Review Notes in Police Personnel and Records Management - Copy

REVIEW NOTES FOR CRIMINOLOGIST LICENSURE EXAMINATION

A. LAW ENFORCEMENT ADMINISTRATION VI. POLICE PERSONNEL AND RECORDS MANAGEMENT

1. Quality or indicator that the value of the means employed by the police organization is lesser than, or at least equivalent to, the cost of an accomplished objective. a. Police Efficiency c. Police Management b. Police Effectiveness d. Police Administration POLICE EFFECTIVENESS – quality of the factor or factors instituted by an officer or unit to successfully achieve an objective, or goal or a portion thereof. 2. Individuals and groups where performance contributions make it possible for the police organization to serve a particular purpose. a. Resources c. Human Resources b. Employees d. Management 3. Shows the vertical hierarchy of the organization which defines an unbroken chain of units from top to bottom describing explicitly the flow of authority. a. Chain of Command c. Span of Control b. Scalar Principle d. Principle of Command Responsibility 4. Principle which shall carry with it a commensurate authority is delegated shall be held accountable therefor. a. Unity of Command c. Span of Control b. Line of Authority and Chain of Command d. Delegation of Authority THE SCALAR PRINCIPLES: 1. Line of Authority and Chain of Command – suggests that communications should ordinarily go upward through established channels in the hierarchy. 2. Span of Control – levels of authority shall be kept to minimum. 3. Delegation of Authority – (SUPRA) 4. Unity of Command – explains that subordinates should only be under the control of one superior. 5. What is the primary motivation of workers in Scientific Management of Classical Approach? a. Prestige c. Economic Rewards b. Acceptance and Belongingness d. Praise and Honor THE CLASSICAL APPROACH OF MANAGEMENT 1. Scientific Management 2. Bureaucratic Management

REVIEW NOTES FOR CRIMINOLOGIST LICENSURE EXAMINATION

3. Administrative Management

A. SCIENTIFIC MANAGEMENT a. Frederick Taylor – focused on methods of increasing worker productivity. He believes that workers were motivated primarily of economic rewards, and that organizations should be characterized by a distinct hierarchy of authority comprising specialized personnel. If workers were taught the best procedures, with pay tied to output, they would produce the maximum amount of work. b. Frank and Lilian Gilberth – a couple who engineered the development of motion study as an engineering and management technique. He (Frank) was much concerned in the relationship between human beings and human effort. Concept of Time and Motion Studies: 1. Breakdown each action into components; 2. Find better ways to perform it; and 3. Reorganize each action to be more efficient. c. Henry Gantt – formulated his Gantt Chart, a visual display chart used for scheduling which is BASED ON TIME, rather than quantity, volume and weight. In a complex project, it can be made manageable by first breaking it down into individual components in hierarchical structure, known as the work breakdown structure, or the WBS. 6. Defines tasks that can be completed independently of other tasks, facilitating resource allocation, assignment of responsibilities, and measurement and control of the project. a. Hierarchy of Needs c. Work Breakdown Structure b. Hawthorne Study d. Scalar Principle 7. He was the one who coined the term “Bureaucracy” to identify the complex organizations that operated on a rational basis. a. Abraham H. Maslow c. Max Webber b. Daryl Hall d. Sun Tzu MAX WEBBER believes that bureaucracy was a means of lessening the cruelty, nepotism, and subjective managerial practices common in the early stages of Industrial Revolution. B. BUREAUCRATIC MANAGEMENT

REVIEW NOTES FOR CRIMINOLOGIST LICENSURE EXAMINATION

a. Max Webber – believed that bureaucracy was the most rational means of allowing people to attain private and social goals in a capitalistic society; this approach however, reflects a highly formalized and impersonal view of management. The major criticism was “employees within the bureaucracy become little more than cogs in a machine” without much control over their lives. Characteristics of Bureaucratic Organization 1. Division of labor based on specified sphere of competence; 2. Hierarchy of authority where its lower office is under the control and supervision of higher one; 3. Specified sets of rules applied uniformly throughout the organization; 4. Maintenance of interpersonal relationships because rational decisions can only be made objectively and without emotions; and 5. Selection and promotion based on competence, not on irrelevant considerations. 8. Emphasizes broad administrative principles applicable to higher levels within the organization. a. Scientific Management c. Administrative Management b. Bureaucratic Management d. Neo-Classical Management C. ADMINISTRATIVE MANAGEMENT a. Henry Fayol – one of the most influential pioneer of the “Industrial General Management”. Fourteen (14) Principles of Efficient Management was identified based on his works. Fourteen (14) Principles of Efficient Management 1. Division of Work. Work specialization can increase efficiency with the same amount of work. 2. Authority and Responsibility. Authority includes the right to command and the power to require obedience; one cannot have authority without responsibility. 3. Discipline. Discipline is necessary for an organization to function effectively, however, the state of the disciplinary process depends upon the quality of its leaders. 4. Unity of Command. Employee should orders from one superior only. 5. Unity of Direction. There should be one manager and one plan for a group of activities that have the same objective. 6. Subordination of Individual Interest to General Interest. The interest of one employee or group of employees should not take precedence over those of the organization as a whole.

REVIEW NOTES FOR CRIMINOLOGIST LICENSURE EXAMINATION

7. Remuneration of Personnel. Compensation should be fair to both the employee and employer. 8. Centralization. The proper amount of centralization depends on the situation. The objective is to pursue the optimum utilization of the capabilities of the personnel. 9. Scalar Chain. The hierarchy of authority is the order of ranks from the highest to the lowest levels of the organization. Besides, this vertical communication should also be encouraged as long as the managers in the chain are kept informed. 10. Order. Materials and human resources should be in the right place at the right time; individuals should be in jobs and positions that suit them. 11. Equity. Employees should be treated with kindness and justice. 12. Stability of Personnel Tenure. An employee needs time to adjust to a new job and reach a point of satisfactory performance; high turnover should be avoided. 13. Initiative. The ability to conceive and execute a plan (through initiative and freedom) should be encouraged and developed throughout all levels of organization. 14. Esprit de Corps. Union; Unity is strength; Harmony and teamwork are essential to effective organization. b. Luther Gullick and Lyndall Urwick – pioneers of “The Science of Administration”. In this book, they have described the major functions of the administration using the acronym PODSCRB (Planning, Organizing, Directing, Staffing, Coordinating, Reporting and Budgeting). 9. This management approach focused on the predicted patterns of behavior, thus the occurrence of the human relations movement, emphasizing the informal aspect of the organization. a. Classical Approach c. Behavioral Science Approach b. Human Relations Approach d. Contemporary Approach 

If the classical approach emphasized the formal aspects of organization ignoring the human aspects, human relations approach focused on the predicted pattern of behavior, thus occurrence of the human relations movement, emphasizing the informal aspect of the organization.

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HUMAN RELATIONS APPROACH has been influenced by the Hawthorne Experiments which were carried out in Chicago from the mid-1920s to the early 1940s, under the aegis of the Western Electric Company, and in conjunction with the Harvard Business School.

REVIEW NOTES FOR CRIMINOLOGIST LICENSURE EXAMINATION



The results of the Hawthorne Experiments contradicted the traditional views of management emphasized by the classical theorists and led to the behavioral approach emphasizing concern for the workers.

10. What do you call the phenomenon where productivity increases regardless of changes in working conditions when special attention is paid by the management to its employees? a. Stockholm Syndrome c. Biorhythm b. Hawthorne Effect d. Mayonism KEY CONTRIBUTORS IN HUMAN RELATIONS APPROACH a. Elton Mayo (Principles of Mayonism) 1. Supervisors should not act as like supervisors (instead, they should be friends or counselors to the workers) 2. Managers should not try to Micro-Manage (there should be no overriding concern for production) 3. People should be periodically asked how they feel about their work (and their supervisors) 4. Humanistic supervision plus morale equals productivity (The Mayo Formula) 5. Humor and Sarcasm are good in the workplace (It is all part of group dynamics) 6. Workers should be consulted before any changes (and participate in change decision) 7. Employees who leave should be exit interviewed (turnover should be kept to minimum) b. Chester Barnard – In his famous work, “The Functions of the Executive,” he viewed the organization as a “cooperative system” of individuals embodying the following three (3) essential elements: 1. Establishing and maintaining a system of communication; 2. Securing essential services from other members; and 3. Formulating organizational purposes and objectives. Absence of any one of these elements would lead to the disintegration of the organization. Barnard’s THEORY OF AUTHORITY AND INCENTIVES These two (2) theories of Barnard were founded in the context of a Communication or Cooperative Systems grounded in the following essential rules: 1. Channels of communication should be definite; 2. Everyone should know of the channels of communications; 3. Everyone should have access to the formal channels of communications;

REVIEW NOTES FOR CRIMINOLOGIST LICENSURE EXAMINATION

4. Lines of communications should be as short and as direct as possible; 5. Competence of persons serving as communication centers should be adequate; 6. Line of communication should not be interrupted organization is functioning; As for incentives, he proposed two (2) ways of convincing subordinates to cooperate – tangible incentives and persuasion. He described four (4) general and four (4) specific incentives.  Money and other material inducements;  Personal non-material opportunities for distinction;  Desirable physical conditions of work; and  Ideal benefactions, such as pride of workmanship, etc. c. Mary Parker Follet – stressed the interactions of management and workers. She looks at management and leadership holistically, presaging modern system approaches. Identifies leader as someone who sees the whole rather than the particular. She was one of the first to integrate the idea of the organizational conflict into management theory, and is considered as the Mother of Conflict Resolution. 11. A management approach which utilizes SCIENTIFIC METHOD as the foundation for testing and developing theories about human behavior in organizations that can be used to guide and develop managerial policies and practices. a. Classical Approach c. Behavioral Science Approach b. Human Relations Approach d. Contemporary Approach CONTRIBUTORS OF BEHAVIORAL SCIENCE APPROACH a. Abraham H. Maslow (Maslow’s Hierarchy of Needs Theory) – argued that behavior of an individual at a particular moment is usually determined by his or her strongest needs. He believes that there seems to be a hierarchy into which human needs arrange themselves in the following manner:  Physiological  Safety  Love  Esteem, and  Self-actualization or Self-fulfillment b. Douglas McGregor (Theory X and Y) – In his book The Human Side of Enterprise, he identified an approach of creating an environment within which employees are motivated by via

REVIEW NOTES FOR CRIMINOLOGIST LICENSURE EXAMINATION

authoritative, direction and control or integration and self-control, which he called Theory X and Theory Y, respectively. 12. This theory of McGregor assumes that people do not inherently dislike work, and if properly rewarded, especially satisfying esteem and selfactualization needs, will perform well on the job. a. Theory of Hierarchy of Needs c. Theory X b. Reinforcement Theory d. Theory Y THEORY X – assumes that people have little ambition, dislike work and must be coerced in order to perform satisfactorily. This theory favors immature treatment of workers. THEORY Y – the practical application of Maslow’s Humanistic School of Criminology. Favors mature treatment of workers. 13. Composed of elements or subsystems that are related and dependent upon one another. a. Division c. Organizational Structure b. System d. Calendar of Activities CONTEMPORARY APPROACH OF MANAGEMENT A. System Theory – simply means that all parts of the system are interrelated and interdependent to form the whole. When subsystems are in interaction with one another, they form a unitary whole. a. Open System – system interacts with environment; it is the most ideal form of system. b. Closed System – system does not interact with the environment. B. Contingency Theory – recognizes that many internal and external environmental variables affect organizational behavior. There is NO BEST WAY for structuring and managing diverse type of organization. IT ALL DEPENDS ON A PARTICULAR SITUATION. C. Theory Z and Quality Management – focused on the Japanese Management Practices. Total Quality Management (TQM) – a customer-oriented approach and emphasizes on both human resources and quantitative methods of in an attempt to strive towards continuous improvement. 14. These are inadequacies that do not allow workers to perform adequately and hinder individual performance. a. Situational Constraints c. Work Deficiencies b. Situational Restraints d. Labor Conflicts 15. Refers to the ability that allows a person to achieve superior performance in one or more aspects of his or her work.

REVIEW NOTES FOR CRIMINOLOGIST LICENSURE EXAMINATION

a. technique b. strategy

c. authority d. skill

SKILL could also be defined as the ability to translate knowledge into action that results in desired performance. POLICE MANAGERIAL SKILLS a. Technical Skill – the ability to perform specialized tasks; this involves being highly proficient at using selected methods, processes and procedures to accomplish tasks. b. Human / Interpersonal Skill – the ability to work well with other people; this emerges as a spirit of trust, enthusiasm and genuine involvement in interpersonal relationships. This is essential in networking activities. c. Conceptual Skills – the ability to analyze and solve complex problems; this draws on one’s mental capacities to identify problems and opportunities and to make good problem-solving decisions that will serve organization’s purpose.

MANAGEMENT FUNCTIONS Note: Reader should memorize as well as understand each of the following functions of management, for the Board Examiner might revise or paraphrase the basic definitions. 16. It involves the checking or evaluation and measurement of work performance and comparing it with planned goals or objectives of the organization and making the necessary corrective actions so that work is accomplished as planned. a. Planning c. Directing b. Organizing d. Controlling 17. It involves overseeing and supervising of the human resources and the various activities in an organization to achieve through cooperative efforts the predetermined goals or objectives of the organization. a. Planning c. Directing b. Organizing d. Controlling

REVIEW NOTES FOR CRIMINOLOGIST LICENSURE EXAMINATION

18. Involves the determination and allocation of men and women as well as the resource of an organization to achieve predetermined goals or objectives of an organization. a. Planning c. Directing b. Organizing d. Controlling 19. Determination in advance of how the objectives of the organization will be attained; involves the determination of a course of action to take in performing in particular function or activity. a. Planning c. Directing b. Organizing d. Controlling 20. Forecasting in details the results of an officially recognized program of operations based on the highest reasonable expectations of organizing efficiency. a. Staffing c. Directing b. Budgeting d. Controlling 21. Task of providing competent men to do the job and choosing the right men for the right job; involves good selection and processing of reliable and well-trained personnel. a. Staffing c. Organizing b. Budgeting d. Planning FUNCTIONS OF POLICE PERSONNEL 22. Refers to the wages and salaries of the employees of the organization. a. base pay c. compensation b. incentives d. economic rewards

Kinds of Financial Compensation a. Basic Pay or Basic Compensation b. Incentive or Variable Compensation c. Supplementary Compensation 23. Recruitment is defined as the process of _________ superior candidates who at least have the minimum requirements and eligibilities. a. eliminating c. screening b. attracting d. reducing 24. The process of eliminating least qualified applicants who passed the recruitment stage. a. Trimming c. Appointment b. SELECTION d. Promotion

REVIEW NOTES FOR CRIMINOLOGIST LICENSURE EXAMINATION

25. The process of making the employee adjusted to the workplace and knowledgeable in his new job and working environment. a. Placement (APPOINTMENT) c. Recruitment b. Promotion d. Selection (Screening) 26. It refers to any method used to improve the attitude, knowledge, and skill or behavior pattern of an employee for adequate performance of a given job. a. Training and Development c. Recruit Training b. Field Training Program d. Specialization POLICE TRAINING – a means of providing knowledge and skill to police officers which are needed in the performance of their functions. It is the objective of police training to bring the police force to the desired standards of discipline and efficiency by making each police officer fully aware of his duties and responsibilities and by providing him with a working knowledge of police procedures and techniques. TYPES OF POLICE TRAINING PROGRAM 1. Basic Recruit Training – the most basic of all police training. It is a prerequisite for permanency of appointment and is required for newly hired police officers. In PNP, the newly appointed Police Officer 1 is required to undergo Public Safety Basic Recruit Course as a basic recruit training. 2. Field Training Program – or on-the-job training is the process by which an individual police officer who recruited into 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 defined under RA 8551, police officers are required to undergo FTP for twelve (12) months (inclusive of PSBRC) involving actual experience and assignment in PATROL, TRAFFIC and INVESTIGATION which is required for permanency in police service. 3. In-Service Training Program (Refresher Training Program) 4. Departmental Training Program a. Roll Call Training – instructional courses of several hours a day concerning departmental activities. b. Supervisory Department, Specialized or Technical Training – seminars or special sessions on criminal investigation, traffic, drug abuse control, etc. c. Other training conducted by law enforcement units or agencies

REVIEW NOTES FOR CRIMINOLOGIST LICENSURE EXAMINATION

27. The process of designation of police officer at a particular function, duty, or responsibility. Its very purpose is to ensure systematic and effective utilization of all the members of the police force. a. Police Training c. Police Promotion b. Police Appointment d. Police Assignment Appointed police officers with a rank of PO1, especially those who were recruited under the attrition recruitment program, after undergoing the required Field Training Program, shall be assigned with the Public Safety Battalion / Company of their place of recruitment for a maximum period of two (2) years. After such assignment with the Battalion or Company, they shall be assigned / downloaded to their respective city / municipal police stations where they were recruited. 28. Refers to the measuring the performance of people in achieving the goals and objectives. a. Police Appraisal (Performance Evaluation System) c. Police Promotion b. Police Appointment d. Police Training MERIT RATING – a method of measuring employee efficiency sometimes called “progress, development, or service rating”. Objectives of Merit Rating: a. Ascertain which worker is best suited for particular assignment b. Discover workers weaknesses as a basis for planning training 29. The system of increasing the rank of a member of the police service, or the upgrading of ranks and/or advancement to a position of leadership. a. Police Appraisal c. Police Promotion b. Police Appointment d. Police Training 30. The separation of the police personnel from the service of reaching the age of retirement provided by law, or upon completion of certain number of years in active service. a. Dismissal c. Separation b. Termination d. Retirement RECORDS MANAGEMENT 31. It reflects all the information regarding complains and reports received by the police from the citizens and other agencies, or actions initiated by the police. a. Complaint or Assignment Sheet c. Police Blotter c. Investigation Report d. Daily Report Sheet

REVIEW NOTES FOR CRIMINOLOGIST LICENSURE EXAMINATION

32. This record maintains the arrest and jail booking report, which is required for all persons arrested. a. Case Records c. Arrest and Booking Records b. Identification Records d. Miscellaneous Records 33. These records are the heart of identification system. a. Criminal Specialty File c. Fingerprint Records b. Modus Operandi File d. Rogue’s Gallery 34. Report which contains the findings of an action taken by the investigating officer based on inquiries made and by obtaining the available facts of the incidents. a. Complaint Sheet c. Case Folder b. Investigation Report d. Inquest Sheet 35. Records required in the management of the department of personnel and designed to aid in assignment, promotion, and disciplinary actions. a. Case Records c. Identification Records b. Arrest and Booking Records d. Administrative Records 36. Oral or written evidence that has been gathered or collected for decision making. a. document c. testimony b. record d. disposition DOCUMENTS – recorded information regardless of medium or characteristics. FILE – folder containing records. 37. Function of administrative management concerned with the creation, protection, retention, retrieval, preservation, and disposal of records and records information required for the continuance of operations at cost consistent with the services involved. a. Records Administration c. Records Management b. Records Engineering d. Records Maintenance 48. It pertains to the lifespan of a record, from the time it was created up to the time that it was disposed or destructed. a. Records Cycle c. Records Procedure b. Records Phases d. Records Process 49. A facility specially designed and constructed for the efficient storage and security of records. a. Records Office c. Records Agency b. Records Center d. Records Bureau

REVIEW NOTES FOR CRIMINOLOGIST LICENSURE EXAMINATION

RECORDS OFFICE – focal point of the agency where records are received, released, and maintained for future use. 50. Qualified officer who has the responsibility and control of all the records of the organization. a. Records Officer c. Records Manager b. Records Technician d. Records Custodian 51. Refers to the manner of organizing the records designed to make retrieval for future use easy and convenient for the users. a. Filing System c. Coding System b. Retention System d. Index System CODING SYSTEM – method of expediting the sorting and filing of records. INDEXING – act of determining the subject or subjects which may be the name of individuals, function or topics under which the records are to be filed and cross-referred according to an established plan for filing. 52. Specific period of time established and approved by competent authority to store records, after which said records are deemed ready for permanent storage or destruction. a. Storage Period c. Retention Period b. Creation and Disposal Period d. Preservation Period 53. Number assigned to all incidents of complaint. a. Case Number c. Code Number b. Complaint Number d. Index Number All Complaint Sheets receive complaint numbers. CASE NUMBER – number assigned only to incidents or complaints requiring further police investigation. If concerning the nature of the complaint received by the agency, it requires investigation or necessitates further action, a case number will be assigned. 54. Case when it is no longer being investigated and is not assigned to any investigator. It can be either solved or not. a. Closed Case c. Disposed Case b. Cleared Case d. Cold Case 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.

REVIEW NOTES FOR CRIMINOLOGIST LICENSURE EXAMINATION

55. What is the classification of records stored for five (5) years after creation? a. Permanent Records c. Temporary Records b. Semi-Permanent Records d. Current Records CLASSIFICATION OF RECORDS AND THEIR RETENTION PERIOD 1. Permanent Records – stored for NOT LESS THAN TEN (10) years after creation. 2. Semi-Permanent Records – stored for FIVE (5) years after creation. 3. Temporary Records – No specific period of storage but usually LESS THAN FIVE (5) years. 56. Records that are irreplaceable, and do not have the same value as the original when reproduced. a. Vital Records c. Useful Records b. Important Records d. Non-Essential Records CLASSIFICATION OF RECORDS ACCORDING TO ITS IMPORTANCE 1. Vital Records – records that are irreplaceable, and do not have the same value as the original when reproduced. 2. Important Records – could be reproduced after considerable delay and at great expense. 3. Useful Records – would cause inconvenience if lost, but could be readily replaced. 4. Non-Essential Records – previously determined by retention schedule to be eligible for destruction. 57. Records that are still being used but infrequently, and maintained in a record center or other offsite intermediate storage pending their ultimate disposal. a. Current Records c. Semi-Current Records b. Often Current Records d. Non-Current Records LIFECYCLE OF RECORDS 1. Current Phase / Active Record – regularly used and maintained in records office or registry. 2. Semi-Current Phase / Semi-Current Record – still used but only infrequently. It is maintained in a record center or other offsite intermediate storage pending their ultimate disposal. 3. Non-Current Phase / Non-Current/Inactive Record – no longer used and therefore destroyed unless they have a continuing value for other purposes which merit their preservation and archives. 58. Case Record is the __________ of any police records system and is the basis for analysis of offenses and the methods by which they were committed. a. Backbone c. Lung b. Intestine d. Heart

REVIEW NOTES FOR CRIMINOLOGIST LICENSURE EXAMINATION

FIVE (5) CATEGORIES OF POLICE RECORDS 1. Case Records: a. Complaint / Assignment Sheet – foundation record of the police department. b. Investigative Report 2. Arrest and Booking Records – required for all persons ARRESTED. a. Arrest Report b. Booking Report c. Prisoner’s Property Receipt 3. Identification Records – third major category of records. a. Fingerprint Record – heart of police identification system. i. Criminal Fingerprint ii. Civilian Fingerprint iii. Alien Fingerprint b. Criminal Specialty Files (Modus Operandi Files) – this consists of photographic records of known criminals. This shall describe the method of operation of criminals, classified and filed in such a way as to aid in identifying the crime as one committed by a known criminal. 4. Administrative Records – records required in the management of the department personnel and designed to aid in assignment, promotion, and disciplinary actions. a. Personnel Records - history of each police officer prior and subsequent to joining the force. b. Correspondence Records – records of communications classified, arranged, and filed alphabetically by the subject to which they pertain. c. Memoranda, Orders, Policy Files, Etc. d. Assignment Records – the detective assignment record is desirable for the effective function of detective division. e. Other Files – other administrative records responsive to the need of police stations. 5. Miscellaneous Records – records which do not relate to recorded complaint and investigation reports but are informational in character. 59. What is the common problem encountered by police officers assigned in a station where number of personnel is few?

REVIEW NOTES FOR CRIMINOLOGIST LICENSURE EXAMINATION

a. officers are obliged to purchase their own service firearms b. officers have longer shifts c. officers do not have the sense of responsibility d. officers are unable to enjoy their social life 60. This report shall be accomplished by the investigator of member making preliminary investigation of crime reported to the police. a. Case Report c. Continuation Report b. Supplement / Progress / Final Report d. Technical Report DIFFERENT TYPES OF INVESTIGATIVE REPORT 1. Case Report (SUPRA) 2. Supplement / Progress / Final Report – it shall be accomplished by the investigator continuing the investigation if the case is left by pending status. 3. Continuation Report – this report shall be used as the second and succeeding pages of all kinds of reports. 4. Technical Report – this is accomplished by the investigator to cover other angles of the case or the technical staff whose assistance has been requested to conduct laboratory examination of evidence specimen gathered, to supplement the findings and report of the investigating officer. 61. The original copy of Wanted Person Report shall be . . . a. sent to the PNP Provincial Director b. sent to the PNP Regional Director c. sent to PNP Director General d. sent to NBI Central Office e. placed in “Wanted Persons File” f. displayed in Rogue’s Gallery 5. Wanted Persons Report – information of persons who are wanted by police flashed by means of notice wanted person, and accomplished in six (6) copies. The sixth copy shall be displayed in Rogue’s Gallery. 6. Accident Report – investigation report regarding an accident which includes vehicular accident and damage to property. 7. Daily Records of Event – needed to keep all members of the force informed concerning police operations, assignments, and administrative instructions. 62. Advance information on a new or fresh case, written and submitted immediately after having conducted the initial investigation of the case. a. Initial Report (ADVANCE REPORT) c. Supplement Report

REVIEW NOTES FOR CRIMINOLOGIST LICENSURE EXAMINATION

b. Progress Report

d. Final Report

PROGRESS / FOLLOW-UP REPORT – the result of the follow up investigation of a new or fresh case, written and submitted every time or whenever any development or progress is accomplished in the follow-up investigation. FINAL / CLOSING REPORT – a complete or written narration of facts based on an exhausted investigation of the case. It is the result of evaluated, summation, analysis of all facts and circumstances of the case. This is written and submitted whenever the case is solved and closed.