PHILIPPINE NATIONAL POLICE COMMUNITY RELATIONS

IN CABA, LA UNION: ITS COMMUNITY AFFAIRS PROGRAM

MAYNARD G. GUZMAN

SUBMITTED TO THE FACULTY OF THE

GRADUATE SCHOOL
CORDILLERA CAREER DEVELOPMENT COLLEGE
IN PARTIAL FULFILLMENT OF THE
REQUIREMENTS FOR THE

DEGREE OF

MASTER IN PUBLIC ADMINISTRATION

MAY 2020
 TABLE OF CONTENTS

TITLE PAGE

TITLE PAGE . . . . . . . . . . . . . . . . . . i

TABLE OF CONTENTS . . . . . . . . . . . . . . . ii

LIST OF TABLE . . . . . . . . . . . . . . . iii

LIST OF FIGURE . . . . . . . . . . . . . . . iv

INTRODUCTION

Background of the Study . . . . . . . 2

Theoretical/Conceptual Framework . . . 17

Statement of the Problem . . . . . . 21

DESIGN AND METHODOLOGY

Research Design . . . . . . . . . . . . 22

Population and Locale of the Study . . 23

Data Gathering Tools . . . . . . . . . 24

Data Gathering Procedures . . . . . . . 26

Treatment of the Data . . . . . . . . . 26

REFERENCES . . . . . . . . . . . . . . . . 30

APPENDICES

A. Letter to the Respondents . . . . . 34

B. Questionnaire . . . . . . . . . . . 35
 LIST OF TABLES

TABLE PAGE

TABLE 1: Population of the Study . . . . . . . 23

 INTRODUCTION

The relationship of the police to the community

should be harmonious. The community relies upon the

police to protect and serve, and the police in return

rely upon the community’s support and cooperation in

order to be effective. When there is good police

community relations, police have a better understanding

of the public’s concerns (especially those that are crime

related), and citizens are more inclined to report crimes

that occur to the police, provide tips/intelligence to

law enforcement, willingly serve as witnesses, and are

happy to participate in jury trials. By extension, police

also become more proactive, thereby

preventing crimes before they occur or minimize their

impact, instead of simply reacting to calls for service.

Good police community relations prevent the possibility

that the public thinks that police are simply a mechanism

for intelligence collection [ CITATION Obm14 \l 1033 ].

Police community relations refer to the on-going and

changing relationships between the police and the

communities they serve. This includes issues of

cooperation, fear of police, violence and corruption.

Police community relations is aimed at establishing a

2
dialogue with the police.

With the above scenarios in the Police Community

Relations with the current programs of the PNP-PCR. This

study aims to assess the achievement level of the CAP

(Community Affairs Program) of the PCR (Police Community

Relations) in Caba, La Union where community and police

relationship must be strengthened. The input will be the

Community Affairs Program of the Police Community

Relation in Caba, La Union. It will be process in order

to determine the attainment of objectives of the Police

Community Relations Operations as perceived by the

stakeholders, the extent of implementation of the

Community Affairs Program of the Police Community

Relations Operations and the degree of seriousness of the

problems encountered by the stakeholders regarding Police

Community Relations Operations. These interventions will

be the expected outcome of the study.

As defined by the PNP-PCR manual, Community Affairs

Program, which is the focus of this study is a major

component of PCR. It covers the organization of the

community for future project mobilization, particularly

on concerns of crime prevention, lawlessness and the

overall security of the municipality.

3
 Caba as a coastal municipality in the Province of

La Union where growth of population is evidently seen.

Safety and security of the town is a must because of the

expected development which will in turn affect policing.

As a preventive measure, the Caba Police Station is

at present incorporating some activities laid under the

Police Community Relations Manual which may include but

not limited to seminars, meetings, police assistance

stations, employment of tourist police and so on, where

situation may demand but some activities are still

undergoing critical analysis in relation to the issues

discussed above.

Hence, this research will help and may offer ways

to pursue the local Municipality of Caba to participate

in peacekeeping programs of the police organizations in

Caba. Moreover, in identifying problems encountered

between the community and the law enforcers will improve

programs implemented, in the same manner this will serve

as a basis in revising the existing memorandum and

circulars being implemented in the locality.

It is also intended to assist law enforcement

agencies in reducing the incidence of violence between

police executive, where it should enhance the safety of

4
police officers and foster an atmosphere of cooperation

and mutual respect between the police and the community.

The purpose of this chapter is to provide a basis for

assessing a police department to determine if its culture

is conducive to reducing violent confrontations between

police and the constituents. It also provides a frame of

reference which can be use by any police chief to develop

policy, make decisions, implement programs and ultimately

guide the manner in which the department delivers police

service to the community.

To the academe, this may also serve as an

instrument for forming members of the community and

future law enforcers in a way they will realize that a

safe environment lies in a good relationship between them

and the police.

As for the researcher and future researchers. The

study will serve as an eye-opener for a better

understanding and analysis on the identified problems for

the enhancement of implementing the PNP-PCR community

affairs program.

Drawing upon the ecological model of police-

community relations proposed by scholars such as Sung and

Weitzer, Ellison (2010),it claims that any analysis needs

5
to dig deeper and consider residential fragmentation, the

spatial distribution of power, specific modalities of

police-community relations across and between

neighborhoods and problematic assumptions about the

nature of community itself. Poor relations between

community members and police can lead to feelings of

distrust, anger and fear. Citizens may think the police

are prejudiced and have unfair policies. Police may feel

blame for all kinds of social problems, and think they

don t get credit for doing their jobs. Dialogue to change

programs help people build trusting relationships

necessary for long-term change. People from diverse

backgrounds and experiences, and work together on

solutions [ CITATION Ell10 \l 1033 ].

The police, as an organization, are part of the

institutional structure of a community and, operating as

social control agents, they are a formalized mechanism of

control regulated by society in order to enforce a

particular normative order. There are similarities in the

structural form of the various police organizations of

society but each is in tune with the particular

requirements of the community that it serves. As to a

considerable degree, then, the differences in law

6
enforcement can be attributed to the concrete social

setting in which police operate. All communities operate

and survive through the resolution of internal tension

and conflicts. The police serve as one of the agencies

that assist in maintaining the community integration and

order [CITATION Qui07 \l 1033 ]. Police-Community Relations is a

slowly evolving policing system that is being adopted by

police organizations worldwide. This policing system can

be equated with diplomacy such that even the subjects of

policing actions view the system as the most acceptable

form of police-community interaction to ferret out

crimes, ensure public safety, or maintain peace and order

[CITATION Phi12 \l 1033 ].

According to Reiner (2002) Policing has always been

necessary in all societies for the preservation of order,

safety and social relations. The necessity of policing

becomes even more evident in modern societies

characterized by diversities and contradictions arising

from population heterogeneity, urbanization,

industrialization conflicting ideologies on appropriate

socio political and economic form of organization.

However, the emergence of the police, a body of men

recruited and paid by the state to enforce law and

7
maintain order, is a recent development in human history.

Traditionally, policing was the responsibility of all

adults in the community. In medieval society, all adult

males were obliged to contribute towards the prevention

and control of crime and disorder under the system of

‘hue, cry and pursuit’ and the ‘watch and ward that

preceded the emergence of specialized police forces as

organs of the state.

Max Weber also stated that the emergence of the

state, with its vast bureaucracies anchored on

centralization, hierarchical authority/power structure,

and professional staff charge the traditional policing

philosophy rooted in the idea of policing as everybody’s

business. The emergence of the state as an entity with

claim to the monopoly over the means of legitimate

violence in society resulted into the creation of

specialized agencies such as the police and the armed

forces for controlling the use of violence by other

groups.

Community Policing began with the formation of

London Metropolitan Police, based on the doctrines set

forth by Sir Robert Peel where he emphasized

interdependence of the police and the public as well as

8
the prevention of crime and disorder. This then proves

that it was the duty of every able-bodied person to take

their run to watch during the night, repel attack from

wild animals or intruders, and help put out fires and

others [CITATION Mil07 \l 1033 ].

Also, community policing has been hailed by many

police organizations around the world as a major paradigm

shift from the ‘professional’ model of policing.

Traditional crime-fighting and enforcement-oriented

policing with its accompanying centralized, bureaucratic

command structure has apparently given way to an

inclusive philosophy based on encouraging partnerships

between the police and communities in a collaborative

effort to solve crime and disorder despite the changing

nature of communities [ CITATION Put10 \l 1033 ]. As such, it is

essential for the police to be trusted by the public. A

range of studies have found that trust in the police

increases citizens’ compliance with the rule of law, is

related to the willingness to cooperate with the police

and report crime, improves the readiness of citizens to

intervene in cases of minor problems of social disorder

in their neighborhood, and is an important precondition

for overall police effectiveness. Trusting the police,

9
then, furthers citizens’ willingness to engage in more

trusting, risk-taking behavior [CITATION Sca18 \l 1033 ].

The United States Department of Justice: Community

Relations Service states that strong relationships of

mutual trust between police agencies and the communities

they serve are critical to maintaining public safety and

effective policing. Police officials rely on the

cooperation of community members to provide information

about crime in their neighborhoods, and to work with the

police to devise solutions to crime and disorder

problems. Similarly, community members’ willingness to

trust the police depends on whether they believe that

police actions reflect community values and incorporate

the principles of procedural justice and legitimacy.

Subsequently, many schemes were implemented and

coordinated by police working from the 1980’s onward,

where England’s Scotland Yard paved its way to so called

“people’s police”, and in Singapore it moved away from a

centralized, reactive “watchman” style towards a more

decentralized and proactive approach. Much of the credit

for Japan’s low crime rate were given to the country’s

vast network of community-based, crime control

organizations operating in everything from schools to

10
prisons. The Kobans function on a similar level and every

Japanese Police graduate has to serve for several years

at one of these mini police stations [ CITATION Mil07 \l 1033 ].

The reversal of terms for police-community

relations to community-police relations was not done

simply to coin a new term. It does not matter what the

arrangement is called. What matters is that the full

effectiveness of the program cannot be attained merely by

having a special unit to implement it. Ergo, Moore stated

that there are four consequences in responsibility for

effective community relations: First, by isolating the

function in a special unit, the unit becomes vulnerable

to organizational ridicule. Second, after a special unit

is formed, everyone else in the department is seemingly

relieved of responsibility for enhancing community

relations. Third, if the community relations unit should

obtain important information about community concerns or

ways in which the community might be able to help the

department, it is difficult to make those observations

heard in the department. Department members are not

receptive to bad news or unwelcome demands. After all,

that is the responsibility of the unit to stamp out

dissent in the community. Lastly, the organization no

11
longer looks for other ways to improve community

relations [ CITATION Rot00 \l 1033 ].

However, Miller and Hess (2007) mentioned that the

need for public acceptance is imperative as it will truly

be difficult for police officers to work under a

stressful scenario as it can also spark human emotions

and cultivate friction points. Radalet and Carter (1994)

added that the ability of the police to perform their

duties is dependent upon public approval of police

existence, actions, behavior and the ability of the

police to secure and maintain public respect. The police

feel public acceptance when its existence, actions and

behavior were not routinely criticized, maligned or

branded with unacceptable languages or treated with

synonymous situation that can already be considered as a

hostile environment. There are also many reasons as to

why police have difficult interactions with the

communities they are supposed to serve and protect. Many

of these stem from the fact that overall, police

departments have contrasting perspectives, poor

communications and concerns about the nature of social

control in a free society.

12
 Thus, these factors which negatively affects the

police officers prompted police reformers to search for

appropriate solutions. One of the more notable was the

integration of the human relations movement into law

enforcement. The human relations movement and some astute

police executives believed that police had to move beyond

simply being responsible for enforcing the law and

actually connect with the communities they policed

[ CITATION Pet03 \l 1033 ].

Radalet and Carter (1994) also added that some of the

initial attempts to increase awareness and techniques of

police community relations started the with the

introduction of human relations training into police

training academies. Also, human relations consisted of a

series of techniques to both better understand how

individuals behaved in groups and to improve their

productivity and cooperation in organizational contexts.

The Philippine National Police-Police Community

Relations Group (PNP-PCRG) has a long recurring history

of activation, transformation, reformation and

consolidation but despite the efforts the police usually

find themselves in a wonder and with controversies.

Police officers have only a set of narrowly defined

13
objectives- and a body of law that is continually

subjected to revision and interpretation - to guide them.

Given the urgency of the plight in which police usually

find themselves, it is a wonder that the police are able

to perform their duties with as little controversy as

they do. There is no question that many times police are

forced to act intuitively. Yet, this is not the

characterization of police that is rendered to the

public. Police work is rarely presented to the public in

a positive light. The mainstream liberal media seem to

think that police work is not entertaining unless it is

in a dilemma. The thousands of acts each day that police

officers perform are rarely recognized. Groups that

profit from police controversies begin campaigns

demonizing police. Their propaganda campaign is used to

discredit the police and simple errors bring them to the

front pages of newspapers [ CITATION Phi12 \l 1033 ].

Public perception of the police becomes disfigured.

Experts define public perception as the difference

between an absolute truth based on facts and a virtual

truth shaped by popular opinion, media coverage and/or

reputation. Celebrities, politicians and even police

organizations faced the same scrutiny by the public they

14
serve, and it can be very difficult to overcome a

negative public perception [ CITATION Phi12 \l 1033 ].

To reverse this negative public perception, the

Philippine National Police continues to reinvent its

policing system. It is implementing programs to regain

public support and trust thus, it has adopted the ideals

of a strong police-community relation. However, while the

programs are ideal, attitudinal problems of some police

personnel hinder successful implementation.

At present, the operational management at police

stations is deemed soaked with systems that fail due

largely, to the inability of Chiefs of Police (COPs) to

optimize utilization of human and material resources.

This is aggravated by a bad work culture and work habits

of police elements at the station. Among these are the 1-

day-duty-one-day-off practice, 15-30 work appearances,

details of personnel to politicians and wealthy

businessman, details to secure vital installations that

are not public corporation, etc. Programs on police-

community relations and peace and order also fail because

of the mindset of some police officers that is not

consistent with the intent of the framers of the PNP law.

There is also a perception of poor leadership ability of

15
small unit leaders who, despite appropriate training,

have not learned how to exercise small unit management

[ CITATION Phi12 \l 1033 ].

It must be reiterated however because transforming the

PNP into a more capable, effective and credible police

force is one of the major thrusts of the organization for

the next several years. The PNP’s thrust towards

Community Based Policing as prescribed by the law that

created it, to wit:

Title I, Section 2 of the Republic Act 8551 declared

the policy of the state to establish a highly efficient

and competent police force that is national in scope,

civilian in character.

This law also provided that the PNP shall be a

community and service oriented agency responsible for the

maintenance of peace and order and public safety. Thus,

Police Community Relations’ effort will play a vital role

in the transformation of the PNP into a credible

institution [ CITATION Phi12 \l 1033 ].

Conceptual/Theoretical Framework

16
 The study will be anchored on the Professional

Police Principles advocated by Sir Robert Peel with nine

basic principles often referred to as “The Peelian

Principles.” Upon close examination of each of the

Peelian principles, not only are direct connections to

policing in today's world apparent, but often the nine

principles are cited as the basic foundation for current

law enforcement organizations and community policing

throughout the world where various programs in the

direction of improving the Police Community Relations are

applied as a basis and cornerstone.

The principles are identified as follows:

Peelian Principle 1 - “The basic mission for which the

police exist is to prevent crime and disorder.”

Peelian Principle 2 - “The ability of the police to

perform their duties is dependent upon public approval of

police actions.”

Peelian Principle 3 - “Police must secure the willing co-

operation of the public in voluntary observance of the

law to be able to secure and maintain the respect of the

public.”

17
Peelian Principle 4 - “The degree of co-operation of the

public that can be secured diminishes proportionately to

the necessity of the use of physical force.”

Peelian Principle 5 - “Police seek and preserve public

favour not by catering to the public opinion but by

constantly demonstrating absolute impartial service to

the law.”

Peelian Principle 6 - “Police use physical force to the

extent necessary to secure observance of the law or to

restore order only when the exercise of persuasion,

advice and warning is found to be insufficient.”

Peelian Principle 7 - “Police, at all times, should

maintain a relationship with the public that gives

reality to the historic tradition that the police are the

public and the public are the police; the police being

only members of the public who are paid to give full-time

attention to duties which are incumbent on every citizen

in the interests of community welfare and existence.”

Peelian Principle 8 - “Police should always direct their

action strictly towards their functions and never appear

to usurp the powers of the judiciary.”

18
Peelian Principle 9 - “The test of police efficiency is

the absence of crime and disorder, not the visible

evidence of police action in dealing with it.”

The community policing perspective had roots in the

views of Sir Robert Peel of the London Metropolitan

Police who thought that the police could and should be

"the people's police," that is, an agency that is

responsive to the public it serves. The changes from

police public relations, to police-community relations,

to community-police relations, to community-oriented

policing all reflect a return to one of Peels' principles

which asserted:

To maintain at all times a relationship with the

public that gives reality to the historic tradition that

the police are the public and that the public are the

police; the police being only members of the public who

are paid to give full-time attention to duties which are

incumbent in every citizen in the interests of community

welfare and existence[ CITATION May16 \l 1033 ]. Compared to law

enforcement in other countries, it is a legacy which has

endured over time [ CITATION Pur01 \l 1033 ].

According to Nazemi (2012) who examined each of these

Peelian principles, the principles do not only direct

19
connections to policing in today’s world, but often most

of this principles are cited as the basic foundation for

current law enforcement organizations and community

policing throughout the world. They are relevant today as

they were in the 1800’s. Also Larrabee (2007) cited,

Patterson also affirmed that community policing is based

on its goal to prevent crime and promote better police-

community partnerships. Thus, the principles of Robert

Peel embody the interdependency of the police and the

public for effective policing.

Community Policing is a policy and a strategy aimed

at achieving more effective and efficient crime control,

reduced fear of crime, improved quality of life, improve

police services and police legitimacy through a proactive

reliance on community resources that seeks to change

crime causing conditions. Therefore, community policing

sought to re-establish local accountablity alongside

localized, proactive policing strategies to reinvigorate

the Peelian principle, moreover it incorporates a variety

of strategies aimed at improving and maintaining

engagement, cooperation, interaction and trust between

the police and the public [CITATION Cla17 \l 1033 ].

Statement of the Problem

20
 The study aims to assess the achievement level of

the Community Affairs Program of the Police Community

Relations in Caba, La Union.

Specifically, it sought answers to the following

problems:

1. What is the extent of attainment of the objectives of

the Community Affairs Program as perceived by the

stakeholders?

2. What is the extent of the implementation of the

activities of the Community Affairs Program of the Police

Community Relations as perceived by the stakeholders?

3. What is the degree of seriousness of identified

problems encountered by the stakeholders regarding the

Community Affairs Program of the Police Community

Relations?

4. What activities can be proposed to improve the Police

Community Affairs Program?

Basing on the statement of the problem, your study is

mainly on assessing community programs implemented by

Police Community Relations Unit. Hence your introduction

should present issues on community programs of the police

community relations Unit. Moreover, the concentration of

21
your conceptual framework is on police community

programs.

DESIGN AND METHODOLOGY

This chapter will discuss the research design,

population and locale of the study, data gathering tools,

data gathering procedures and treatment of the data that

will be used in the study.

Research Design

22
 The study will be in a quantitative research,

specifically descriptive-survey research. The descriptive

method will allow the researcher to gather quantifiable

information that will be used for statistical inference

on the target audience through data analysis. Descriptive

method of research describes current events and that the

research questions or problems that will be raised and

will be based on the appreciation of present phenomena,

events, or state of affairs. The purpose of the

descriptive method is to describe “what is”. It deals

with the prevailing conditions of objects, people and

events [ CITATION Ari06 \l 1033 ].

According to Owen and Koh (2017), descriptive research

generates data, both qualitative and quantitative, that

define the state of nature at a point in time. In

addition, Fox and Bayat (2007) also stated that

descriptive research is aimed at casting light on current

issues and problems through a process of data collection

and enables them to describe the situation more

completely than was possible without employing this

method.

Moreover, according to Manuel and Medel as quoted by

Joy (2014), descriptive research involves the

23
description, analysis, and interpretation of present

nature, composition, or process of phenomena. The focus

is on prevailing conditions, or how a person, group or

thing behaves or functions in the present. It often

involves some type of comparison or contrast.

The data that will be gathered will be supplemented

by books, manuals and other publications related to the

study. Interviews and focus grouped discussion will be

executed before and after the administration of

questioners, including site observation in order to

augment the data gathered.

Population and Locale of the Study

The study will be conducted within the Municipality

of Caba, La Union. The participants will be the

stakeholders in the town. The stakeholders will be

composed of the Barangay Chairmen, BPAT members of each

barangay, the School Head Teachers, the Churches,

Business establishments and Members of the Media present

and surrounding the Municipality. Table 1 shows the

frequency distribution.

Table 1
The Population of the Study
Respondents Number Percentage
Business 75 64%

24
Establishments
School Head/ 23 19%
Teachers
Barangay Officials/ 14 12%
BPAT
Church 2 2%
Administrator
Media Member 3 3%
TOTAL 117 100%

Data Gathering Tools

The questionnaire checklist will be use as the

main instrument in gathering data. This data will be

supported by formal interviews. The questionnaire-

checklist will consist of three parts. Part one (I) is on

the extent of attainment of the objectives of the Police

Community Relations as perceived by the stakeholders. The

questions will be derived from the stated objectives of

the DPCR under the PCR Manual which was also used by the

following researchers Sir Bocad Fermin in his thesis

entitled, “Police Community Relations in Itogon,

Benguet”. Johnson Smith-Abellera in his research

entitled, “Police Community Relations in Kapangan,

Benguet” and Sir Jimmy Caltino in his thesis entitled

“Police Community Relations in La Trinidad, Benguet”.

Part two (II) will be on the extent of the

implementation of the activities under the Community

25
Affairs Program of the Police Community Relations as

perceived by the stakeholders. Each indicator will be

mostly derived from the activities implemented by the

PNP-PCRas stated under the PCR Manual. The researcher

will also adopt the questionnaire used by Professor

Raymond Cabanban in his research entitled, “Performance

of the Police Community Relations in Baguio City” and by

Mr. Jose Petras in his research entitled, “Status of

Community Policing in Baguio City.”

The Part three (III) of the questionnaire, the

respondents will be requested to check the degree of

seriousness of the problems encountered in the

achievement level of the Community Affairs Program of the

Police Community Relations in Caba.

Interview will also be used as a supplemental data.

Data will be tabulated and analyzed in order to validate

the results. Pre-testing will also be conducted after

presenting the drafted questionnaire to the panel

members. The questionnaire will use a four-response of

the likert scale. Since the instrument is adapted as is,

to any further extent it will no longer be tested for

reliability and validity as it is viewed valid and

reliable.

26
 Data Gathering Procedure

Preceding the gathering of data, the researcher

will ask first the consent of the Local Chief Executive.

The researcher will also ask the head of some groups of

each stakeholders before the administration of the

questionnaires and the conduct of the interview. Some

will be personally administered to the various

stakeholders in the town of Caba, La Union.

Treatment of the Data

In quantifying the data that will be gathered, it will be

organized and tallied in the Statistical Project for

Social Science and will be subject to frequency count and

weighted mean. Also, to interpret the data from the

respondents, the researcher will use the scale for

problem number 1,2 and 3.

Arbitrary Statistical Descriptive Symbol

Values Limits Equivalent

4 3.25 – 4.00 Very Much VA

Attained

Not Serious NS
3 2.50 – 3.24 Attained A

Often O

Moderately MO
Serious

27
 2 1.75 – 2.49 Slightly SA

Attained

Rarely Serious RS
1 1.00 – 1.74 Not Attained NA

Never N

Very Serious VS

For problem number 1, the following interpretations will

be use:

Descriptive Symbol % in the

Equivalent implementation

of activity

Very Much Attained VMA 67%-100%

Attained A 35%-66%

Slightly Attained SA 1%-34%

Not Attained NA 0%

28
 For problem number 2, the following interpretations will

be use:

Descriptive Symbol % in the

Equivalent implementation

of activity

Always A 67%-100%

Often O 35%-66%

Rarely R 1@-34%

Never N 0%

For problem number 3, the following interpretations will

be use:

Descriptive Symbol % in the

Equivalent implementation

of activity
Very Serious VS 67%-100%

Serious S 35%-66%

Moderately Serious MS 1@-34%

Not Serious NS 0%

29
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 APPENDICES

Appendix A

Letter to the Respondents

Republic of the Philippines

Cordillera Career Development College
GRADUATE SCHOOL
Buyagan, Poblacion, La Trinidad, Benguet

Dear Respondent:

The undersigned is conducting a research study

entitled “PHILIPPINE NATIONAL POLICE COMMUNITY RELATIONS
IN CABA, LA UNION: ITS COMMUNITY AFFAIRS PROGRAM”. This
study aims to assess the achievement level of the
Community Affairs Program of the Police Community
Relations in Caba, La Union.
May I request that you will be part of my study as one
of the informant-respondents. You may also withdraw any
statement you have given me at any stage of the study.
Your responses shall be treated with utmost
confidentiality.

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 Thank you!

Respectfully yours,

MAYNARD G. GUZMAN
Researcher

Appendix B

QUESTIONNAIRE

Name (Optional): ____________________________________

Please indicate the area/office where you belong by checking on the

space provided.
___ School Head/Teachers/Faculty
___ Barangay Official/BPAT Member
___ Church Administrator
___ Business Establishment
___ Media Member

Part I. Attainment of objectives of the Police Community Relations

Please indicate the extent of attainment of the Police Community
Relations objectives by checking the column corresponding to your
objective answer on the following items.
4 – Very Much Attained (VMA) if 67%-100% of the objective is
attained

3 – Attained (A) if 35%-66% of the objective is

attained

2 – Slightly Attained (SA) if 1%-34% of the objective is

attained

1 – Not Attained (NA) If 0% of the objective is attained

Objectives VMA A SA NA
(4) (3) (2) (1)

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 1. The Caba Police are strengthening the
police-community goodwill and they create
an environment of friendship between the
police on the street and the people.
2. The Caba Police are organizing the
community and are creating a team which
will forward effort for the establishment
of a tourism friendly environment.
3. The Caba Police cultivates and creates
the tone of a citizen-police partnership
to serve the cause of peace and order in
the community.
4. The Caba Police seek the cooperation and
active support of the community for crime
prevention and control, by creating an
unfavorable environment for criminal
elements and enemies of the State.
5. The Caba Police is mobilizing the
community to change the conditions that
generate crime.
6. The Caba Police facilitates the
transition towards proactive policing
activities from the reactive incident-
driven model.
7. The Caba Police form force-multipliers
thru the empowerment of the people
towards community involvement.
Part II. The Extent of the Implementation of the Community Affairs
Program

4 – Always (A) if 67%-100% of the activity

implemented

3 – Often (O) if 35%-66% of the activity is

implemented

2 – Rarely (R) if 1%-34% of the activity is

implemented

1 – Never (N) if 0% of the activity is

implemented

Indicators A O R N
(4) (3) (2) (1)

1. The Caba Police actively participates in

sports/cultural events.
2. The Caba Police assist in the conduct of
amicably settling complaints.
3. The Caba Police in your community
participates in the clean and green
drive.
4. The Caba Police patrol your community and
communicate with your constituents.

36
 5. During calamities/disasters the Caba
Police serve your community in relief
assistance.
6. In accordance with the program of the
DOH, the PNP-Caba participates in medical
and dental outreach projects in your
community.
7. PNP-Caba helps and coordinates with the
Peace Keeping Action Team (BPAT)
8. The Police in your community conduct
meeting with elders.
9. The Police foster a close relationship
with the religious groups in your
community.
10. The Police officers visits your
community and conduct meeting with the
students and teachers.
11. The Police officers visits your
community and conducts meeting with the
drivers.
12. The Police in your community do use TEXT
911 or a text line.
13. The PNP-Caba organizes Tourist-Oriented
Police.
14. The PNP-Caba organizes community
assistance center.

Part III. Degree of Seriousness of Problems encountered in the

Community Affairs Program
1 – Very Serious (VS) - presence of problem is 67%-100%

2 – Serious (S) - presence of problem is 35%-66%

3 – Moderately Serious (MS) - presence of problem is 1%-34%

4 – Not Serious (NS) - problem does not exist/no

problem
Problems encountered by the stakeholders NS MS S VS
regarding the Community Affairs Program of the (4) (3) (2) (1)
Police Community Relations

1. Capability of officers to communicate

efficiently to the public.
2. Insufficient number of officers assigned
in the implementation of the community
affairs program.
3. Alleged violations of the police during
the tour of duty.
4. Stereotyping/labelling of minorities,
youths and poor people.
5. Unprofessional way of conducting stops
and arrests.
6. Use of Excessive Force

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 7. Inadequate qualifications, training,
experience and compensation of officers.
8. Political Influences
9. Ineffective internal discipline
10. Difficulty in prosecuting officers for
alleged abuses.
Others, please specify:
______________________________________________________________

Thank You and God Bless!

Maynard G. Guzman
Researcher

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