types, namely: (1) those designed to meet everyday, year-round needs, which are the
regular operating program of the divisions; and (2) those designed to meet unusual needs, the result of intermittent and usually unexpected variations in
activities that demand their attention.

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

Meeting unusual needs – The unusual need may arise in any field of police activity and is nearly always met in the detective, vice, and
juvenile divisions by temporary readjustment of regular assignment.

4. Extra-office Plans – The active interest and the participation of individual citizen is so vital to the success of the PNP programs that the PNP shall
continuously seek to motivate, promote, and maintain an active public concern in its affairs. These are plans made to organize the community to assist in
the accomplishment of objectives in the fields of traffic control, organized crime, and juvenile delinquency prevention.

5. Management Plans – Plans of management shall map out in advance all operations involved in the organization management of personnel and material
and in the procurement and disbursement of money, such as the following:

a. Budget Planning – Present and future money needs for personnel, equipment, and capital investments must be estimated. Plans for supporting
budget request must be made if needed appropriations are to be obtained.

b. Accounting Procedures – Procedures shall be established and expenditure reports be provided to assist in making administrative decisions and in
holding expenditures within the appropriations.

c. Specifications and Purchasing Procedures – Specifications shall be drawn for equipment and supplies. Purchasing procedures shall likewise be
established to insure the checking of deliveries against specifications of orders. Plans and specifications shall be drafted for new building and for
remodeling old ones.

d. Personnel – Procedures shall be established to assure the carrying out of personnel programs and the allocation of personnel among the
component organizational units in proportions need.

e. Organization – A basic organizational plan of the command/unit shall be made and be posted for the guidance of the force. For the organization to
be meaningful, it shall be accompanied by the duty manual which shall define relationships between the component units in terms of specific
responsibilities. The duty manual incorporates rules and regulations and shall contain the following: definition of terms, organization of rank, and the
like, provided the same shall not be in conflict with this manual.

FIELD OPERATIONS: How planning affects them?

Field Operations shall be directed by the police commander and the subordinate commanders and the same shall be aimed at the accomplishment of the
following primary tasks more effectively and economically:

Patrol – The patrol force shall accomplish the primary responsibility of safeguarding the community through the protection of persons and property, the
preservation of the peace, the prevention of crime, the suppression of criminal activities, the apprehension of criminals, the enforcement of laws and ordinances and
regulations of conduct, and performing necessary service and inspections.
Investigation – The basic purpose of the investigation division unit shall be to investigate certain designated crimes and clear them by the recovery of
stolen property and the arrest and conviction of the perpetrators. To this end, the investigation division shall supervise the investigation made by patrolman and
undertake additional investigation as may be necessary of all felonies.
Traffic Patrol – Police control of streets or highways, vehicles, and people shall facilitate the safe and rapid movement of vehicles and pedestrians. To
this end, the inconvenience, dangers and economic losses that arise from this moment, congestion, delays, stopping and parking of vehicles must be lessened.
Control of traffic shall be accomplished in three (3) ways:

 Causes of accidents and congestion shall be discovered, facts gathered and analyzed for this purpose;

 Causes shall be remedied, charges shall be made in physical condition that create hazards, and legislation shall be enacted to regulated drivers and
pedestrians; and

 The public shall be educated in the provisions of traffic and ordinances. Motorists and pedestrians shall be trained in satisfactory movement habits,
and compliance with regulations shall be obtained by enforcement. The police shall initiate action and coordinate the efforts of the agencies that are
concerned in the activities.

Vice Control – It shall be the determined stand of the PNP in the control of vices to treat vice offenses as they shall do to any violation, and to exert
efforts to eliminate them, as there attempt to eliminate robbery, theft, and public disturbance. Control of vice, shall be based on law rather than on moral precepts,
and intensive operations shall be directed toward their elimination. A primary interest in vice control results from the close coordination between vice and criminal
activities. Constant raids of known vice dens shall be undertaken.

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 Juvenile Delinquency Control – Effective crime control necessitates preventing the development of individuals as criminals. The police commander
shall recognize a need for preventing crime or correcting conditions that induce criminality and by rehabilitating the delinquent.

STANDARD OPERATING PROCEDURES (SOPs)

Standard Operating Procedures or SOPs are products of police operational planning adopted by the police organization to guide the police officers in
the conduct of their duties and functions, especially during field operations.

The following are Police Security Service Package of the PNP with the following standard operating procedures and guidelines:

1. SOP #01 – POLICE BEAT PATROL PROCEDURES - This SOP prescribes the basic procedures to be observed by all PNP Units and mobile patrol
elements in the conduct of visibility patrols.

2. SOP #02 – BANTAY KALYE - This SOP prescribes the deployment of 85% of the PNP in the field to increase police visibility and intensifies anti-crime
campaign nationwide.

3. SOP #03 – SIYASAT - This SOP prescribes the guidelines in the conduct of inspections to ensure police visibility.

4. SOP #4 – REACT 166 - REACT 166 was launched in 1992 as the people’s direct link to the police to receive public calls for assistance and complaints for
prompt action by police authorities. This SOP prescribes the procedures in detail of Duty Officers, Telephone Operators and Radio Operators for REACT
166; and their term of duty and responsibilities.

5. SOP #5 – LIGTAS (ANTI-KIDNAPPING) - With the creation of the Presidential Anti-Organization Crime Task Force (PAOCTF), the PNP is now in support
role in campaign against kidnapping in terms of personnel requirements. SOP #5 sets forth the PNP’s guidelines in its fight against kidnapping activities.

6. SOP #6 – ANTI-CARNAPPING - This SOP prescribes the conduct of an all-out and sustained anti carnapping campaign to stop/minimize carnapping
activities, neutralize syndicated carnapping groups, identify/prosecute government personnel involved in carnapping activities, and to effectively address
other criminal activities related to car napping.

7. SOP #7 – ANTI-TERRORISM - This prescribes the operational guidelines in the conduct of operations against terrorists and other lawless elements
involved in terrorist activities.

8. SOP #8 – JOINT ANTI-BANK ROBBERY ACTION COMMITTEE (ANTI-BANK ROBBERY) - This SOP provides overall planning, integration, orchestration
or coordination, and monitoring of all efforts to ensure the successful implementation.

9. SOP #9 – ANTI-HIJACKING/HIGHWAY ROBBERY - This SOP sets forth the guidelines and concepts of operations to be observed in the conduct of
anti-highway robbery/hold-up/hijacking operations.

10. SOP #10 – PAGLALANSAG/PAGAAYOS-HOPE - This SOP sets forth the concept of operations and tasks of all concerned units in the campaign against
Partisan Armed Groups and loose fire.

11. SOP # 11 – MANHUNT BRAVO (NEUTRALIZATION OF WANTED PERSONS) - This SOP sets forth the objectives and concept of operation tasks of all
concerned units in the neutralization of wanted persons.

12. SOP #12 – ANTI-ILLEGAL GAMBLING - This SOP sets forth the operational thrusts to be undertaken by the PNP that will spearhead the fight against
all forms of illegal gambling nationwide.

13. SOP #13 – ANTI-SQUATTING - This SOP sets forth the concept of operation in the campaign against professional squatters and squatting syndicates.

14. SOP #14 – JERICHO - This SOP prescribes the operational guidelines to be undertaken by the National Headquarter (NHQ) of PNP in the establishment
of a quick reaction group that can be detailed with the office of the Secretary of Interior and Local Government (SILG), with personnel and equipment
requirements of that reaction group supported by the PNP.

15. SOP #15 – NENA (ANTI-PROSTITUTION/VAGRANCY) - This SOP sets forth the operational thrusts to be undertaken by the PNP that will spearhead the
fight against prostitution and vagrancy.

16. SOP #16 – ANTI-PORNOGRAPHY - This prescribes the guidelines to be followed by tasked PNP Units/Offices in enforcing the ban on pornographic
pictures, videos and magazines.

17. SOP #17 – GUIDELINES IN THE CONDUCT OF ARREST, SEARCH, AND SEIZURE -This SOP prescribes the procedures and manner of conducting an
arrest, raid, search and/or search of person, search of any premises and the seizure of properties pursuant to the 1987 Philippine Constitution, Rules of
Court, as amended and updated decision of the Supreme Court.

18. SOP #18 – SCHEMATIC DIAGRAM OF SANDIGAN MASTER PLAN

19. SOP #19 – ANTI-ILLEGAL LOGGING

20. SOP #20 – ANTI-ILLEGAL FISHING

21. SOP #21 – ANTI-ILLEGAL DRUGS

DISASTER AND EMERGENCY PLANNING

Emergency and disaster planning is one of the most important interrelated function in a security system. It is important in any organization as physical
security, fire protection, guard forces, security of documents and personnel security.

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 Emergency and disaster planning refers to the preparation in advance of protective and safety measures for unforeseen events resulting from natural
and human actions.

Disaster plans outline the actions to be taken by those designated for specific job. This will result in expeditious and orderly execution of relief and
assistance to protect properties and lives. These plans must also be rehearsed so that when the bell ring, there will be speed and not haste in the execution.
Understanding Disaster

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

Commonalities:

 Deciding Policy

 Assessing Threat

 Identifying Resources

 Selecting crisis team personnel

 Locating crisis management center

 Equipping the crisis center

 Testing contingency plans and emergency procedures

 Dealing with the media

 Dealing with victims and their families

 Dealing with other affected person (such as employees)

 Getting the organization’s normal work done

 Returning to normal after the crisis

Plan Checklist
 Identify the type of crisis/disaster/induced catastrophe

 Identify which operation, facility, personnel at risk

 Prioritize accordingly

 Determine effects of emergencies in the operation

 Identify broad categories that must be addressed in your contingency planning

 Review existing emergency plans to identify gaps

 Consider the environment with in which your emergency plans will be implemented.

Phases in Emergency/Disaster Planning

Phase I - Assessment of the Situation

This will be a research in depth by a knowledgeable and specially trained group on the vulnerabilities as well as the resources available for the disaster
plan. Surveys and Inspection may be conducted

Phase II – Writing the Plan

The plan will have to be written based on the findings in phase I. The plan can be code title, management will just call for the name of the plan.

Phase III – Testing the Plan

Dry runs of the emergency plan is a part of the entire process of planning to determine plan reliability and to identify deficiencies and make neceassry
corrections or adjustments.

Phase IV – Critique the Plan

This involves the analysis of feedbacks. The unworkable procedures should be noted and finally corrected.

Checklist for Reviewing Policies, Procedures, and Plans

 Compile and review your organization”s policies on various contingencies before establishing your plans

 Ensure that these policies are known throughout the organization and that they are included in your emergency manuals

 Ensure that your procedures and plans are consistent with your organization’s established policies and goals

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  Identify appropriate outside consultants and other sources of assistance in developing and implementing your plans and procedures

 Ensure that appropriate personnel have any security clearances or background cheks which might be required

 Establish a viable record-keeping system and procedures to ensure they are followed

Crowd Control and Riot Prevention

Riot, in general is an offense against the public peace. It is interpreted as a tumultuous disturbance by several persons who have unlawfully assembled to
assist one another, by the use of force if necessary, against anyone opposing them in the execution of some enterprise of a private nature; and who execute such
enterprise in a violent manner, to the terror of the people.

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

Some Basic Definition of Terms

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

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

A sound organizational planning, training, logistical support and a high departmental morale are the essential success elements in modern counter-riot
operations.

The control of violent civil disorder involving large segments of the population, especially in congested urban areas, requires a disciplined, aggressive
police counter-action which at the same time adheres to the basic law enforcement precepts. This is done through effective police operational planning.

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

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

Containment – Unlawful assembly and riot are as contagious as a plague unless they are quarantined from the unaffected areas of the community. In
here, all persons who are at the scene should be advised to leave the area, thereby reducing the number of potential anti-police combatants.

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

Prevention of Entry or Reentry- The police have to protect the area once the people have been moved out or dissipated into smaller groups to prevent
them from returning. Enforce quarantine by not allowing the group to resume their actions.

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

Establish Priorities – Depending upon the circumstances, it is always necessary to establish priorities. Assessing the situation to determine the nature of
assistance and number of men needed is part of the planning process.

What are the Basic Procedures in Anti-Riot Operations?

Assess the Situation

 determine whether the original purpose of the gathering was lawful or not

 determine also the lawfulness at the time of arrival at the scene

 assess their attitude, emotional state, and their general condition

 determine any state of intoxication and other conditions that may lead to violence

 identify the cause of the problem

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  locate and identify leaders or agitators

Survey the Scene

 determine as soon as possible the best position of the command post

 locate the best vintage point for observations

 consider geographical factors such as natural barriers, buildings, and weather condition

 note the best method of approach

Communicate

 report on your assessment, keeping your assessment brief but concise, giving your superior the sufficient data with which to proceed for plans of action

 ask for assistance or help from the command post hence remain close to the radio as possible until additional units arrived or to communicate new
developments

Maintain a Watchful Waiting

 make your presence known to the people in the vicinity

 if the crowd is too much to handle, stay near the command post and wait for additional support units

 use radio or other means of communications to call for assistance

 make preparations for decisive police action.

Concentrate on Rescue and Self-Defense

 take care of the immediate needs of the situation until help arrives

 apply first aid to injured people and self protection must be considered

 remember the primary objective of protecting lives, property and the restoration of order

Maintain an Open Line of Communication

 keep the dispatcher advised on the progress of the scene

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

Establish a Command Post

 follow what is in your contingency plan for civil disturbance

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

Take immediate action for serious violations

 arrest perpetrators

 isolate the leaders or agitators from the crowd

 show full police force strength

Give the dispersal order

 disperse the crowd upon order

 anti-riot formations and procedures must be used

 use of force necessary for dispersal maybe considered

What are the Special Problems in Crowd Control and Anti-Riot Operations?

Snipers – Certain psychopathic people may attempt to take advantage of the mass confusion and excitement at a riot scene by taking a concealed
position and shooting at people with some type of weapons, usually rifle.

Arsonist – Persons holding torch in their hands are potential arsonists. They must be taken into custody immediately.

Looters – Acts of simple misdemeanor thefts or may consists of robbery of breaking and entering. Take the suspects into custody by whatever means are
necessary.

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 INTRODUCTION TO INDUSTRIAL SECURITY CONCEPT

Major Division of Security

*Physical Security – concern with the physical measures adopted to prevent unauthorized access to equipment, facilities, material and document and to safeguard
them against espionage, sabotage, damage, loss and theft.
*Personnel Security – starts even before the hiring of an employee and remains to be maintained for as long as the person is employed.
*Document and Information Security – protection of documents and classified papers from loss, access by unauthorized persons, damage, theft and compromise
through disclosure.

History of Security in the Philippines

>Private Security business began on March 11, 1933, when the first formally licensed private security agency “Special Watchman Agency” started operations;
>Later it renamed “Jimenez Security Agency”, founded by brothers Juan and Pedro Jimenez;
>On May 30 1958, the Philippine Association of Detectives and Protective Agency Operations (PADPAO) was formally organized;
>RA 5487 was passed on June 13, 1969 through the continuous lobbying of the incorporators and officers of PADPAO, which set the standards and minimum
requirements for the operations of security agencies.

PADPAO – Philippine Association of Detectives and Protective Agency Operations

Physical Barriers – any structure or physical device capable of restricting, deterring, delaying, illegal access to an installation.

Types of Physical Barrier (H.A.N.E.S.)

1. Natural Barrier – mountains, rivers, seas, desserts or terrain difficult to traverse.
2. Structural or Man-Made Barrier – fences, walls, floors, roofs, grill
3. Human Barriers – person
4. Animal Barriers – animals
5. Energy Barriers – employment of mechanical, electrical, electronic energy imposes a deterrent to entry

3 Line of Physical Defense

First line – perimeter fences/ barriers
Second line – doors, floors, windows, walls, roofs and grills and other entries to the buildings
Third line – storage system like steel cabinets, safes, vaults and interior files

Security Hazard – act or condition which results in a situation conducive to a breach of the protection system and the subsequent loss or compromise, or damage to
personnel, property or facilities

The extent of degree of risk to security will be defendant on the following:

1. Relative Criticality of Operations – importance of the firm which reference to the national economy and security.
2. Relative Vulnerability – susceptibility of the plant or establishment to damage, loss, or disruption of operation due to various hazard.

Types of Security Guard Force

*Company Guard Force – operated by any private company/corporation utilizing any of its employees to guard its establishment.
*Private Security Agency service – belonging to privately licensed agency (contractual basis)
*Government Guard Forces –security unit maintained and operated by any government entity

Possession of Firearms
*1 firearm for every 2 security guards;
*Private Security Agency/Private Detective Agency/Company Security Force/Government Security force shall not be allowed to possess firearms in excess of 500
units.
*Shotguns not higher than 12 gauge
*Weapons with bores not bigger than cal .22 to include pistols and revolvers with bores bigger than cal .38
(Exemptions: in areas where there is an upsurge of lawlessness and criminality as determined by the Chief PNP, Regional Office or their authorized representative,
they may be allowed to acquire, possess and use high powered firearms. (10%))
 Private Security Agency – minimum of 200 licensed private security personnel and a maximum of 1,000.
 Company Guard Force/Private Detective Agency – minimum of 30 and a maximum of 1,000

Perimeter Barrier Opening

>Clear Zones – obstructed area should be maintained on both sides of the perimeter barrier.
>Top Guard – additional overhang of barbed wire placed on vertical perimeter fences upward and outward with a 45 degree angle with 3 to 4 strands of barbed wires
spaced 6 inches apart.
>Guard Control stations – normally provided at main perimeter entrances to secure areas
>Tower Guard – house-like structure above the perimeter barriers.
>Barrier Maintenance – fencing barriers and protective walls should always be regularly inspected by security.
>Protection in Depth – in large open areas or ground where fencing or walling is impractical and expensive, warning signs should be conspicuously placed.

Protective Lighting – can provide improve protection for people and facilities is as old as civilization. Protective lighting is the single most cost-effective deterrent to
crime because it creates a psychological deterrent to the intruders.

Types of Protective Lighting

*Continuous lighting – designed to provide two specific results: glare projection or controlled lighting.
*Glare projection type – used in prisons and correctional institutions to illuminate walls and outside barriers.
*Controlled lighting – generally employed where, due to surrounding property owners, nearby highways or other limitations, it is necessary for the light to be more
precisely focused.
*Standby lighting – designed for reserve or standby use or to supplement continuous systems.
*Movable or Portable lighting – manually operated and is usually made up of movable search or floodlights that can be located in selected or special locations which
will require lighting only for short period of time.
*Emergency lighting – used in times of power failure

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Types of Lighting Equipment
*Floodlights – used to accommodate most outdoor security lighting needs, including the illumination of boundaries, fences and buildings and for the emphasis of
vital areas or particular buildings.
*Street lights – most widespread notoriety for its value in reducing crime.
*Search lights – highly focused incandescent lamp and are designed to pinpoint potential trouble spots.
*Fresnel lights – primary used to extend the illumination in long, horizontal strips to protect the approaches to the perimeter barrier.

3 Basic Parts of Alarm System

>Sensor or trigger device – emits the aural or visual signals or both.
>Transmission line – circuit which transmit the message to the signaling apparatus.
>Enunciator/annunciator – the signaling system that activates the alarm.

Types of Protective Alarm System

>Central Station System – control station is located outside the plant or installation.
>Proprietary system – located in the industrial firm itself with a duty operator.
>Local Alarm – system consist of ringing up a visual or audible alarm near the object to be protected.
>Auxiliary alarm – company-owned alarm systems with a unit in the nearest police station.

Kinds of Alarms
>Audio Detection Device – detect any sound caused by attempted force entry.
>Vibration Detection Device – detect any vibration caused by attempted force entry.
>Metallic foil or wire – electrically charge strips of tinfoil or wire is used in the doors or glass surfaces of the protected area.
>Laser Beam Alarm – laser emitter floods a wall or fencing with a beam so that when this beam is disturbed by a physical object, an alarm is activated.
>Photoelectric or Electric Eye Device – an invisible/visible beam is emitted and when this is disturbed or when an intruder breaks contact with the beam, it will
activate the alarm.

Lock – mechanical, electrical, hydraulic or electronic device designed to prevent entry into a building, room, container or hiding place.
Padlock – portable and detachable lock having a sliding hasp which passes through a staple ring and is then made fasten or secured.

Types of Locks
*Key-Operated Mechanical Lock – uses some sort of arrangement of internal physical barriers (wards tumblers) which prevent the lock from operating unless they
are properly aligned.
*Combination lock – instead of using the key to align the tumblers, the combination mechanism uses numbers, letters or other symbols as reference point which
enables an operator to align them manually.
*Code-operated lock – can be opened by pressing a series of numbered button in the proper sequence.
*Electrical lock – can be opened and closed remotely by electrical means.
*Card-operated lock – operated by a coded card.( MODERN TYPE OF LOCK)

Types of Keys
>Change Key – operates the lock and has a particular combination of cuts which match the arrangement of the tumblers in the lock.
>Sub-Master Key – open all the lock within a particular area or grouping in a given facility.
>Master Key – special key capable of opening a series of lock
>Grand Master Key – will open everything in a system involving two or more master key groups.

Security of Classified Matter

Top Secret (Green) – any information and material, the unauthorized disclosure of which would cause exceptionally grave damage to the nation, politically,
economically or militarily;
Secret (Red) – any information and material, the unauthorized disclosure of which would endanger national security, cause serious injury to the interest or prestige of
the nation or any governmental activity.
Confidential (Blue) – any information and materials, the unauthorized disclosure of which would be prejudicial to the interest or prestige of the nation or
governmental activity or would cause administrative embarrassment or unwarranted injury.
Restricted (Black) – any information and material which requires special protection other than those determined to be Confidential, Secret, and Top Secret matters.

Types of Security Cabinet

Safe – metallic container used for the safekeeping of documents or small items in an office or installation.
Vault – heavily constructed fire and burglar resistance container usually a part of the building structure used to keep and protect cash, documents and negotiable
instruments.
File Room – cubicle in a building constructed a little lighter than a vault but of bigger size to accommodate limited people to work on the records inside.

National Agency Check (NAC) – investigation of an individual made upon the basis of written information supplied by him in response to official inquiry, and by
reference to appropriate national agencies
Local Agency Check (LAC) – consist of the first type plus written inquiries sent to appropriate local government agencies, former employees, references and
schools listed by the person under investigation
Background Investigation (BI) – more comprehensive investigation than the NAC or the NAC and LAC. A through and complete investigation of all or some of the
circumstances or aspects of a person’s life is conducted.

Theft – committed by any person, who with intent to gain but without violence, against, or intimidation of persons nor force upon things shall take personal property of
another without the latter consent.
 Casual Pilferer - one who steals due to his inability to resist the unexpected opportunity and has a little fear of detection.
 Systematic Pilferer One who steals with preconceived plans and takes away any or all types of items or supplies for economic gain

Types of Fences
 Solid Fence – constructed in such a way that visual access through the fence is denied.
 Full View Fence – constructed in such a way that visual access is permitted through the fence.

Types of Full-View Fence

Chain link fence
 It must be constructed of 7 feet material excluding top guard.
 It must be of 9 gauges or heavier.
 The mesh openings are not to be larger than 2 inches per side.
Barbed wire fence

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  Standard barbed wire is twisted, double-strand, 12-gauge wire with 4 point barbs spaces in an equal distance apart.
 Barbed wire fencing should not be less than 7 feet high excluding top guard.
Concertina wire fence
 Standard concertina barbed wire is commercially manufactured wire coil of high strength steel barbed wire clipped together at intervals to form a cylinder.

Comparative Models in Policing

Comparative Police System

Process of outlining the similarities and differences of one police system to another in order to discover insights in the field of international
policing.

Globalization – system of interaction among the countries of the world in order to develop the global economy..

History and Principles of The United Nations

Prior to United Nations (UN), the League of Nation was the international organization responsible for ensuring peace and cooperation between world
nations. Founded in 1920 “to promote international cooperation and to achieve peace and security”. The League of Nations had 58members and was powers
(Germany, Italy and Japan) gained influence, eventually leading to the start of World War II in 1939.
The term “United Nations” was coined in 1942 by Winston Churchill and Franklin D. Roosevelt in the Declaration by United Nations. The UN as it is known
today, however was not officially founded until 1945 when the charter of the United Nations was drafted at California. The UN officially came into existence on
October 24, 1945 after the ratification of the Charter.
The Principles of the UN as explained in the Charter are to save future generations from war, reaffirm human rights, and establish equal rights for all persons. In
addition, it also aims to promote justice, freedom and social progress for the people of all its member states.

Main organs of the UN are the General Assembly, the Security Council, the Economic and Social Council, the Trusteeship Counci l, the
International Court of Justice, and the UN Secretariat. All were established in 1945 when the UN was founded.

*General Assembly is the main deliberative, policymaking and representative organ of the UN. All 193 Member States of the UN are represented in the General
Assembly, making it the only UN body with universal representation.
*Security Council has primary responsibility, under the UN Charter, for the maintenance of international peace and security. It has 15 Members (5 permanent and 10
non-permanent members).
*Economic and Social Council is the principal body for coordination, policy review, policy dialogue and recommendations on economic, social and environmental
issues, as well as implementation of internationally agreed development goals. It serves as the central mechanism for activities of the UN system and its specialized
agencies in the economic, social and environmental fields, supervising subsidiary and expert bodies.
*Trusteeship Council was established in 1945 by the UN Charter, under Chapter XIII, to provide international supervision for 11 Trust Territories that had been placed
under the administration of seven Member States, and ensure that adequate steps were taken to prepare the Territories for self-government and independence.
*International Court of Justice is the principal judicial organ of the United Nations. Its seat is at the Peace Palace in the Hague (Netherlands). It is the only one of the
six principal organs of the United Nations not located in New York (United States of America). The Court’s role is to settle, in accordance with international law, legal
disputes submitted to it by States and to give advisory opinions on legal questions referred to it by authorized United Nations organs and specialized agencies.
*Secretariat comprises the Secretary-General and tens of thousands of international UN staff members who carry out the day-to-day work of the UN as mandated by
the General Assembly and the Organization's other principal organs. The Secretary-General is chief administrative officer of the Organization, appointed by the
General Assembly on the recommendation of the Security Council for a five-year, renewable term.

Facts about INTERPOL

 World’s largest international police organization
 Aiming to facilitate international cooperation with actions based on human rights
 Leadership and Structure working closely with the Secretary General of the UN

INTERPOL is the world’s largest international police organization, with 190 member countries. Created in 1923, it facilitates cross-border police co-operation,
and supports and assists all organizations, authorities and services whose mission is to prevent or combat international crime.
INTERPOL's current President is Mr. Meng Hongwei, elected at the 85th INTERPOL General Assembly held in Bali, Indonesia November 2016. Mr. Meng will serve
as President until 2020.
-1923 - creation of the International Criminal Police Commission (ICPC) with headquarters in Vienna, Austria, on the initiative of Dr. Johannes Schober, president of
the Vienna Police. Wanted persons notices first published in INTERPOL’s International Public Safety Journal.
-1927 - Resolution to establish NCBs adopted.
-1949 - United Nations grants INTERPOL consultative status as a non-governmental organization.
-1998 – INTERPOL Criminal Information System (ICIS) database created.
-2002 – 24/7 web-based communication system launched, significantly improving NCBs’ access to INTERPOL’s databases and services. Canada is the first country
to connect to the system. Database of stolen and lost travel documents launched.

INTERPOL’s 6 Priority Areas

INTERPOL’s General Secretariat in Lyon France, provides a fast and reliable communication system that links police around the globe. Its priority activities
concern
 Public safety and terrorism,
 Criminal Organizations,
 Drug related crimes
 Financial and high-tech crime,
 Trafficking in human beings, anti-corruption and
 Fugitive investigation support.
Name and Logo
The logo is used since 1950, comprises the following elements:
1. A representation of the globe, to indicate that INTERPOL's activities are worldwide;
2. Olive branches either side of the globe to symbolize peace;
3. The name "INTERPOL" below the globe in the centre of the olive branches;
4. A vertical sword behind the globe, symbolizing police action.
5. The abbreviations "OIPC" and "ICPO" above the globe either side of the sword;
6. The scales below the olive branches symbolize justice.
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 The Organization's official name is "ICPO–INTERPOL". The official abbreviation "ICPO" stands for 'International Criminal Police Organization'. In French, this is
"O.I.P.C.", which stands for "Organisation internationale de police criminelle". The word "INTERPOL" is a contraction of "international police", and was chosen in
1946 as the telegraphic address. Until 1956, the Organization was known as the International Criminal Police Commission.
INTERPOL’s Leadership
The President of INTERPOL and the Secretary General work closely together in providing strong leadership and direction to the Organization.

INTERPOL’S Governance
INTERPOL’s governance comprises the General Assembly and the Executive Committee, which is headed by the President. The President of the Organization
is selected by the General Assembly for a period of four years. His role is to chair the General Assembly and Executive Committee and ensure that INTERPOL’s
activities conform to decisions made at these meetings.
General Assembly is composed of delegates appointed by the governments of Member Countries. This is the INTERPOL’s supreme governing body, it meets
annually & compromises delegates appointed by each member country. The assembly takes all important decisions related to policy, resources, working methods,
finances, activities and programmers.
General Secretariat – located in Lyon, France, the General Secretariat operates 24 hours a day, 365 days a year and is run by the Secretary General. Officials from
more than 80 countries work side-by-side in any of the Organization’s four official languages: Arabic, English, French and Spanish. The Secretariat has
seven regional offices across the world; in Argentina, Cameroon, Côte d’Ivoire, El Salvador, Kenya, Thailand and Zimbabwe, along withSpecial Representatives at
the United Nations in New York and at the European Union in Brussels.
National Central Bureaus (NCB) – each INTERPOL member country maintains a National Central Bureau staffed by national law enforcement officers. The NCB is
the designated contact point for the General Secretariat, regional offices and other member countries requiring assistance with overseas investigations and the
location and apprehension of fugitives.
Advisers – these are experts in a purely advisory capacity, who may be appointed by the Executive Committee and confirmed by the General Assembly.
Commission for the Control of INTERPOL’s Files (CCF) – an independent body whose mandate is threefold: (1) to ensure that the processing of personal
information by INTERPOL complies with the Organization's regulations, (2) to advise INTERPOL on any project, operation, set of rules or other matter involving the
processing of personal information and (3) to process requests concerning the information contained in INTERPOL's files.

INTERPOL’s Global Police Communications System: I-24/7

One of INTERPOL’s core functions is to enable the world’s police to exchange information securely and rapidly. The organization’s I-24/7 global police
communications system connects law enforcement officials in all 190 member countries and provides them with the means to share crucial information on criminals
and criminal activities.
As criminals and criminal organizations are typically involved in multiple activities, I-24/7 can fundamentally change the way law enforcement authorities around
the world work together.
Using I-24/7, National Central Bureaus (NCBs) can search and cross-check data in a matter of seconds, with direct access to databases containing information
on suspected terrorists, wanted persons, fingerprints, DNA profiles, lost or stolen travel documents, stolen motor vehicles, stolen works of art, etc. These multiple
resources provide police with instant access to potentially important information, thereby facilitating criminal investigations.

INTERPOL’S Notices
Color Meaning
Requests (provisional) arrest of wanted persons, with a view to extradition. An Interpol Red Notice is "the closest instrument to an
international arrest warrant in use today." Interpol does not have the authority to issue arrest warrants in the formal sense of the
RED word, as this is the domain of the sovereign member states.
BLUE Requests additional information about a person in relation to a crime.
GREEN To provide warnings and criminal intelligence about persons who have committed criminal offences and are likely to repeat these
crimes in other countries.
YELLOW Asks for help locating missing persons (usually minors) or identifying people who are unable to identify them.
BLACK Seeks information on unidentified bodies.

ORANGE Warns police and other international organizations about potential threats from disguised weapons, parcel bombs, or other
dangerous materials.
PURPLE To provide information on modus operandi, procedures, objects, devices and hiding places used by criminals.
INTERPOL- Issued for groups and individuals who are targets of UN sanctions against Al Qaeda and the Taliban. This was created in 2005 at
UNITED the request of the UN Security Council through the adoption of resolution 1617 and implemented through the adoption of
NATIONS INTERPOL resolution AG-2005-RES-05.
SECURITY
COUNCIL
SPECIAL
NOTICE

CATEGORIES OF TERRORISTS

CRUSADERS- Terrorists who are ideologically and politically inspired, and want prestige and power for a collective goal of higher course.
CRIMINALS- Terrorists whose motive is for personal gains
CRAZIES- Mentally ill persons who make terroristic act during or on a period of psychiatric disturbances. They are unpredictable and impulsive.
THE ANTI-TERRORISM LAW- RA 9372 is often referred to as the “Anti-Terror Law” or “Anti-Terrorism Law“. In the text of the law, however, this is properly known as
the “Human Security Act of 2007.” It takes effect on 15 July 2007.

MAJOR KNOWN TERRORIST GROUPS IN THE WORLD

Abu Nidal Organization (ANO) – Militant Palestinian group split from the PLO in 1974. Has carried out terrorist acts in twenty countries – including the US, UK and
Israel – claiming 900 lives;
Abu Sayyaf Group (ASG) – Islamic group fighting for an Islamic state on the island of Mindanao in the Philippines; —The ASG is the most radical and violent
organized Islamic Group in the Philippines.
It is based in Mindanao particularly in the Islands of Basilan, Sulu and Tawi-tawi.
Abu Sayaff was named after Mujahadin fighter (A warlord in Afghanistan)
Abu Sayyaf means “Bearer of the Sword”.

NEW HEAD OF AL QAEDA

 Dr. Aywan al-Zawahri replaced Osama Bin Laden as head of the Al Qaeda.
 He is Bin Laden’s lieutenant and the brain behind Al Qaeda’s strategy.
 He is an Egyptian.

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JAPAN NATIONAL POLICE AGENCY
 Known as Keisatsu-chō and
 It was formed in 1954 as a civilian law enforcement agency.
 It is an agency administered by the National Public Safety Commission, a Cabinet Office in Japan.
 It acts as the central coordinating agency of the Japanese police system.

National Police Agency

As the central coordinating body for the entire police system, the National Police Agency determines general standards and policies; detailed direction of
operations is left to the lower echelons.
In a national emergency or large-scale disaster, the agency is authorized to take command of prefectural police forces. In 1989 the agency was composed
of about 1,100 national civil servants, empowered to collect information and to formulate and execute national policies. The agency is headed by a commissioner
general who is appointed by the National Public Safety Commission with the approval of the prime minister.

National Public Safety Commission

Its mission is to guarantee the neutrality of the police by insulating the force from political pressure and to ensure the maintenance of democratic methods
in police administration. Its primary function is to supervise the National Police Agency, and it has the authority to appoint or dismiss senior police officers.

PREFECTURAL POLICE DEPARTMENTS

Japan’s police are organized on a prefectural basis. Prefectural police are placed in each Prefecture to perform various police activities under the
supervision of the Prefectural Public Safety Commission Under the National Public Safety Commission, the National Police Agency (NPA) is set up to supervise
these Prefectural Police or adjust their activities from the national standpoint.

THE IMPERIAL GUARD

 In 1947, it was under the control of the Home Ministry.

 It came under the aegis of the NPA of Japan in 1957.
 The Imperial Guard provide personal security for the Emperor, Crown Prince and other members of the Imperial Family of Japan.
 It also provides physical security of imperial properties, including the Imperial Palaces, Villas, and Repository.
 It also maintains a 14 horse mounted police unit for use by guards of honor at state ceremonies.
 The modern Imperial Guards wear a dark blue or a blue-grey police uniform when on duty. They also wear white pistol belts, lanyards, helmets, bootlaces
or leggings and white gloves.
 In addition to their security duties, the Imperial Guard is also responsible for fire fighting within the grounds of the Palace, and maintains fire engines and
trained staff of this purpose.
RANK STRUCTURE (9)
Superintendent General
Superintendent Supervisor
Chief superintendent
Senior superintendent
Superintendent
Police inspector
Assistant police inspector
Police sergeant
Police officer

NPA COMMISSIONER GENERAL

The NPA Commissioner General holds the highest position in the Japanese police. His title is not a rank but rather denotes his position as head of the
NPA.
On the other hand, the MPD Superintendent General represents not only the highest rank in the system but also assignment as head of the Tokyo Metropolitan
Police Department.

SPECIAL POLICING PROGRAM

KOBAN are substations near commercial areas and in residential districts. It serves as the first line of police response to the public. The Koban system is
composed of about 6000 police boxes (Koban) and about 7000 residential police boxes (Chuzaisho). Koban is staffed by relatively small number of police officers (3-
5 officers in usual), and also a single officer usually staffs Chuzaisho.
SINGAPORE POLICE FORCE
 Singapore Police Force is the main agency tasked in maintaining law and orders in the city-state, formerly known as the Republic of Singapore Police
(RSP).
 Under the Ministry of Home Affairs
 The organisation structure of the SPF is split between the staff and line functions, roughly modelled after the military. There are currently 15 staff
departments and 13 line units.
 It has grown from an 11-man organisation to a 38,587 strong force.
 Headed by a Commissioner of Police with the rank of Commissioner of Police.
 Assisted by a Deputy Commissioner of Police with the rank of Deputy Commissioner of Police, Chief of Staff with the rank of Senior Assistant
Commissioner, and Senior Director with the rank of Senior Assistant Commissioner.

SENIOR OFFICER RANKS POLICE OFFICER RANKS

Commissioner of Police Senior Station Inspector 2
Deputy Commissioner of Police Senior Station Inspector
Senior Assistant Commissioner Station Inspector
Assistant Commissioner Senior Staff sergeant
Deputy Assistant Commissioner Staff Sergeant
Superintendent Sergeant
Deputy Superintendent Corporal
Assistant Superintendent Special Constable
Chief Inspector Constable
Inspector

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AMERICAN POLICE MODEL
Law enforcement and policing in America is a complex industry consisting of different organizations, both private and public at all levels of government; It is a
fragmented police system; Generally, policing is largely a local responsibility; Aside from the local police forces, it has also Federal and State Police Agencies;

LOCAL POLICE
 General-Purpose Police are organized at all levels of municipal government;
 It includes Sheriff, County and Metropolitan Police;
 The largest local police agency is the New York City Police Department;

FEDERAL POLICE
 The Federal Law Enforcement Agencies were organized to enforce federal laws and regulations, and protect federal property and institutions;
 With few exceptions, Federal agencies do not provide general patrol and order-maintenance functions;
 These agencies provide general support to State and Local police
 Most Federal officials are not uniformed;
 Federal agents are limited to enforcing federal laws;
 There are more than 32 separate federal agencies responsible for performing law enforcement tasks.
FBI
 Front line force protecting the public against crime and maintaining national security against spies, saboteurs and terrorists.
 In-charge of enforcing the more than 200 federal laws
 It is not a national police force, but rather an investigative body
STATE POLICE
 There are 49 State Police Agencies in the U.S. (Hawaii has no such agency);
 The State Police agencies were organized to enforce State laws and protect its property and institution;
 Most States have a Highway Patrol that is responsible for traffic enforcement and criminal law enforcement along major State highways, and a Bureau of
Investigation/Identification that performs criminal investigation functions;
 Another one is the Park police or Ranger units that provide security to parks, buildings and facilities;
 The State Police also assist local police agencies upon request.

NEW YORK POLICE DEPARTMENT

 The NYPD was the first police agency in the US, established in 1845.
 It is currently the largest municipal police force in the US.
 Its primary responsibilities are law enforcement and investigation within the five boroughs of New York City.
 It has its headquarters in Lower Manhattan, New York City.

RANKS IN NYPD

Chief of Department
Bureau Chief
Assistant Chief
Deputy Chief
Inspector
Deputy Inspector
Captain
Lieutenant
Sergeant
Detective-Investigator
Detective-Specialist
Police Officer

CHARACTER FORMATION WITH LEADERSHIP, DECISION MAKING, MANAGEMENT AND ADMINISTRATION

Defining Character and its Characteristics

 Character is a psychological notion that refers to all the habitual ways of feeling and reacting that distinguish one individual from another. Sigmund
Freud had a sustained interest in the question of character formation, since it touches on the major themes that interested him: "anatomo-
physiological destiny," memory traces, and, more generally, the role of acquired traits, as well as the function of sublimation with regard to the
"remains" of the pre-genital libido

Traits
 Traits are defined as habitual patterns of thought, behavior and emotion that are considered to be relatively stable in individuals across situations
and over time. Traits are not fixed. For example, introverts may be able to learn how to behave in a less introverted way, while extroverts may learn
how to control and moderate their extroverted behaviors when situations require it

The Big Five traits provide "an OCEAN of possibility", though we can use a different acronym if that one doesn't float your CANOE. The “Big-Five” traits are:

1. Openness to Experience determines an appreciation for variety of experience. A Cloud Cuckoo Lander is likely to score high on Openness, whereas lower
scorers prefer the traditional, the obvious and the familiar. It relates also to creativity, appreciation of art and imagination; according to what English speakers
say about themselves, both stem from a single central trait.
2. Conscientiousness describes how likely someone is to act with self-discipline, responsibility and an interest in achievement. Essentially it describes self-
control, from the chaotic and spontaneous people on the low side to the anal retentive, obsessive-compulsive workaholics on the high side.

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3. Extraversion describes a sense of exuberance and willingness to be involved with the world around them. There is actually a physiological explanation for
this phenomenon: there are differences between the brain of an Introvert, which is more likely to be overwhelmed by excess stimulation, and that of an
Extrovert, which is more likely to be bored by lack of it.
4. Agreeableness, measures whether you're a Friend to All Living Things or Properly Paranoid. People who score high on Agreeableness are pleasant,
cooperative and willing to compromise. People who score low on Agreeableness are suspicious of others' motives and place their own interests first.
5. Neuroticism, sometimes called Emotional Instability, measures how well you deal with adversity. People who score high on Neuroticism are easy to knock out
of equilibrium; prone to anxiety, depression, stress and so forth; and more likely to overreact to bad news.
Values
 Values are basic and fundamental beliefs that guide or motivate attitudes or actions. They help us to determine what is important to us. Values
describe the personal qualities we choose to embody to guide our actions; the sort of person we want to be; the manner in which we treat ourselves
and others, and our interaction with the world around us.

Virtues
 From the time of the ancient Greeks, philosophers have defined certain clusters of traits, values and behaviors as “good,” and referred to them as
virtues.
 Virtues are like behavioral habits – something that is exhibited fairly consistently. For example, Aristotle wrote that: “We are what we repeatedly do.
Excellence, then, is not an act, but a habit.”  Aristotle identified and defined twelve virtues: Courage, Temperance, Generosity, Magnificence,
Magnanimity, Right ambition, Good temper, Friendliness, Truthfulness, Wit, and Justice. The twelfth virtue is Practical Wisdom, which is necessary
to live the “good life” and thus achieve happiness or well-being.

Character Development
 Individuals can develop their own character strengths, leaders can help followers develop their character, and organizations can and should enable
character development to take place.

The three underlying dimensions of leadership character

Universalism
 Universalism is the outward expression of leadership character and is made manifest by respectfulness for others, fairness, cooperativeness,
compassion, spiritual respect, and humility.
Transformation
 Transformation is how leaders achieve universal and benevolent outcomes, and is the second main factor of leadership character. Transformational
leaders with character have courage, passion, wisdom, competency, and self-discipline in their leadership repertoire.
Benevolence
 The third major dimension of leadership character is benevolence, and is associated with loyalty, selflessness, integrity, and honesty.

The ten virtues of a cross-enterprise leader which can be applicable in different organizational set-up.
 The cross-enterprise leaders who focus on the long-term performance of their organizations must demonstrate ten virtues.
1. Humility is essential to learning and becoming a better leader
2. Integrity is essential to building trust and encouraging others to collaborate
3. Collaboration enables teamwork
4. Justice yields decisions that are accepted as legitimate and reasonable by others
5. Courage helps leaders make difficult decisions and challenge the decisions or actions of others
6. Temperance ensures that leaders take reasonable risks
7. Accountability ensures that leaders own and commit to the decisions they make and encourages the same in others
8. Humanity builds empathy and understanding of others
9. Transcendence equips the leader with a sense of optimism and purpose
10. Judgment allows leaders to balance and integrate these virtues in ways that serve the needs of multiple stakeholders in and outside their
organizations.

Virtues of Law Enforcement Leaders / Personnel

In a law enforcement context, society has expectations of officers who:
1. Are courageous. Officers who are willing to put themselves in harm’s way, in order to enforce the law, to protect people and property and to prevent crime.
2. Demonstrate perseverance. Officers who are not easily deterred from doing the right thing or investigating crimes.
3. Exhibit compassion. Officers who are able to empathize and sympathize with lawbreakers and victims and who understand that situations are complex and
that everyone deserves respect.
4. Act with generosity. Officers who offer themselves off duty by volunteering and who try to better the lives of others through community service.
5. Show truthfulness. Officers who are trustworthy and who can be counted on to speak the truth, even when the truth is embarrassing, or results in a not guilty
decision in a case that is important to the officer.
6. Display good temper. Officers who, when confronted with difficult situations, stay calm and who are able to withstand pressure to react physically or verbally.

Law Enforcement Core Virtues

 Vichio suggests a list of core virtues that law enforcement personnel should possess (Fitch, 2014). They include:
1. Prudence. Officers with the ability to decide the correct action to take when rules and policy are not present.
2. Trust. Officers with the ability to be relied upon for truth. This must exist between officers and civilians, officers themselves, and officers and the
courts.
3. Effacement of self-interests. Officers who do not abuse their position of authority or gain favoritisms due to their position.

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 4. Courage. Officers who place themselves in danger intellectually and physically. Officers who are not afraid of testifying in court and/or making
arrests in tense and intimidating settings.
5. Intellectual honesty. Officers who act while weighing what they learned in training and whose actions reflect their training and their academic
abilities.
6. Justice. Officers who treat everyone fairly, regardless of personal biases, and who act toward individuals as if looking through a veil of neutrality.
7. Responsibility. Officers who understand what is right and that there are other courses of actions, but have the intent to do right. Officers who can
be counted upon to keep oaths, and to be accountable.

Six Pillars of Character in Law Enforcement

 The Center for American and International Law identifies what they term the Six Pillars of Character. They created these pillars with the assistance of
30 national leaders and ethicists. The six pillars that they identified as being the most important characteristics of an ethical police officer are:

1. Trustworthiness. Includes integrity, promise-keeping, and loyalty.

2. Respect. Treating everyone with respect, regardless of any biases or provocations.

3. Responsibility. Includes accountability, pursuit of excellence, and self-restraint.

4. Justice and fairness. Includes equity and demonstrating due process.

5. Caring. Showing concern for others. Showing consideration for decisions that affect others.

6. Civic virtue and citizenship. Being socially conscious. Demonstrating concern for one’s community.

Leadership Style
1. Autocratic leadership  This is one of the strictest types. Autocratic leaders tend to have complete control over the decision-making process. This leadership
style can be effective when decision-making is urgent or workmanship is routine.
2. Bureaucratic leadership  although not as strict as autocratic leaders, bureaucratic leaders also tend to strictly enforce regulations and statuses in the
hierarchy. This leadership style can be effective in healthcare and safety environments.
3. Charismatic leadership  Charismatic leaders have an infectious presence that motivates their team to follow their lead. Their likability helps them and their
teams achieve success in business. This leadership style can be effective in high-energy work environments that need a lot of positive morale.
4. Democratic leadership  Unlike autocratic or bureaucratic leaders, a democratic leader often welcomes subordinate participation in decision-making. This
leadership style is often admired and can be effective in creative work environments that don't require quick decisions.
5. Laissez-faire leadership  Laissez-faire leaders have a hands-off approach and let their employees assume responsibility in the decision-making process,
although they must still set employee expectations and monitor performance. This leadership style can be effective when working with highly experienced and
confident employees. 6. Servant leadership  Servant leaders share power and decision-making with their subordinates and often direct the organization based
on the interests of the team. This leadership style can be effective for humanitarian organizations, nonprofits, and teams that need to create diversity, inclusion,
and morale.
7. Situational leadership  Situational leaders can implement a range of leadership types and modify their style based on the needs of their employees and the
environment. Because of its versatility, this type of leadership can be effective in most organizations.
8. Transactional leadership  A transactional leader uses a reward/consequence system to motivate employees to achieve success and discourage them from
failure. This leadership style can be effective for teams who are motivated by rewards.
9. Transformational leadership  Similar to charismatic leaders, transformational leaders use their inspiring energy and personality to create an infectious
workplace. This type is often more effective than charismatic leadership, as it also motivates teams to build confidence and accountability.

Prepared By:
Armando Viola Jr, RCRIM, MSCJ, CSP, CIC, PIC, CSMS, CCS, CCD
Criminology Program lead/Review Director

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