I

DATA CENTER COLLEGE OF THE PHILIPPINES

COLLEGE OF CRIMINAL JUSTICE EDUCATION
LAOAG CITY

Module in
LEA1: Law Enforcement
Organization
And Administration
With Inter-Agency Approach

CLARIZ JANE LUZ BULOSAN, RCrim

Criminology Instructor

___________________________________________
Name of Owner
 DATA CENTER COLLEGE OF THE PHILIPPINES
COLLEGE OF CRIMINAL JUSTICE EDUCATION
LAOAG CITY

LEA1
LAW ENFORCEMENT ORGANIZATION AND
ADMINISTRATION WITH INTER-AGENCY APPROACH
INTRODUCTION
This course covers the organizational set-up of relevant various law enforcement and public safety
agencies, as legal mandate, functions and responsibilities, and its functional relations, coordination and
cooperation with other Law enforcement and public safety agencies.

GENERAL INSTRUCTION
This module contains lessons about LAW ENFORCEMENT ORGANIZATION AND
ADMINISTRATION WITH INTER-AGENCY APPROACH. Internalize the learning outcomes for you to have an
idea on our topics. In this time, you need to have an extra effort to your subject for your learning development.
Learn to manage your time for school work and home works. Best to inform your family and friends regarding
your school work schedules and set a study/learning area at your home for you to be focused. Set yourself and
mind to read and understand well the contents of our lesson. Make your own strategy to learn and improve
your learning ability and to develop your higher order thinking skills. Each topic in this module will be
supplemented via online learning kindly reserve budget for your internet connectivity. I strongly advise you to
refrain from online leisure like mobile games and unnecessary online activity so that your internet connectivity
will be reserved for your scholarly activities.
Answers for the assessment should be written in a 1 whole yellow paper and submit it via Facebook page or
group chat every Friday of the week. Do not dispose your worksheets for it will be collected. I will let you watch
a video regarding our topics in this subject to further understand our lesson. It will be posted in our Facebook
page.

LEARNING OUTCOMES:

At the end of the semester, you are expected to have:

1. In-depth knowledge and understanding of the:
a) Importance and purpose of the various law enforcement agencies;
b) Evolution of various law enforcement and public safety agencies;
c) Concepts and principles of organization and administration in various law enforcement and
public safety agencies;
d) Principles and jurisprudence on law enforcement, public safety, and criminal justice;
e) Powers and function of each law enforcement agencies;
f) Recruitment process, training, promotion, and benefits of the various law enforcement
agencies;
g) Importance of PNP’s collaboration to local law enforcement agencies and internal bodies;
h) Importance of inter-agency approach in law enforcement and policing.

TABLE OF CONTENTS PAGE

 COURSE TITLE 2
 GENERAL INSTRUCTION 2
 LEARNING OUTCOMES 2
 UNIT 1: 3
 TOPIC 1: EVOLUTION OF POLICE SYSTEM 3
o How did the term POLICE evolve? 3
o The Ancient Police 3
o Policing System During the Middle Ages 4
o Modern Period (17th-19th Century) In England 4
o French Police System During The Modern Period In France 5
o American Police System During The Modern Period And Thereafter 5
o Evolution Of Police Service In The Philippine Setting 6
o Policing System During The Spanish Regime 6
o During The Japanese Occupation 6
o Police Service During American Occupation Until The World War Ii Broke Out 6
o After The World War II, Relevant Laws To The Police Service In The Philippines 6
o Police In The Modern World 7
o National Police Agencies Around The World 7
o Assessment 8
 TOPIC 2: THEORIES, PHILISOPHIES AND CONCEPTS OF POLICE SERVICE 9
o Fundamental Purpose Of Police Service 9
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o Police Activities 9
o Fundamental Theories Of The Police Service 9
o Concepts of Police Service 9
o Necessity of the Police 9
o Nature of a Policeman 10
o Basic Police Mission 10
o Assessment 10
 TOPIC 3: ORGANIZATIONAL CONCEPTS AND PRINCIPLES 10
o Definition of Terms 10
o Police organizational Units 11
o Police Terminologies 12
o Police Functions 12
o Specific Police Functions 12
o Types of Police Organization According to Structure 12
o The Principles of Police Organization 13
o Police Leadership 14
o Assessment 14

UNIT I
TOPIC 1: EVOLUTION OF POLICE SYSTEM

i. LEARNING OBJECTIVES:
At the end of the topic, the students should be able to:
1) breakdown the history of policing ;
2) identify key events and proponent of policing;
3) identify significant statutes in the development of policing system

ii. LECTURE:
How did the term POLICE evolve?
Greek word POLITEIA (government of a city), which was used to describe the group of civil officers
governing the city and not necessarily the armed guarding or policing the city.
Romans changed it slightly to POLITIA.
French changed the word to POLICE and used it to those authorized people who actually enforce the
law. The English and the Americans borrowed the word from the French and used it to describe a law
enforcement officer.
“COP” is also used to describe a police officer. In England, they used the word “copper” or “cop”
originated from the phrase “Chief of Police”, “Constable on Patrol”, or some trace the word from the copper
badge that early policemen wore in New York. However, it is more likely that it originated from the European
word cop meaning to “catch” or to “seize”.
Regardless of their origin, it is interesting to note that the words police, cop, constable, and patrol all
belong from the French. The French “patrouiller” referred to the phrase “to go through puddles,”

The creation of police force as a protective and law enforcement organization developed from the use
of military bodies as guardians of the peace such as the PRAETORIAN GUARD of ancient Rome.

THE ANCIENT POLICE

o A Babylonian clay table dated around 2,000 B.C. shows a report from a Babylonian officer to his superiors
about his action of looking the man in his house as he was ordered, took him into custody, took the
fingerprints, and took control of the man’s property.
o Contemporaneously in Indus Valley (2,000 B.C.), historical records show the existence of special “watch-
houses” which were used by police officers whose duty was to patrol and maintain order.
o In the Holy Bible (both the Old and New Testaments), there are numerous references to “temple guards”,
and “watchmen”. The latter’s duty was to protect the city and arrest offenders.
o Hieroglyphics from the ancient Egyptians show they have police officers and they even have a special flag
with is distinctive emblem, a gazelle with large ostrich feather. Protective police patrol appeared during
those times because of the great treasures hidden in many tombs. They too became the first to use police
dogs on patrol. They invented also the lock. Their police were called “Medjay” who were civilians and
headed by an Egyptian military officer.

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LAOAG CITY

o Few years before the Lord Jesus Christ, Augustus formed the “Vigiles” of Rome, a group of over 2,000
men, armed with staves and short swords, whose duty was to keep the peace and fight fires.

POLICING SYSTEM DURING THE MIDDLE AGES

1. Anglo-Saxon (Ancient England) Period (600-1066 AD)

a. FRANKPLEDGE System – or mutual pledge whereby every male over 12 years old join nine (9) of his
neighbors to form a TYTHINGMEN – a group of men whose duty was to apprehend any person who
offends another and deliver that offender for trial. Anyone who failed to join and perform this obligatory
duty was severely fined. Thus, policing responsibility lies on the hands of the citizens.
b. TUN POLICING. Tun was the forerunner of the word “town” – all male residents were required to guard
the town to preserve peace and order, protect the life and properties of the people and other factors
that disturbs the peace and order.
c. HUE AND CRY – the complainant or victim goes to the middle of the community and shout to call all
male residents to assemble. The victim reports his complaint to the assembly. Consequently, all the
male residents will go after the criminal and apprehend him
d. ROYAL JUDGE System. The royal judge conducted criminal investigation and gave punishment fitted
to the crime committed. This practice started the identification of criminals.
e. TRIAL BY ORDEAL. A suspect was required to place his hands ever boiling water or oil. If he would
not get hurt, he will be acquired but when hurt, he would be considered guilty because of the supposed
divine intervention. Double jeopardy was prevalent this period.
2. Norman Period (1066-1285)
a. SHIRE-REEVE System. When William, the Duke of Normandy became the rule of England, he divided
his kingdom into 55 military districts known as the Shire-Reeves. SHIRE means a district while REEVE
means the ruler who made laws, pass judgement and impose punishment.
He was assisted by a group of constables, the forerunner of the constabulary. The team Shire-
Reeve eventually became Sheriff, the title of the chief of constables or police officers in a certain town.
The TRAVELLING JUDGE was help responsible in deciding cases that were taken from Shire-Reeves
due to some abuses.
1.) Each shire is the responsibility of a reeve who is also responsible to their King. The reeve was later
called sheriff.
2.) Each shire was broken into hundred (100 families) headed by Hundred man, later known as High
Constable.
3.) Each hundred was served as a constable and judge. He was later replaced by a constable in the 12 th
century.
b. LEGIS HENRIE- King Henry I:
o Law violations were classified as offenses against the King.
o Policeman became public officials.
o The police and the citizens have the broad power to arrest.
o Grand Jury was created to inquire the facts of the law.
c. Keepers of the Peace, 1195, King Richard of England – required the appointment of Knights to keep
the King’s peace by standing as guards on bridges and gates while checking the people entering and
leaving the cities and towns.
d. Magna Carta (Great Charter), June 15, 1215, King John of England – enacted upon the demand of
the Knights of the Round Table. The knights forced King John to sign the document which declared the
following:

✔ No freemen shall be taken or imprisoned, disposed, outlawed, or bowed except by legal judgment of

his peers. 

✔ No person should be tried for murder unless there is proof of the body of the victim. 

✔ There should be national and local government as well as the national and local legislation.
3. WESTMINISTER PERIOD (1285-1500):
a. STATUTE OF WINCHESTER (1285) – introduces the WATCH AND WARD, a watch was stationed
between sunset and sunrise at each gate of a walled town. It revived the hue and cry.
b. STATUTE OF 1295 – began the closing of the gates of London during sunset. This started the
observation of curfew hours.
c. JUSTICE OF THE PEACE – a position given to a respected citizen, who has the power to arrest,
pursue and imprison the offenders.
d. STAR CHAMBER COURT – established as special court that tried offenders against the state.
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MODERN PERIOD (17TH-19TH CENTURY) IN ENGLAND

1. KING CHARLES II of England, 1663, a law that provided for the employment of NIGHT WATCHMEN or
BELLMEN called “Charles” to be on duty from sunset to sunrise. They carried long staves and dimly lit
lanterns. They were often called “shiver and shake” because many, were old and would run if they see trouble,
or heard a cry for help. Some were not honest who often times worked for criminals.

2. HENRY FIELDING, 1748, became the Chief Magistrate at Bow Street in London, organized the BOW
STREET RUNNNERS (thief catchers), and later formed the BOW STREET HORSE PATROL whose duty
was to patrol the main roads thus secure the travelers from highwaymen or highway bandits.

3. SIR ROBERT PEEL (Father of Modern Policing System), 1829 established the LONDON
METROPOLITAN POLICE, which became the world’s first modern organized police force. Peel’s police were
called “Peel’s Bloody Gang”, “Blue Devils”, and “Dirty Papists.” It was later called SCOTLAND YARD.

FRENCH POLICE SYSTEM DURING THE MODERN PERIOD IN FRANCE

1. During the Roman Empire, France was the Roman Province Gaul. The French adopted Augustus Caesar’s
idea of police by giving them broad powers such as price control, welfare, public morals, and even sitting in
judgement of these offenders. These duties are now called “civil” matters or duties.

2. In 6th century, Paris has two patrols, the citizen Night Guard and the Royal Guard. Saint-Louis gave them the
motto that is in the modern French police emblem which says, “Vigilant ut Quiescant” translated “He watches
that they may sleep.”

3. During the 17th century in France, King Louis XIV maintained a small central police organization consisting of
some 40 inspectors who, with the help of numerous paid informants, supplied the government with details
about the conduct of private individuals.

4. In Paris, the position OFFICERS DE PAIX was formed in 1791. This was the origin of the term Peace
Officers. They wore no uniforms, but they were identified through a “Warrant Card.” The French were the first
to establish uniformed police officers – they were called SERGENT DE VILLE (servant of the city). They wore
blue uniforms and carried canes in day time and sabres at night. Other contributions of the French in the
development of policing system were:

a. Conceiving street signs,

b. Assigning house numbers.
c. Installing street lighting.
d. Creating emergency and rescue services.
e. Use of police ambulances
f. Use of “warrant card” and ID signifying authority to arrest.

AMERICAN POLICE SYSTEM DURING THE MODERN PERIOD AND THEREAFTER

1. America followed the model developed in England. New York, Boston (1636) and Philadelphia organized
their night watchmen, which was similar to the bellmen created in London during the reign of King Charles II.
These night watchmen were known as RATTLEWATCH because they carried rattles while on duty to inform
the public of their watchful presence.

2. Developed of American municipal (rural and city) police force

a. 1636 – night- watch was initiated in Boston, Massachusetts.

b. 1658 – rattle- watch was organized in New York.
c. 1700 – Nigh – watch started in Philadelphia. They were called “Leatherheads” because they wore
varnished leather hats.
d. 1722 – New Haven had a police policy, “No watchman will have the liberty to sleep”.
e. 1800 – it became a government policy that able-bodied males over 16 years old were required to serve
without pay.
f. 1833 – advent of daytime police with pay.
g. 1844 – New York organized the first modern American police on the English Metropolitan Police system.
h. 1856 – New York City police began to adopt a full police uniform.
3. Development of State Police Force in America
a. 1835 – Texas Rangers
b. 1865 – Massachusetts organized a police force of state constables.
c. 1905 – The Pennsylvania State Police
4. Development of US Federal Police Force

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a. 1829 – Post Office Inspection System began

b. 1861 – Investigation on crimes against the government started
c. 1868 – Detective forces were formed to investigate problems on revenue services, immigration and
smuggling.
d. 1895 – Federal government attention focused on lotteries, drug regulations and transportation
regulations.
e. 1910 – Anti- White Slavery Act and Motor Vehicle Act
f. 1934 – National Kidnapping Act, Banking Act, and Racketeering Act were passed by the United States
Congress.

EVOLUTION OF POLICE SERVICE IN THE PHILIPPINE SETTING

POLICING SYSTEM DURING THE SPANISH REGIME

1. CARABINEROS DE SEGURIDAD PUBLICO (Mounted Police) - to carry out the policies of the Spanish
government. The members were armed and considered as the mounted police. Later, they discharged the
duties of a port, harbor, and river police.
2. GUARDRILLEROS by Royal Decree, January 8, 1852 – a rural police organized in each town. It was
composed of 5% of the able-bodied male inhabitants of each town or province, and each member should
serve for at least 3 years.
3. GUARDIA CIVIL – by Royal Decree. February 12, 1852 – it relieved the Spanish Peninsular Troops of
their works in policing towns. It consisted of a body of Filipino policemen organized originally in each of the
provincial capitals of the central provinces of Luzon under the command of Alcalde (Governor).

DURING THE JAPANESE OCCUPATION

o KEMPETAI – Japanese Military Police, held responsible in maintaining peace and order in Manila and
adjacent areas until Gen. Douglas McArthur returned on Feb. 7, 1945.
o Manila Police Department – during the first American occupation, was renamed into Metropolitan
Constabulary under the Bureau of Constabulary.

POLICE SERVICE DURING AMERICAN OCCUPATION UNTIL THE WORLD WAR II BROKE OUT

1. INSULAR POLICE FORCE, November 30, 1900 during the Filipino-American war (1898-1901) upon the
recommendation of the Philippine Commission to the Secretary of War.
2. INSULAR CONSTABULARY, July 18, 1901 by Act Nr. 175 – “An Act Providing for the Organization
and Government of an Insular Constabulary”.
3. MANILA POLICE DEPARTMENT (MPD), July 31, 1901 by Act Nr. 183 of the Philippine Commission. The
1st Chief of Police was Capt. George Curry, a US Army officer appointed by the TAFT COMMISION on
August 7, 1901. Capt. Columbus Piatt was the last American COP of MPD before WW II broke out.
4. Insular constabulary was changed to PHILIPPINE CONSTABULARY (PC), October 3, 1901 by Act Nr.
255 – Brig/Gen. Henry T. Allen was the 1st Chief of the PC was manned mostly by Filipinos but officers
were mostly Americans.
5. REVISED ADMINISTRATIVE CODE OF 1917, a year before World War I (August 1914 to November
1918) ended. In Section 825 of this law, it stated that the Philippine Constabulary is a national police
institution for preserving the peace keeping order and enforcing the law. Brig/Gen. Rafael Crame became
the first Filipino Chief of Police. He served as the PC Chief from 1917-1927
6. Republic Act Nr. 3815, January 1, 1932 – Revised Penal Code of the Philippines
7. Act Nr.181, November 1938 - creation of a Bureau of Investigation, the modification of the Division of
Investigation from the Department of Justice. Finally, on June 19, 1947, R.A. Nr. 157 created the National
Bureau of Investigation.
Col. Antonio C. Torres – the 1st Filipino COP when Manila Police Department became an all-Filipino police
organization; declared Manila as an open city when World War II broke-out in 1941; during the World War II,
Manila police was placed again under the American control.

Col. Marcus Ellis Jones – a U.S. Provost Marshall who was named as MPD COP just after the Manila
Liberation.

Col. Lamberto T. Javalera – the 1st Filipino COP of MPD appointed by Pres. Roxas under the Republic
Government.

AFTER THE WORLD WAR II, RELEVANT LAWS TO THE POLICE SERVICE IN THE PHILIPPINES

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1. Republic Act. Nr. 2678, 1960 – provided the expansion and reorganization of the NBI. This law
established that the NBI is both an Investigative and research service agency.
2. RULES OF COURT, January 1, 1964 – it was constructed in order to promote the broad objective of the
criminal justice system and to assist the parties in obtaining just, speedy and inexpensive determination of
every legal action and proceeding.
3. Republic Act Nr. 4864, September 18, 1966 – POLICE ACT OF 1966 which created the office of the
POLICE COMMISION (later called National Police Commission under the Office of the President).
Originally, the POLCOM was created as a supervisory agency to the PC. Its function was to oversee the
training and professionalization of the local police forces. Through this law, reformation and
professionalization of the police service gained official recognition.
4. Presidential Decree Nr. 765, August 8, 1975 – stipulated that the Office of the NAPOLCOM should be
under the office of the Ministry of National Defense. It defined also the relationship between the Integrated
National Police and the Philippine Constabulary. This was in compliance with the provision of Section 12,
Article 15 of the 1973 Philippine Constitution.
5. Republic Act Nr. 6975 or DLGG Act of 1990 and later recognized as PNP Law of 1991, December 13,
1990, under President Corazon Aquino – created the Philippine National Police and declared it to be the
only police force of the country with national in scope and civilian in character.
6. Republic Act Nr. 8551 or the PNP Reform and Reorganization Act of 1998, February 25, 1998, under
President Fidel V. Ramos – amended some provisions of R.A. 6975 which reorganized the PNP for the
purpose of reforming and professionalizing it.

POLICE IN THE MODERN WORLD

A. In the United States

1. CITY POLICE: City police are mainly responsible for enforcing the law in their own city. New York City has
the largest city police department in the United States – about 29, 000 police officers. A small town may
have a police force of only one or two officers. In most cities, the mayor appoints the head of the police
department. This official may have the title of chief, commissioner, director, or superintendent. Other
ranking police officers include inspectors, lieutenant colonels, majors, captains, lieutenants, and sergeants.
2. COUNTY POLICE: The power of a county police force extend throughout the county. In some states,
however, these powers are restricted in towns and cities that have their own force. A SHERIFF, elected by
the people, is the chief law enforcement officer in most countries.
3. STATE POLICE: Every state, except Hawaii, has either a state police force or a state highway patrol force.
Both types of agencies are headed by a commissioner or superintendent appointed by the state governor.
State police enforce state laws. State police officers are called TROOPERS because they were originally
organized along military lines and often rode horses. Federal Law Enforcement Agencies Include the
Federal Bureau of Investigation.

FBI- the chief investigating branch of the United State Department of Justice; Investigates federal crimes and
handles cases involving stolen money or property by the FBI based in Washington, DC.
4. PRIVATE POLICE AGENCIES are licensed by federal state government to perform limited types of police
work. Industrial security police guard factories and warehouses. Campus police protect the people and
property of colleges and universities. Private investigate agencies provide detective services to individuals
and businesses. The earliest private detective agency that was licensed by the federal state government
was the PINKERTON PRIVATE DETECTIVE AGENCY founded by Allan Pinkerton.

NATIONAL POLICE AGENCIES AROUND THE WORLD

1. Canada: has national, provincial, and city police forces. The ROYAL CANADIAN services on a contract
basis to about 175 cities. Members of the RCMP are traditionally called MOUNTIES, though they now ride
horses only in special ceremonies. For their daily assignments, they travel in cars, snowmobiles, helicopter
and other vehicles.
2. Great Britain: police system is organized into about 50 large forces that are connected with local
governments. These forces operate under the direction of the national government. The LONDON
METROPOLITIAN POLICE serve greater London except for an area that is called the City of London,
which has its own force. The headquarters of the METROPOLITAN POLICE is called NEW SCOTLAND
YARD. The name Scotland Yard is often used to refer to the Criminal Investigation Department of the
Metropolitan Police.
3. Australia: Each of the six states and two mainland territories in Australia has a police force. Australia has
a national police force, the COMMONWEALTH POLICE FORCE.
4. France: The national law enforcement agency in France is the SURETE NATIONALE. The Surete
Nationale forms part of the Ministry of the Interior. Police officers, called GENDARMES, serve as military
police and provide police services in rural areas.

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5. Russia: the Ministry of Internal Affairs is in charge of providing general police services. It also provides
border guards and Investigates activities considered a threat to the security of the national government.
6. China: a national police force called the People’s Police is directed locally by provincial public security
bureaus. These bureaus function under the Ministry of Public Security, an agency of the national
government.

The INTERPOL
Official name is International Criminal Police Organization, is an international organization of police
forces from about 179 countries. Members of INTERPOL exchange information about international criminals
and cooperate in fighting transnational crimes such as counterfeiting, smuggling, and illegal buying and selling
of weapons. Its headquarters is found in the city of Lyon, France.

The ASEANAPOL
The Association of National Police Forces of the ASEAN Region (ASEANAPOL) was formed in 1980 to
initiate regional police co-operation. Delegated meet annually to discuss crime-related issues. A paper by the
Assistant Director for External Relations of the ASEAN Secretariat wrote in 1999 that: The ASEANPOL deals
with the preventive, enforcement and operational aspects of cooperation against transnational crime.
ASEANAPOL has been actively involved in sharing of knowledge and expertise on policing, enforcement, law,
criminal justice, and transnational and international crimes. It has established three ad-hoc commissions
dealing with drug trafficking, arms smuggling, counterfeiting, economic and financial crimes, credit card fraud,
extradition and arrangements for handing over of criminal offenders and fugitives. It has also taken initiatives to
combat new forms of transnational crime, such as fraudulent travel documents, phantom ship frauds, product
counterfeiting and piracy.

iii. REFERENCES:
a. Jesster P. Eduardo, Ph.D., Chapter I: Law Enforcement Organization and Administration with Inter-
Agency Approach, Mindshaper Publishing House.
b. Mathew P. Langbis, Ph.D., Handouts in Police Organization and Administration with Police Planning

iv. ASSESSMENT: Write your answers in a 1 whole sheet of yellow paper and send it to our group chat.
Follow the instructions and please avoid erasures.

A. Modified True or False. Write TRUE if the statement is correct, and write FALSE if it denotes a wrong
statement then write the word/s that depict falseness dash the correct word. (E.g. FALSE, village-city).

__________________1. Sergent De Ville means servant of the village.

__________________2. Tytingmen is a group of 10 males over 18 years old whose duty was to apprehend
any person who offends another and deliver that offender for trial.
__________________3. The Travelling Judge was held responsible in deciding cases that were taken from
Shire-Reeves due to some abuses.
__________________4. King Henry I imposed that the law violations were classified as offenses against the
King.
__________________5.Shire means district while reeve means Chief.
__________________6. Sir Robert Peel is the Father of the ancient policing system.
__________________7. Guardrilleros is composed of 5% of the able bodied male inhabitants of each town or
province, and each member should serve for at least 5 years.
__________________8. Col. Lamberto T. Javalera was the 1st Filipino COP of the MPD appointed by Pres.
Roxas under the Republic Government.
__________________9. FBI is the chief investigating branch of the United States Department of Justice.
__________________10. Kempatai is a Japanese Military Police.

B. IDENTIFICATION. Identify the terms being referred to by the statements below. Capital Letters only.
___________________1. He is known to be the founder of Pinkerton Private Detective Agency, the earliest
private detective agency.
___________________2. This refers to the policing that requires all male residents to guard the town, preserve
peace and order and protect life and properties of the people.
___________________3. It is otherwise known as Republic Act 8551.
___________________4. It was established as special court that tried offenders against the state.
___________________5. This was the law enacted during the time oh King Henry I which states among others
that law violations were classified as offense against the King.
___________________6. It is known as the group of men organized by Henry Fielding in London whose
primary duty is to serve as thief catchers.
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___________________7. The national law enforcement agency in France.

___________________8. The 1st Filipino COP when MPD became an all Filipino police organization.
___________________9. This was the origin of the term Peace Officers. They wore no uniforms, but they were
identified through a warrant card.
___________________10. It refers to a government of a city, which was used to describe the group of civil
officers governing the city and not necessarily the armed guarding or policing the city.

TOPIC 2: THEORIES, PHILOSOPHIES AND CONCEPTS OF POLICE SERVICE

i. LEARNING OBJECTIVES:
At the end of the topic, the students are expected to have:
1) Broaden their knowledge on the importance of Police Organization;
2) Learned the concept of law enforcement and policing as well as evaluated or analyzed how the PNP
applied or adopted them.

ii. LECTURE:
FUNDAMENTAL PURPOSE OF POLICE SERVICE
Police service is towards the reaction or responds to the actions and behaviors of human beings which are
normally anti- social which includes:
1. Major crimes: homicide, murder, rape, robbery, arson, kidnapping, and other heinous crimes;
2. Offenses against public morals: vices, gambling, prohibited drugs, etc;
3. Those related to maintenance of peace and order: illegal possession of weapons, vagrancy,
trespassing, assaults, etc.

POLICE ACTIVITIES

In response to these anti-social or criminal behaviors. Police works includes the following (PPSC-PSBRC):
1. Prevention of criminality – addressing of the root causes of criminality or criminal tendencies in the
community.
2. Repression of crime – includes adequate patrolling plus continuous efforts toward eliminating or reducing
the opportunities for criminal activities.
3. Apprehending of offenders – includes the taking custody of offenders. Together with punishment, this
discourages would-be criminals. It also restrains the offenders from committing other offenses.
4. Recovery of Property (stolen and others) – this causes reduction of cost of the crime which also prevents
others from benefiting from the gains of crimes.
5. Regulation of non-criminal conduct – also to the apprehension and punishment of offenders to secure
obedience. Education of the public falls under this police activity and report concerning sanitation and public
safety matters should also be considered.
6. Performance of related miscellaneous service – assistance to emergencies such as search and rescue
operations and assistance during accidents and calamities.

FUNDAMENTAL THEORIES OF THE POLICE SERVICE

1. Continental theory – police officers are regarded as servants of higher authorities and the people have
little or no share in their law enforcement duties, nor any direct connection with them. This is prevalent in
continental countries like France, Italy, and Spain where centralized government is the dominant
government structure.
2. Home rule theory – police officers are regarded as servants of the community rather than the higher
authorities. The effectiveness of the police in performing their functions is dependent upon the express
wishes of the people. This theory supports the policeman are civil employees whose primary duty is to
preserve the public peace and security. This is commonly practiced in countries having decentralized
governmental structure such as in England, United States and other democratic countries like the
Philippines.

CONCEPTS OF POLICE SERVICE

1. Old concept (traditional) – police service is looked upon as merely repressive machinery. This philosophy
was supported by throwing more offenders and violators in the jail rather than keeping them out of jail. This

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concept emphasized punishment as the sole instrument of crime control. The yardstick or measurement of
police efficiency was the more number of arrest.
2. Modern Concept- police is considered as an organ of crime prevention. The police have broadened
activities including certain aspects of social service, and its objective is the welfare of the individual as well
as that of the society. The yardstick or measurement of police efficiency here is the absence of crime.

NECESSITY OF THE POLICE

Other agencies and offices of the government may be abolished but the police should remain because they
themselves are considered to be the law and considered also as a social institution concerned with social
problems. In addition, the community relies on them during the times of tension and emergency.

NATURE OF A POLICEMAN
A policeman must have a mind of a lawyer, the soul of a clergyman, the heart of a social worker, discipline of
an army sergeant, and the integrity of a saint. He believes in a community of law, while seeing little but
lawlessness; believes in the goodness of man, while seeing man most often at his worst; he works in a
community of men who resent his presence but depend on his faithfulness; knows his jurisdictions like
sociologist; and he must understand the people like psychologist. He must take the long view of life like a
philosopher and yet never losing his common touch.

BASIC POLICE MISSION

The basic police mission has not change since the ancient time up to the present days. It is the preserving
order by enforcing rules of conduct or laws.

iii. REFERENCES:
a. Jesster P. Eduardo, PhD., Chapter I: Law Enforcement Organization and Administration with Inter-Agency
Approach, Mindshaper Publishing House.
b. Mathew P. Langbis, Ph.D., Handouts in Police Organization and Administration with Police Planning

iv. ASSESSMENT: Write your answers in a 1 whole sheet of yellow paper and send it to our group chat.
Follow the instructions and please avoid erasures.
Answer the following.
1. Differentiate Continental theory and Home Rule Theory.
2. Among the two concepts of police service, which concept do you think is the better yardstick of police
efficiency? Why?

TOPIC 3: ORGANIZATIONAL CONCEPTS AND PRINCIPLES

i. LEARNING OBJECTIVES:
At the end of the topic, the students are expected to have:
1) Identified the principles of police organization;
2) Define the key terms and terminologies commonly used in Police Organization
3) Analyzed and apply the principles of police organization;
4) Realized the importance of leadership in a police organization.

ii. LECTURE:
The study of police organization is related with the study of administration or management. The act
of organization is indispensable to proper management. Without some form of organizational structure,
most police operation/activities would not be successful. If the organizational structure is poor and if the
organizational concepts are poorly understood or applied the administrative efficiency of the police
department will be adversely affected.

A. DEFINITION OF TERMS

1. Absent Without Official Leave (AWOL) - failure of a police officer to report for regular duty without prior
permission from his superiors.

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2. Authority - right to command and to enforce obedience or the right to act officially or the right of the
police to compel the public to obey laws and statutes concerning public order and public
safety.
3. Departmental rules or policies - rules established by department directors/supervisors to control the
conduct of the members of the police force.
4. Discretion - the capacity of a policeman to use his wise and appropriate judgment on every incident or to
decide wisely on a given situation.
5. Duty manual - a book of instruction that describes the procedures and defines the duties of officers
assigned to specified post or position.
6. Jurisdiction - the lawful right to exercise lawful authority, whether executive, legislative, or to decide wisely
on a given situation.
7. Leave of Absence - a period during which an officer is excused from active duty by any valid or acceptable
reason, approved by higher authority.
8. Length of Service - the period of time that has elapsed since the oath of office was administered. Previous
active services may be included or added.
9. Manage - to direct or conduct the affairs or interests of various unit or units, to control the direction,
operation, and business of (as in a police unit or police unit or police organization as a whole).
10. Off duty - the nature of which the police officer is free from specific routine duty.
11. On duty - the period when an officer is actively engaged in the performance of his duty; also called active
duty.
12. Order - an instruction given by a ranking officer or a subordinate, either a General Order, Special Order, or
Personal Order.
13. Organize - to form (as in a police unit) for the purpose of accomplishing a common objective; or to arrange
systematically a group (as in police unit/s).
14. Organizing - the act of systematically arranging police units in hierarchical order to perform specific
function to achieve desired objectives.
15. Police - an individual or group of individual usually civil officers tasked by the government to maintain
peace and order and to enforce any law relative to public order and public safety.
16. Police Accountability - the inherent responsibility of the police organization to be answerable for the
misconducts committed by its members. It also refers to the legal responsibility of the police
officers to face any consequence that may arise while exercising their powers, duties, and
functions.
17. Police Administration - it is basically an organizational process concerned with the implementation of
objectives, and plans, and internal operating efficiency of the police organizational process
concerned with implementation of objectives, and plans, and internal operating efficiency of the
police organization. It often refers to the bureaucratic structure and behavior which is relatively
routine decision making and maintenance of the internal status quo in the police
administration.
18. Police Functions - the duties and responsibilities explicitly carried by police agencies to meet the
demands concerning public order and public safety.
19. Police Management - the art or manner of administering, controlling, or handling all the various aspects of
the police organization; or the skillful use of means to accomplish the task, purpose, or
objectives of a police unit or organization.
20. Police Organization - a number of police units systematically arranged for some purpose or objective.
21. Police Politics - it is the study of public administration or affairs of the government in relation to police
matters; or maneuvering for power within the police organization.
22. Police Power - it is the power of the government to impose what it considers reasonable restrictions on the
liberties of its citizen for the maintenance of public order and safety.
23. Report - usually a written communication unless otherwise specifies to be verbal reports; should be
confirmed by written communication.
24. Special Duty - in the police service, the nature of which requires that the officer be excused from the
performance of his active regular duty.
25. Sick Leave - a period wherein officer is excused from active duty by reason of illness or injury.
26. Suspension - a consequence of an act which temporarily deprives an officer from the privilege of
performing his duties as result of violating directives or other department regulations.

B. POLICE ORGANIZATIONAL UNITS

1. Functional Units - the components of the police organization designed to work or perform specific tasks.
a. Bureau - the largest organic functional unit within a large department. It comprises of numbers of divisions.
b. Division - a primary subdivision of a bureau.
c. Section - functional unit within a division that is necessary for specialization.
d. Unit - functional group within a section; or the smallest functional group within an organization.

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2. Line Units – These components of the police organization are those personnel or human resources that
directly interact with the public. Included are those from traffic. Patrol and investigation units.
3. Geographical (territorial) units - These components of the police organization are based on territorial
jurisdiction.
a. Post - a fixed point or location to which an officer is assigned for duty, such as a designated desk or office
or an intersection or cross walk from traffic duty. It is a spot location for general guard duty.
b. Route - a length of streets designated for patrol purposes. It is also called LINE BEAT.
c. Beat - an area assigned for patrol purposes, whether foot or motorized.
d. Sector - an area containing two or more beats, routes, or posts.
e. District - a geographical subdivision of a city for patrol purposes, usually with its own station.
f. Area - a section or territorial division of a large city each comprised of designed districts.

C. POLICE TERMINOLOGIES
a. Sworn Officers - personnel of the police department who took his oath of office and thus possesses the
power to arrest.
b. Superior Officer - a police officer having supervisory responsibilities (either temporary or permanent)
over an officer of lower rank.
c. Subordinate - an officer belonging to the lower or inferior rank.
d. Commanding Officer - a police officer in command of a police department, bureau, division, or
area/station.
e. Ranking Officer - a police officer having the most senior/highest rank in a unit or group of police officers.
f. Commissioned Officer (PCO) - a police officer with a rank of Police Inspector and higher.
g. Non-Commissioned Officer (PNCO) - a police officer with a rank of Senior Police Officer IV and lower.

D. POLICE FUNCTIONS
Simply refers to the tasks specifically performed by the police organization as mandated by existing
laws. Police functions are responsibilities designed for law-enforcement agencies that must be carried out to
satisfy the public's demand concerning peace and order. Police functions could either be line functions or staff
function.
a. LINE FUNCTIONS - are those police operations designed to meet the basic police mission.
Examples are: patrol operation, criminal investigation, traffic direction and control, and crime prevention.
b. STAFF FUNCTIONS - are those that exist to support line functions, either directly or indirectly. For
examples: the planning and research, inspection, police records systems, communication system, budgeting,
crime laboratory examinations, and public relations.

Staff functions can be further can be broken down into two types:
AUXILIARY/SUPPORT SERVICE and ADMINISTRATIVE SERVICES. Under this arrangement, auxiliary or
support units such as communications and crime laboratory services are changed with the responsibility of
giving immediate assistance to the operations of line elements. In contrast, administrative staff units, such as
personnel and training provide services that are of less immediate assistance and are supportive of the entire
police department.

E. SPECIFIC POLICE FUNCTIONS

In the original Police Manual (Section 1 of Rule 17), the police have the power and duty to:
a. Maintain peace and order
b. Enforce the laws in their respective assigned jurisdictions
c. Prevent crimes
d. Make arrest, searches and seizures in accordance with law
e. Investigate crime
f. Prosecute offenders (bring offenders to justice)
g. Insure public safety
h. Protect life and property

F. TYPES POLICE ORGANIZATION ACCORDING TO STRUCTURE

The police organizational structure is a visual means of depicting by an arrangement of symbols, the
relationship that exist between individuals, group and functions within the police organization. Lines of authority
and responsibility and functional relationships between group and individual are shows in graphic form. Even
the most innovative type of modern police organization is just a modification of any of the classical types of
police organizations. There are 3 basic types of police organization line type and staff type, and functional type.
The modern type of police organization is the matrix type.

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1. Nature of the Line Type Police Organization

The line type police organization is a straight line organization, often called the individual, military, or
departmental type of organization. This is the simple, oldest and clearest form of police organization. Authority
and responsibility flows from the top to bottom of the police organization in a clear and unbroken line thus,
authority is defined and absolute.

Advantages:

a. Perhaps its greatest advantage is that it is utterly simple in structure.

b. Promotes division of work to specific police units with one officer in charge having complete control
thus, directly responsible or accountable for results.
c. Quick decision can be made because direct line authority and because of these direct lines, each
member of this command known to whom he is accountable and who is accountable to him.
d. Responsibility for making decision is well identified.
e. Coordination of effort is relatively easy to achieve because functional overlapping between units,
which is a common cause of conflict, can be minimized.

Disadvantages:
a. Supervisory personnel are too often required to perform the duties of specialist because little use is
made of the later for giving advised to the line units.
b. It is also difficult to establish functional definition at the outset, but once it has been achieved,
duplication of effort is reduced.
c. If jealousies exist between managers of various units, each unit tends to become
“departmentalized”, with the result of the harmony will be reduced and internal frictions will arise.

2. Nature of Line and Staff police organization

The line and staff type of police organization combines line units with staff (support) units so that
services or knowledge of staffs or specialist can be provided to police officers performing line function. As
demands for police services increases, there is a need to add internal support functions so that the line
functions can continue to provide direct services to the public.
Advantages:
a. Police staffs or specialists provide expert advice to the lie officers in special knowledge areas as
demonstrated by demonstration of legal advisors.
b. Line officers are relieved from doing tasks they least prefer to do or at least qualified to do such as
training and scientific analysis of physical evidence.
c. Special problems such as police corruption are reduced or eliminated because of the greater
expertise they bring to bear on the issue and greater amount of time they do to devote to the
problem.
d. Channels of responsibility and authority are left intact since the specialists responsibility to “think
and provide expertise” for the officers which are responsible for “doing”. The line supervisor must
remember that he obtain advises from staffs specialists, not commands.

3. Nature of the Functional type of Police Organization

In its pure form, functional type of organization is rarely found in the present day organization
except at near the top level, structuring the police organization in this manner violates the prime rule that MEN
PERFORMS BEST WHEN THEY HAVE ONE SUPERVISIOR.
Advantages:
a. Responsibility and authority is divided between several police specialists.
b. Functional responsibility of each police supervisor is limited to the particular activity over which he
has control, regardless of who performs the functions.
Disadvantages:
a. Coordination of efforts becomes difficult since the employees responsible for the results may be
subject to the functional direction of several persons.
b. Discipline is difficult to administer because of multi headed leadership.

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c. Line of authority and responsibility are fragmented into many functional channels making each
supervisor responsible for several superiors depending on the functions he happens to be
performing.
d. Existence of considerable conflict among the line administrators resulting in much confusion among
line personnel.

G. THE PRINCIPLES OF POLICE ORGANIZATION

a. Principle of Unity of Objectives – an organization is effective if it enable the individuals to contribute to the
organization’s objective.
b. Principle of Organization Efficiency – organization is effective if it aids the accomplishment of objective
within minimum costs.
c. Scalar Principle – shows vertical hierarchy which defines an unbroken chain of units from top to bottom.
The scalar principles are the Line of Authority, span of control, delegation of authority and unity of
command.
 Unity of Command – that subordinates should be under the control of one superior.
 Span of Control – that control of supervisors should not be more than what he can effectively direct.
 Delegation of Authority- that delegation must carry with its appropriate responsibility.
d. Functional Principle – refers to the division of work according to type, place and specialization.
e. Line and Staff – a system of varied functions arranged into workable pattern.
f. Principle of balance – application of principles must be balance to ensure effectiveness.
g. Principle of Delegation by Results – authority delegated should be adequate to ensure expected results
h. Principle of Absoluteness of Responsibility – responsibility of subordinates to their superior is absolute
and the superior cannot escape responsibility for the organization on activities performed by subordinates.
i. Principle of Party and Responsibility - responsibility for action cannot be greater than that implied by
authority.
j. Authority Level Principle – decisions within the authority of individual commander should be made by them
and not be returned upward in the organizational structure.
k. Principle of Flexibility - the more flexible organization the more it can fulfill its purpose.

H. POLICE LEADERSHIP
Types of Leadership
1. Laissez faire/free reign – normally exercises a minimum of control over subordinates and in many
cases will abdicate supervisory authority and responsibility by allowing subordinates to makes
decisions by themselves with very little guidance and direction. Free reign leaders are rarely effective in
the organization setting and often fail to retain control under crisis situations.
2. Autocratic leader – one that relies almost totally on formal organization power authority. They usually
succeed best in pressure-type or emergency situations but not as well as under more leisurely
conditions.
3. Democratic leader – normally employs a more participative style of management in which
subordinates are allowed to offer suggestions and become involved in making decisions that affect
them. While democratic leader relinquish their authority, they trend to share with their follower thereby
creating more open and democratic sense of organizational commitment. Democratic leaders are more
successful in developing skills and capabilities of their subordinates and promoting a greater degree.

iii. REFERENCES:
a. Jesster P. Eduardo, PhD., Chapter I: Law Enforcement Organization and Administration with Inter-
Agency Approach, Mindshaper Publishing House.
b. Mathew P. Langbis, Ph.D., Handouts in Police Organization and Administration with Police Planning

iv. ASSESSMENT: Write your answers in a 1 whole sheet of yellow paper and send it to our group chat.
Follow the instructions and please avoid erasures.
A. MULTIPLE CHOICES. Choose the letter of the correct answer. Capital letters only.
1. Mario Pineda successfully passed the screening process of the PNP and took his oath in Regional Training
Center 1. Therefore, he is already considered as – 
a. Sworn officer  b. Commanding officer  c. Superior officer  d. Ranking officer
2. Simon Malapit was involved in a traffic accident and had an injury. Hence, he is excused from active duty.
a. Suspension b. Sick Leave c. Off duty d. Leave of Absence
3. It is a failure of a police officer to report for regular duty without prior permission from his superiors.

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a. Suspension b. Sick Leave c. AWOL d. Leave of Absence

4. It is to direct or conduct the affairs or interests of various unit or units to control the direction, operation, and
business.
a. Organize b. Report c. Manage d. Discretion
5. Police Brigadier General Marco Palit supervises the non-commissioned officers at PRO1. Thus, he is
considered as- 
a. Superior Officer b. Commanding Officer c. Ranking Officer d. Sworn officer
6. The various units of police organization are the following except –
a. Police Units b. Functional Units c. Staff Units d. Geographical Units
7. The unit within a division which is necessary for specialization.
a. Unit b. Section c. Bureau d. Division
8. The straight line organization which is often called the individual, military or departmental type of
organization. It is the simplest and clearest form of police organization.
a. Functional Type b. Staff Police Organization c. Line Type Organization d. Line and Staff Police
Org.
9. The area assigned for patrol purposes whether by foot or by vehicle.
a. Post b. Beat c. Area d. Sector
10. The largest organic functional unit within a large department.
a. Unit b. Section c. Bureau d. Division

B. IDENTIFICATION. Identify the terms being referred to by the statements below. Capital Letters only.
_____________________1. A book of instruction that describes the procedures and defines the duties of
officers assigned to specified post or position.
_____________________2. The largest organic functional unit within a large department. It comprises of
numbers of divisions.
_____________________3. A consequence of an act which temporarily deprives an officer from the privilege
of performing his duties as result of violating directives or other department regulations.
_____________________4. The principle wherein the responsibility of subordinates to their superior is
absolute and the superior cannot escape responsibility for the organization on activities performed by
subordinates.
_____________________5. A personnel of the police department who took his oath of office and thus
possesses the power to arrest.
_____________________6. It is the power of the government to impose what it considers reasonable
restrictions on the liberties of its citizen for the maintenance of public order and safety.
_____________________7. This type of leadership normally employs a more participative style of
management in which subordinates are allowed to offer suggestions and become involved in making decisions
that affect them.
_____________________8. An area containing two or more beats, routes, or posts.
_____________________9. A functional unit within a division that is necessary for specialization.
_____________________10. A principle of police organization wherein the responsibility for action cannot be
greater than that implied by authority.
_____________________11. It states that the more flexible organization the more it can fulfill its purpose.
_____________________12. The rules established by department directors/supervisors to control the conduct
of the members of the police force.
_____________________13. This principle shows vertical hierarchy which defines an unbroken chain of units
from top to bottom
_____________________14. An organization is effective if it enable the individuals to contribute to the
organization’s objective.
_____________________15. The subordinates should be under the control of one superior.
_____________________16. This is the simple, oldest and clearest form of police organization. Authority and
responsibility flows from the top to bottom of the police organization in a clear and unbroken line thus, authority
is defined and absolute.
_____________________17. An individual or group of individual usually civil officers tasked by the
government to maintain peace and order and to enforce any law relative to public order and public safety.
_____________________18. Combination of line units with staff (support) units so that services or knowledge
of staffs or specialist can be provided to police officers performing line function.
_____________________19. A period during which an officer is excused from active duty by any valid or
acceptable reason, approved by higher authority.
_____________________20. The inherent responsibility of the police organization to be answerable for the
misconducts committed by its members. It also refers to the legal responsibility of the police officers to face
any consequence that may arise while exercising their powers, duties, and functions.

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DATA CENTER COLLEGE OF THE PHILIPPINES

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LEA1: Law Enforcement

Organization
And Administration
With Inter-Agency Approach

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CLARIZ JANE LUZ BULOSAN, RCrim

Criminology Instructor

___________________________________________
Name of Owner

Police Administration & Management

What is Administration? It refers to the general managing and organizing that occurs at the highest level of an
organization. It entails the establishment of the department's overall purposes or mission as well as the establishment of
policies and procedures which serve as guideposts for the department to achieve its overall purposes.

What is Police Administration? It means managing and organizing the police or policing. Relatively, the person that
manages the police is called as.

Police Administrator or Police Manager. The primary concerns of police administration are:
1. the performance of management duties within police departments; and
2. the implementation of policies and programs related to crime, disorder and public safety.

What is Police Organization? It refers to an entity or institution with hierarchal structure formed to achieve a common
goal (maintenance of law and order, ensuring public safety, and protection of life and property) or perform any of kinds
law enforcement function, policing activities, and the like. The police being referred herein is the Philippine National
Police.

Police Organization and Police Management

What is Organization in Police Administration? Organization, the first component within administration, refers to
structuring or staffing, or the placing of people in the department. Organization should be accomplished in a manner
that facilitates the working relationship of a personnel and goal attainment. Organization corresponds to the bones that
structure or give form to the body. The placement of bones and the manner in which they are put together determines
the effectiveness of the body's performance. It must be structured properly so it be effective in fulfilling its many,
diverse goals.

What is Management in Police Administration? Management, the second component within administration, refers to
the processes administrators use to give an organization direction and to influence people to work toward
organizational goals. It is the action taken by administrators to implement decisions and policies. Organization and

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management are related in a way that department's organization directly affects the management style used by
commanders and supervisors. A manager-in making decision, leading, or commanding is restricted by the structure of
the department in terms of the number of subordinates, amount of authority, and type and degree of responsibility.

Management consists of those activities which are designed to induce cooperation and facilitate work.
Managers are involved in activities such as decision making, planning, providing direction, leading, communicating, and
motivating.

Two General Aspect of Management

1. Organizational Maintenance. It refers to those administrative activities that maintain the department's ability to
respond to public needs. Organizational Maintenance includes activities such as staffing, training and organizational
development. These activities enable the department to be in a better position to respond to any need, situation, or
crisis.

2. Adaptation. It refers to the fact that public expectations and needs are constantly changing, requiring the department
to change or adapt to these changes. If a community is confronted with an increase in gang violence, the department
must be able to react to this new threat. The effective administrator is an understanding visionary who is able to realize
community needs and steer the department toward those identified ends. Simultaneously, the effective police
administrator manages the department so that it accomplishes goals and provides employees with a fulfilling work
environment.

Interaction between Environment and Organization

System theory provides a good understanding of the interaction between the environment and an organization.
A system is as "collection of objects united by some form of regular interaction and interdependence." System theory
defines two categories of system, closed systems and open systems. Each can serve a philosophical basis for
understanding how administration relates to the environment.

1. Closed Systems. It connotes a managerial philosophy whereby planning, decision-making, and day-to-day operations
are conducted without regard to the environment. The values, priorities, and opinions held by people within the
organization, and too often by only those at the top, provides the guidance for administration when the closed system
philosophy predominates.

2. Open Systems. Managers adhering to the open-system philosophy, on the other hand, view the organization as being
involved in dynamic interaction with the environment. This philosophy is based on the perspective that the environment
affects the organization; the action of one institution in the environment will, to some degree, affect the action of other
institutions in the environment. Open systems managers react to changes in the environment and balance the action of
the organization with the environmental situation.

Management Theories

Frederick Taylor's Four Principles of Scientific Management (1991)

1. Science, not the rule of thumb. Replace working by "rule of thumb," or simple habit and common sense, and instead
use the scientific method to study work and determine the most efficient way to perform specific tasks.
2. Harmony, not discord. There must be a coordination of the activities of the employees and not discord. Rather than
simply assign workers to adjust any job, match workers to their jobs based on capability and motivation, and train them
to work at maximum efficiency.
3. Cooperation, not individualism. There should be an environment of cooperation in the organization, of mutual
interest. Monitor worker performance, and provide instructions and supervision to ensure that they're using the most
efficient ways of working.
4. Development of every person to his greatest efficiency. Motivation it to be provided to greatest efficiency to every
member of the organization. Allocate the work between managers and workers so that the managers spend their time
planning and training, allowing the workers to perform their tasks efficiently.

Note: Frederick Taylor is considered to as the Father of Scientific Management.

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Henri Fayol's 5 Management Functions (1916)

1. Planning. A good plan of action should be flexible, continuous, relevant and accurate, as it unifies the organization by
focusing on the nature, priorities and condition of the business, longer-term predictions for the industry and economy,
the intuitions of key thinkers, and strategic sector analyses from specialist staff groups.

For effective planning, managers should be skilled in the art of handling people, have considerable energy and a
measure of moral courage, have some continuity of tenure, be competent in the specialized requirements of the
business, have general business experience and the ability to generate creative ideas.

2. Organizing. Organizing is as much about lines of responsibility and authority as it is about communication flow and
the use of resources. Fayol lays down the following organization duties for managers:

a. ensure the plan is judiciously prepared and strictly carried out, see that human and material structures are
consistent with objectives;
b. resources and general operating policies;
c. set up a single guiding authority and establish lines of communication throughout the organization;
d. harmonize activities and coordinate efforts, formulate clear distinct and precise decisions;
e. arrange for efficient personnel selection;
f. define duties clearly;
g. encourage a liking for initiative and responsibility;
h. offer fair and suitable recompense for services rendered, make use of sanctions in cases of fault and error;
i. maintain discipline;
j. ensure that individual interests are subordinated to the general interest;
k. pay special attention to the authority of command;
l. supervise both material and human order;
m. have everything under control; and
n. fight against an excess of regulations, red tape and paperwork.

3. Commanding. Managers who have command should:

a. gain a thorough knowledge of their personnel;

b. eliminate the incompetent (Fayol takes pains to point out that any decision to separate with an employee
should be the result of careful thought, that the employee should have had fairly assigned work for which (s)he was
trained, that (s)he was fairly and objectively appraised and honest feedback was provided that (s)he had been given
every opportunity for additional training, offered guidance and that, where possible, (s)he was re-assigned to alternative
work. Fayol also mentions procedures involving written warnings and protection against bias and "inequities");
c. be well versed in the agreements between the business and its employees;
d. set a good example;
e. conduct periodic audits of the organization;
f. bring together senior assistants to ensure unity of direction and focus of efforts;
g. not become engrossed in detail;
h. aim at the energy, initiative, loyalty and unity prevail amongst staff.
4. Coordinating. Coordination involves determining the timing and sequencing of activities so that they mesh properly,
allocating the appropriate proportions of resources, times and priority, and adapting means to ends.

5. Controlling. Control: Controlling means:

a. checking that everything occurs according to the plan adopted, the principles established and the instructions
issued;
b. taking appropriate corrective action;
c. periodically checking for weakness, errors and deviations from the plan;
d. checking that the plan is kept up to date (it is not cast in stone but adapts to changing developments).

Fayol's Principle of Management

1. Division of Work. Dividing work among the workforce helps improve the quality of the overall product. Henri Fayol
said that specialization in work increases the productivity and improves efficiency. Division of labor also leads to the
specialization, accuracy, and speed of the workers. The principle is applicable both in managerial as well as technical
work.

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2. Authority and Responsibility. These two key things in management work hand in hand. While authority enables the
management to delegate work, responsibility makes them accountable for any work done under their leadership. Henri
Fayol said that the power of authority accompanying responsibility gives the management the right to order
subordinates along with a duty to be liable for acts of their subordinates.

3. Discipline. This third principle propagated by Henri Fayol is one of the core values in any system. Good behavior and
civilized interactions make the management work smoothly and efficiently. Good conduct by employees also helps them
smoothly progress in their careers.

4. Unity of Command. It basically means following a chain of command. A person should ideally answer to just one boss.
If an employee is given work from more than one boss, there arises a conflict of interest. This can lead to confusion
among the employees and hard to pin accountability.

5. Unity of Direction. There must be a unified goal; this principle is crucial as it incorporates the idea of a workforce
working a singular direction with a unified aim. The responsibility of planning falls on the manager and he also must
monitor the progress towards said goal.

6. Subordination of Individual Interest. This emphasizes the standard rule for any organization is the work on the
collective interest of the organization as a whole rather that personal interest of an individual. This principle states that
the interest of and individual will subordinate to the objectives of the organization.

7. Remuneration. Remuneration in an organization plays as a motivational force that keeps the employees fueled to do
well. This remuneration should be in tandem with the efforts that they put in. Remuneration may be monetary or non-
monetary. At the end, the employee must feel that he is appropriately rewarded for his efforts.

8. Centralization. Depending on the size of the organization, it is important that the power is centralized to an extent
that the decision making is judicious at all levels and not arbitrary. This will also depend on the size of the organization.
Henri Fayol said that there must be a balance in the hierarchy and division of power.

9. Scalar Chain. Henri Fayol talks about a clear line of hierarchy from the top rung to lowest. So that every employee
knows his/her immediate senior in the times of conflict or crisis. But also, the employee must be able to contact any
person in the hierarchy without hesitation during a time of crisis.

10. Order. There must be a proper defined order maintained at the work premises so that it makes for a conducive work
environment. The right environment in the place of work will boost productivity.

11. Equity. Employees should be treated with equality and respect. This is among the core values of management. It will
fall on the manager to ensure that there is no discrimination of any kind happening in the workplace.

12. Stability. An employee is able to deliver better when he is secure in his job. It is the duty of the management to offer
job security to their employees along with a promise of growth. Minimizing employee turnover is important and
beneficial to the management as well.

13. Initiative. The management must encourage its employees to take initiatives in the organization. It will make them
feel valued and develop their interest.

14. Esprit de Corps (Camaraderie). This is one of the core principles a management must ensure; that the team remains
constantly motivated and is cooperative with each other. It is very important to develop mutual trust among employees
as it leads to a positive work environment.

Note: Henri Fayol is a Father of Modern Management. Fayol's research output was based on his
observation and experimentation.

Luther Gulick's Principles of Organization (1937)

1. Division or work. Luther Gulick considers division of work as the foundation of the organization and the reason to
form it. Other compelling reasons of work division are the following:
a. Human Nature. Men differ in nature, capacity and skill, and gain greatly in dexterity by specialization.
b. Time. The same man cannot be at two places at the same time.
c. Space. The range of knowledge and skill is so great that a man cannot within his life span know more than a small
fraction of it.

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Limits of Division. There are three clear limitations in which the division of labor cannot go to advantage:
a. The volume of work involves in man-hours. This is about the working hours of a worker in an organization whether
part-time or full-time.
b. The technology and custom at a given time and place. In a church for example, custody and cleaning is by custom the
work of the sexton.
c. The subdivision of work must not pass beyond physical division into organic division. In the case of a cow, you cannot
let half front of the body to be in the pasture grazing and the other half in the barn being milked.

The Whole and the Parts. It is axiomatic that the whole is equal to the sum of its parts. In dividing up any "whole", be
certain that every part, including unseen elements and relationships, is accounted for. Letting only one man to do all the
work will just be a menace. The more the work is subdivided, the greater is the need of overall supervision and co-
ordination. Co-ordination must be won by intelligent, vigorous, persistent and organized effort.

2. Coordination or Work. This can be achieved in two ways:

a. By organization. By interrelating the subdivisions of work by allotting them to men who are placed in a
structure of authority, so that the work may be coordinated by orders of superiors to subordinates, reaching from top to
the bottom of the enterprise.
b. By dominance of an idea. This requires the development of intelligent singleness of purpose in the minds and
wills of those who are working together as a group, so each worker will of his own accord fit his task into the whole with
skill and enthusiasm.
3. Span of Control. The span of control depends on the element of diversification of function, element of time, and
element of space. The number of subordinates is determined by the nature of work, the nature of the executive and the
size and function of the organization.
4. One Master. "A man cannot serve two masters" is considered a theological argument because it was already accepted
as a principle of human relation in everyday life. In administration, the principle of "unity of command" will prove that a
workman subject to order from several superiors will be confused, inefficient and irresponsible; but a workman subject
to orders from one superior may be methodical, efficient, and responsible. Unity of command refers to those who are
commanded, not to those who issue the commands.
5. Technical Efficiency. One efficient concept for this is the principle of homogeneity (similarity). The group must be
unified by the work they perform, the processes they utilize, and should have the same purpose. In single unit work
divisions, which are non-homogeneous in work, in technology, or in purpose will encounter danger of friction and
inefficiency. In the same manner, a unit based on a given specialization cannot be given technical direction by a layman.
6. Cavemus Expertum. This means that technical experts, sometimes, assume knowledge and authority in the fields
where they have no competence. Professionals consider themselves as having the profound sense of omniscience but
they have their limitations. The true place of experts is "on tap, not on top." That efficiency will be secured more
through the use of technical specialists to establish control but not to do supervisory control. A government which
ignores the conditions of efficiency cannot expect to achieve efficiency.

Luther Gulick's Responsibilities of Police Administrators (POSDCORB)

1. PLANNING. It is the determination of what is to be accomplished (goals) and how is it to be accomplished.
2. ORGANIZING. It is the application of the organizational principles in determining the department's formal
organization, including the chain of command, job specialization, and how various units coordinated.
3. STAFFING. It is the personnel function, particularly focusing in recruitment, training, placement, and promotion of
competent, qualified applicants.
4. DIRECTING. It is where managers provide directions to employees in terms of policies and orders.
5. COORDINATING. It is the task of interrelating the numerous competent units within the organization to ensure goal
accomplishment.
6. REPORTING. It is the task of keeping everyone informed regarding operations through verbal and written directives,
records, and inspection.
7. BUDGETING. It is the task of fiscal planning, accounting, and control to ensure that department has the resources
necessary to pursue goals and objectives.

Max Weber's Bureaucratic Form: Six Major Principles

1. A Formal Hierarchical structure (Chain of Command). In a bureaucratic organization, each lever controls the level
below it. Also, the level above it controls it. A formal hierarchy is the basis of central planning and centralized decision-
making.

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2. Rules-based Management (Strict observance of Rules and Regulations). The organization uses rules to exert control.
Therefore, the lower levels seamlessly execute the decisions made at higher levels.
3. Functional Specialty Organization (Specialization and Division of Labor). Specialists do the work. Also, the
organization divides employees into units based on the type of work they do or the skill they possess.
4. Up-focused or In-focused Mission. If the mission of the organization is to serve the stockholders, board, or any other
agency that empowered it, then it itself and those within it (like generating profits, etc.), then it is in-focused.
5. Purposely Impersonal. Bureaucratic organizations treat all employees equally. They also treat all customers equally
and do not allow individual differences to influence them.
6. Employment-based on Technical Qualifications (Selection and Promotion Based Qualifications). Selection as well as
the promotion of employees is based on technical qualifications and skills.

Herbert Simon's Proverbs of Administration (1946)

1. Specialization. Administrative efficiency is increased by a specialization of the task among the group.
2. Unity of Command. Administrative efficiency is increased by arranging the members of the group in a determinate
hierarchy of authority. This proverb requires that a subordinate should not have multiple superiors from whom he
receives orders. This is clear enough.
3. Span of Control. Administrative efficiency is increased by limiting the span of control, at any point in the hierarchy to
a small number.
4. Organization. Administrative efficiency is increased by grouping the workers, for purpose of control, according to (a)
purpose, (b) process, (c) clientele, or (d) place.

Key to Leadership Effectiveness

1. PERSONALITY. Successful leaders have a pleasing personality. Personality is the sum of physical, mental, and social
qualities. Personality is the only characteristic of a good leader to influence the subordinates.
2. HUMAN SKILLS. The human skills refer to interpersonal skills. The leader must understand the feelings, emotions, and
expectations of the subordinates. Such knowledge would enable the leader to develop interpersonal relationships with
the subordinates, which is vital in any organization.
3. COMMUNICATION SKILLS. Effective leaders are good communicators. Effective communication in three critical areas
is the key to win trust and confidence of the subordinates.
4. ADMINISTRATIVE SKILLS. Leadership should be administered as required to undertake management functions such as
planning, organizing, directing, and controlling.
5. DECISION MAKING. Leadership effectiveness helps leaders in effective decision making. There is a need to identify the
problems. Accordingly, alternation solutions must be listed. After analyzing the cost-benefit of every alternative solution,
the leaders need to select the best solution to solve the problem.
6. CONCEPTUAL. Leadership should be conceptual as it helps to visualize and analyze problems or situations. A top-level
leader considers a long-term perspective. They need to handle difficult or complex situations.
7. INNOVATIONS. Leadership should bring in innovation in an organization. Innovation should be creative. Therefore,
the leader should have the imagination to develop new ideas or to handle activities or situations. A good subordinate
expect the leader to be innovative.
8. INITIATIVE. The quality of leadership should be initiated. Effective leadership can take place only when the leader is at
the position to do the right things at the right time without being reminded. The decision should be taken without
causing delay and inconvenience to others. Therefore, the leader should initiate the subordinates as well.
9. INTELLIGENCE. An intelligent leader is efficient enough to make decisions and to deal with people. There is a need to
have intellectual intelligence and emotional intelligence. This would enable leaders of taking the right decision not only
in the interest of the organization but also in the interest of employees.
10. ETHICS AND VALUES. Leadership effectiveness also invites ethics and values. There shouldn't be any kind of cheating
and manipulation. It is important to have honesty, integrity, compassion, and courage among the leaders.
11. RESPECT AND TRUST. People are naturally drawn to leaders whom they trust and respect. Fear and control-based
leadership could get some followers in the short-term, but such coercive leaders will not earn the loyalty of
subordinates. To build a loyal team, a leader must be trustworthy.
12. DELEGATION. One cannot do everything. The leader needs to delegate tasks effectively. The leader needs to know
each member's strengths and weaknesses and delegate responsibility accordingly. This would make the team members
feel appreciated and recognized.
13. APPRECIATION. A leader should value its team member and should make each member feel valued. Each member of
the team feels his/her role is important and appreciated. Praise in public and criticize in private.

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14. HANDLING SUCCESS AND FAILURES. It is very important that a great leader should know how to handle each success
and failure. Celebrate the successes. At the same time, the leader should learn from the failures. Remember-whenever
there is a success; attribute it to the entire team. When the team faces a failure, accept responsibility for the failure.

Leadership Qualities Shaping the Path of Success

1. HONESTY AND INTEGRITY. A leader simply cannot expect honesty out of his subordinates if he doesn't follow the
same path. For doing this, leaders need to stick to their core beliefs ok and follow the ethical path while dealing with
employees.
2. INTELLIGENCE. This is an extremely important leadership quality as the manager often needs to exercise scientific
thinking while analyzing a particular situation. In spite of possessing the same level of knowledge as that of his
subordinates, a leader is expected to show greater intelligence while taking decisions. For this, he might be required to
interpret various problems faced in a clear and accurate manner before searching out a viable solution.
3. PHYSICAL STAMINA. Apart from having a charming personality, the leader should also have a high level of physical
agility. He is always expected to be on his toes while dealing with daily affairs in a dynamic manner. This leadership
quality reap good results once the manager act like a member of the group and steers his subordinates towards the
ultimate goals.
4. CONFIDENCE. This leadership quality can help managers in gaining the respect of subordinates and boosting up their
morale. To achieve this, the leaders needs to have conceptual knowledge on the subject matter which in turn can assist
him in making better decisions.
5. EMPATHY. Most managers abide by a dictatorial style of leadership thus neglecting empathy in it entirely. This is why
they fail to establish a close connection with the employees. Empathy is an ideal leadership quality which instigates the
manager to understand the problems faced by his subordinates.
6. COMMUNICATION SKILLS. A leader needs to clearly communicate his vision to the entire team. He should also share
the strategy he wishes to adopt for achieving a particular goal. Words hold the power to spread confidence and
motivation amongst subordinates and a leader needs to exercise this opportunity to the fullest.
7. FLEXIBILITY. A leader needs to exercise open-mindedness in his operation by absorbing new ideas whenever required.
He should also be ready to alter his decision after considering the validity of points presented by his subordinates.

CHAPTER II

THE PNP: A PRIMARY LAW ENFORCEMENT AGENCY

This chapter provides the legal status of the PNP including its roles as Community Service Oriented Police. All national
laws, NAPOLCOM Memorandum Circulars and PNP Resolutions governing the PNP administrative and operations are
integrated in this chapter.

EXPECTED LEARNING OUTCOMES

At the end of this chapter, students are expected to have:

a. recognized the legal bases for the creation of the PNP, as well as the NAPOLCOM;

b. acquired sufficient knowledge about the PNP as the primary police organization in the country to include its
structures, ranks, appointments, promotions, attrition and the like;

c. analyzed the Disciplinary Mechanisms of the PNP and familiarized the flow or process of litigation, range of
(imposable) penalties, as well as offenses;

d. understood the roles of the local government executives or units in the PNP organization and operation;

e. identified the applicable trainings and courses, as well as the appropriate trainings schools for PNP uniformed
personnel;

f. evaluated the use of PNP doctrines or principles; and

g. familiarized the PNP awards, as well as their value.

Lesson 1. The Philippine National Police: An Overview

The PNP is the primary law enforcement agency in the country. It shall be a community and service-oriented agency
responsible for the maintenance of peace and order and public safety. The PNP shall be so organized to ensure

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accountability and uprightness in police exercise of discretion as well as to achieve efficiency and effectiveness of its
members and units in the performance of their functions.

Legal Bases of PNP

1. 1987 Philippine Constitution, Article XVI, Section 6. The State shall establish and maintain one police force, which
shall be national in scope and civilian in character, to be administered and controlled by a National Police
Commission (NAPOLCOM). The authority of local executives over the police units in their jurisdiction shall be
provided by law.

under a Reorganized Department of the Interior and Local Government, and

2. Republic Act 6975. An Act Establishing the Philippine National Police for Other Purposes or DILG Act of 1990.131

3. Republic Act 8551. An Act Providing for the Reform and Reorganization of the Philippine National Police and for Other
Purposes, Amending Certain Provisions of R.A. 6975 or Philippine National Police Reform and Reorganization Act of
1998.

4. Republic Act 9708. An Act 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. Amending for the
Purpose Pertinent Provisions of R.A. No. 6975 and R.A No. 8551).14

The National Police Commission

The NAPOLCOM is created for the purpose of effectively discharging the functions prescribed in the 1987 Philippine
Constitution and provided in the R.A. No. 8551. The Commission shall be an agency attached to the DILG for policy and
program coordination. The NAPOLCOM as a collegial body.

What is meant by Collegial Body? Collegial body means a governmental entity marked by power or authority vested
equally in each of a number of colleagues. [5]

Composition of the NAPOLCOM

1. It shall be composed of 1 Chairperson. The Secretary of the DILG shall be the ex-officio Chairperson while the Vice
Chairperson shall act as the Executive Officer both of the NAPOLCOM

2. Four Regular Commissioners. Three 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. The 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.
Provided, further, that at least 1 of the Commissioners shall be a woman.

3. The Chief of PNP as Ex-officio Member of the Commission.

What is meant by ex-officio member? An ex-officio member is a member of a body (such as the NAPOLCOM] who is
part of it by virtue of holding another office. It may also refer to holding a position or membership due to the power or
influence of one's office, and not by election or appointment.

The term ex officio is Latin, meaning literally from the office, and the sense intended is by right of office.

Accordingly, the rights of an ex-officio member are exactly the same as other members unless otherwise stated in
regulations or bylaws. In some groups ex-officio members may frequently abstain from voting.

Qualifications the Regular Member of the Commission

1. He or she is a citizen of the Philippines;

2. A member of the Philippine Bar with at least 5 years of experience in handling criminal or human rights cases or a
holder of a master's degree but preferably a doctorate degree in public administration, sociology, criminology, criminal
justice, law enforcement, and other related disciplines; and

3. The regular member coming from the law enforcement sector should have practical experience in law enforcement
work for at least five (5) years while the three (3) other regular commissioners must have done extensive research work

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or projects on law enforcement, criminology or criminal justice or members of a duly registered non-government
organization involved in the promotion of peace and order.

Term of Office of the 4 Regular and Full-time Commissioners

The four regular commissioners who shall be appointed by the President of the Republic of the Philippines shall serve for
a term of 6 years without re- appointment or extension.

Temporary or Permanent Incapacity of the Chairperson

In case of absence due to the temporary incapacity of the chairperson, the Vice Chairman shall serve as Chairperson
until the Chairperson is present or regains capacity to serve. In case of death or permanent incapacity or disqualification
of the chairperson, the acting chairperson shall also act as Such until a new chairperson shall have been appointed by
the President of the Republic of the Philippines and qualified.

Organizational Structure of the Commission .

1. Commission Proper. This is composed of the offices of the Chairman and 4 Commissioners.

2. Staff Services. The staff services of the Commission shall be as follows:

a. The Planning and Research Service. It shall provide technical services to the Commission in areas of overall
policy formulation, strategic and operational planning, management systems or procedures, evaluation and
monitoring of the Commission's programs, projects and internal operations, and shall conduct thorough
research and analysis on social and economic conditions affecting peace and order in the country.

b. The Legal Affairs Service. It shall provide the Commission with b. The Legal Affairs Service. efficient and
effective service as legal counsel of the Commission, draft or study contracts affecting the Commission and
submit appropriate recommendations pertaining thereto; and render legal opinions arising from the
administration and operation of the PNP and the Commission

c. The Crime Prevention and Coordination Service. It shall undertake criminological researches and studies;
formulate a national crime prevention plan; develop a crime prevention and information program and
provide editorial direction for all criminology research and crime prevention publications.

d. The Personnel and Administrative Service. It shall perform personnel functions for the Commission,
administer the entrance and promotional examinations for policemen, provide the necessary services
relating to records, correspondence, supplies, property and equipment, security and general services, and
the maintenance and utilization of facilities, and provide services relating to manpower, career planning and
development, personnel transactions and employee welfare.

e. The Inspection, Monitoring and Investigation Service. It shall conduct continuous inspection and
management audit of personnel, facilities and operations at all levels of command of the PNP, monitor the
implementation of the Commission's programs and projects relative to law enforcement; and monitor and
investigate police anomalies and irregularities.

f. The Installations and Logistics Service. It shall review the Commission's plans and programs and formulate
policies and procedures regarding acquisition, inventory, control, distribution, maintenance and disposal of
supplies and shall oversee the implementation of programs on transportation facilities and installations and
the procurement and maintenance of supplies and equipment.

g. The Financial Service. It shall provide the Commission with staff advice and assistance on budgetary and
financial matters, including the overseeing of the processing and disbursement of funds pertaining to the
scholarship program and surviving children of deceased and/or permanently incapacitated PNP personnel.

3. Disciplinary Appellate Boards. The Commission shall establish a formal administrative disciplinary appellate
machinery consisting of the National Appellate Board and the Regional Appellate Boards. See below

NAPOLCOM Regional Offices

The Commission shall establish, operate and maintain regional offices headed by regional directors who shall
implement the policies and programs of the Commission in their respective regions. For administrative purposes, the

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regional offices shall be attached to the general offices of the DILG. Subject to the standards that shall be prescribed by
the Commission, the regional offices shall likewise perform the functions of adjudication of benefit claims.[3]

Qualifications of Regional Directors of NAPOLCOM

1. He or she is a citizen of the Philippines, and

2. A holder of a master's degree and appropriate civil service eligibility.

Powers and Functions of the Commission

1. Exercise administrative control and operational supervision over the PNP which shall mean the power to:

a. Develop policies and promulgate a police manual prescribing rules and regulations for efficient organization,
administration, and operation, including criteria for manpower allocation, distribution and deployment, recruitment,
selection, promotion, and retirement of personnel and the conduct of qualifying entrance and promotional
examinations for uniformed members;

b. Examine and audit, and thereafter establish the standards for such purposes on a continuing basis, the performance,
activities, and facilities of all police agencies throughout the country;

c. Establish a system of uniform crime reporting;

d. Conduct an annual self-report survey and compile statistical data for the accurate assessment of the crime situation
and the proper evaluation of the efficiency and effectiveness of all police units in the country;

e. Approve or modify plans and programs on education and training, logistical requirements, communications, records,
information systems, crime laboratory, crime prevention and crime reporting;

f. Affirm, reverse or modify, through the National Appellate Board, personnel disciplinary actions involving demotion or
dismissal from the service imposed upon policemen by the Chief of the PNP;

g. Exercise appellate jurisdiction through the regional appellate boards over administrative cases against policemen and
over decisions on claims for police benefits;

h. Prescribe minimum standards for arms, equipment, and uniforms and, after consultation with the Philippine Heraldry
Commission, for insignia of ranks, awards, and medals of honor. Within 90 days from the effectivity of R.A. No. 8551, the
standards of the uniformed personnel of the PNP must be revised which should be clearly distinct from the military and
reflective of the civilian character of the police;

i. Issue subpoena and subpoena duces tecum in matters pertaining to the discharge of its own powers and duties, and
designate who among its personnel can issue such processes and administer oaths in connection therewith;

j. Inspect and assess the compliance of the PNP on the established criteria for manpower allocation, distribution, and
deployment and their impact on the community and the crime situation, and thereafter formulate appropriate
guidelines for maximization of resources and effective utilization of the PNP personnel;

k. Monitor the performance of the local chief executives as deputies of the NAPOLCOM; and

1. Monitor and investigate police anomalies and irregularities.

2. Advise the President of the Republic of the Philippines on all matters involving police functions and administration;

3. Render to the President of the Republic of the Philippines and to the Congress an annual report on its activities and
accomplishments during the 30 days after the end of the calendar year, which shall include an appraisal of the
conditions obtaining in the organization and administration of police agencies in the municipalities, cities and provinces
throughout the country, and recommendations for appropriate remedial legislation;

4. Recommend to the President of the Republic of the Philippines, through the Secretary, within 60 days before the
commencement of each calendar ye a crime prevention program; and

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5. Perform such other functions necessary to carry out the provisions of R.A. No. 8551 and as the President of the
Republic of the Philippines may direct.

 Former name of DILG-DEPARTMENT OF LOCAL GOVERNMENT

 Secretary of DILG- SECRETARY EDUARDO M. AÑO

 It is the court summon ordering a person to attend a court and bring relevant documents or evidences-
SUBPOENA DECUS TECUM

Vision of the PNP. Imploring the aid of the Almighty, by 2030, we shall be a highly capable, effective and credible police
service working in partnership with a responsive community towards the attainment of a safer place to live, work and do
business.

Mission of the PNP. The PNP is mandated to enforce the law, prevent and control crimes, maintain peace and order,
and ensure public safety and internal security with the active support of the community.

Philosophy of the PNP. Service, Honor, Justice. These words describe the embodiment of ideals of the officers, men and
women of the PNP to ensure efficiency, integrity, cohesiveness, camaraderie and equanimity towards enhancing
community acceptance and support and to attain its mission of peace keeping and law enforcement. 18]

Core Values of the PNP. The police service is noble profession which demands from its members specialized knowledge
and skills, as well as high standards of ethics and morality. Hence, the members of the PNP must adhere to and
internalize the enduring core values of love of God, respect for authority, selfless love and service for people, sanctity of
marriage, and family life, responsible dominion and stewardship over material things, and truthfulness. These core
values are summarized in the following:

a. (God-fearing. Pro-God)

b. Makatao (Humane. Pro-People)

c. Makabayan (Patriotic. Pro-Country)

d. Makakalikasan (Environment-friendly. Pro-Environment)

Law Enforcers' Code of Conduct of the PNP. The PNP adopting principles of the United Nations General Assembly
Resolution 34/169 on December 17, 1979, law enforcers observe the following:

1. At all times fulfill the duty imposed upon them by law, by serving the community and by protecting all persons against
illegal acts, consistent with the high degree of responsibility required by their profession.

2. In the performance of their duty, law enforcement officials shall respect and protect human dignity and maintain and
uphold the human rights of all persons.

3. May use force only when strictly necessary and to the extent required for the performance of their duty. Matters of a
confidential nature in the possession of law enforcement officials shall be kept confidential, unless the performance of
duty or the needs of justice strictly require otherwise.

4. No law enforcement official may inflict, instigate or tolerate any act of torture or other cruel, inhuman or degrading
treatment or punishment, nor may any law enforcement official invoke superior order or exceptional circumstances such
as a state of war, a threat to national security, internal political instability or any other public emergency as a
justification of torture or other cruel, inhuman or degrading treatment or punishment.

5. Law enforcement officials shall ensure the full protection of the health of persons in their custody and, in particular,
shall take immediate action to secure medical attention whenever required.

6. Law enforcement officials shall not commit any act of corruption. They shall also rigorously oppose and combat all
such acts.

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7. Law enforcement officials shall respect the law and the present Code. They shall also, to the best of their capability,
prevent and rigorously oppose any violation of them.

PNP Seal Symbolism and Meaning

1. The Native Shield. The symbol of the PC, the first National Police. The PC for the close to 90 years of service to the
nation has performed with honor, professionalism and courage. The PC has carved out a large part of the glorious pages
of Philippine history, as attested by its proud and deserving 86 of the total 92 “Medals of Valor" the highest honor that a
grateful Filipino nation can bestow to its gallant sons in the service of the Republic. Most appropriately therefore, the PC
became the nucleus of the INP in 1975 to nurture the then embryonic concept of the nationalization of the country's
local police forces.

2. The Sun Rays. It symbolizes the flowering, maturing and ultimate realization of the glorious evolution of the PC/INP
into a National Police Organization that is national in scope and civilian in character as enshrined in the 1986
Constitution. The traditional light rays which represent the provinces which fought for the country and inspired the
members of the National Police with ideals of courage and patriotism that all PNP members must possess.

3. Lapu-Lapu. The great Filipino hero of Mactan, the prototype of the best and most noble in Filipino manhood who is
the symbol and embodiment of all the genuine attributes and traits of leadership, courage, nationalism, self- reliance
and a people-based and people powered community defense. The benevolent and heroic warrior who derived added
strength from a cohesive, determined and loyal people is today a fitting symbol of people power to preserve our values,
customs, traditions, way of life and the rule of law through a solid community-based police system. Lapu-Lapu also
personifies for us today civilian constitutional authority.

4. The Three Stars. It reflects the Luzon, Visayas and Mindanao and the 1,700 islands and the territorial integrity wherein
the National Police must enforce the law and maintain peace and order with professionalism, zeal and dedication in
keeping with the highest ideals and traditions of service to our country and people.

5. Service, Honor, and Justice. It is the distinct ideals for the officers, men and women of the PNP to ensure efficiency,
integrity, cohesiveness, camaraderie and equanimity to enhance community acceptance and support to attain its
mission of peacekeeping and law enforcement.

6. Laurel Leaves. The green laurel leaves symbolize the Regional Commands. It is also a symbol of the honor, dignity and
the privilege of being a member of a noble organization where the call to public service par excellence is a commitment
to public trust.18]

The PNP Badge, Symbolism and Meaning

1. Philippine Eagle. It represents the Philippine national bird-symbol of swiftness, power, courage and immortality.

2. Three (3) Stars. It stands for Luzon, Visayas and Mindanao which constitute the Republic's territorial integrity
over which the PNP must enforce the law and maintain peace and order with professionalism, zeal and
dedication in keeping with the highest ideals and traditions of service to God, country and people.

3. Shield. It symbolizes of protection of all citizens.

4. Sun with Eight (8) Rays. It is derived from the Philippine national flag to which the eight rays represent the eight
provinces whose ideals of courage, gallantry and patriotism led to their revolt against Spain.

5. Lapu-Lapu. It symbolizes the bravery of the PNP.

6. Scroll with inscription. It represents the PNP's motto:

a. Service. It is the vibrant and cogent deeds and action in response to the needs and wants of the people in distress.

b. Honor. It is the over-riding criterion and consideration in the performance of their entrusted task or mission.

c. Justice. It is dispensed to everyone whatever is due to him without favoritism or discrimination of any sort.

7. Laurel Leaves. It symbolizes the competency, brilliance and honor expected from each and every member of the PNP.

8. Philippine National Police Inscription. It depicts the identity of solidarity.

9. Serial Number. It represents the serial number of the police officer.

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PNP Ranks According to Group

1. Police Non-Commissioned Officers (PNCOs). These refer to police personnel with a rank of Patrolman/Patrolwoman
up to Police Executive Master Sergeant. NCOs are also called as Sleeve Rank Officers insignias are placed on their
sleeves) or Enlisted Officers (usually used by the AFP officers).

2. Police Commissioned Officers (PCOs). These refer to police personnel with a rank of Police Lieutenant up to Police
General. COs are also referred to as Shoulder Rank Officers (insignias are located on their shoulders) or Listed Officers
(usually used by the AFP officers).

PNP Officers According to Level

1. Superior Police Officer. It refers to a police officer having supervisory responsibilities over an officer of lower rank

2. Subordinate Police Officer. It refers to an officer belonging to the lower or inferior rank.

The PNP Insignia According to Ranks

1. Police Brigadier General to Police General. The insignia contains star/s located at the center as the main part of its
design. Offices at this level are also called Star Rank Officers.

2. Police Major to Police Colonel. The insignia contains sampaguita flower/s a placed at the center as the main part of its
design.

3. Police Lieutenant to Police Captain. The insignia contains anahaw leaf/leaves placed at the center as the main part of
its design.

4. Police Master Sergeant to Police Executive Master Sergeant. The insignia contains a combination of curve lines
(facing upward) and open brace curly (facing downward) depending on the rank. However, only the Police Executive
Master Sergeant rank has a star enclosed by the curve lines and open brace curly. [8]

5. Patrolman/Patrolwoman to Police Staff Sergeant. The insignia has curve lines depending on the rank.

Note: The aforesaid Rank Classification is applicable only to the PNP; the ranks of BFP, BJP, and other uniformed services
are not modified

PNP Organizational Structure

1. PNP Command Group. It is headed by the Chief of the PNP with the highest star (4 stars) rank which is Police
General; vested with the power to command and direct the PNP. He is also assisted by two deputies namely:

2. Deputy Chief for Administration and 1 Deputy Chief for Operations; each manned by 3-star rank officers which
is Police Lieutenant General.

3. Chief of the Directorial Staff. It serves as the Chief Operations Officer of the PNP, manned by a 3-star rank
officer which is Police Lieutenant General. He coordinates, supervises, and directs the Directorial Staff and the
PNP units in the performance of their respective functions.

4. Internal Affairs Service (IAS). It is headed by an Inspector General who assists the Chief PNP in ensuring
operational readiness and investigates infractions of the regulations committed by the members of the PNP.

5. Human Rights Affairs Office (HRAO). It is headed by senior police commissioned officer, a manager of the facility
who will supervise the implementation of the guidelines and policies on human rights laws.

6. Center for Police Strategy Management (CPSM). It serves as the central facility of the PNP in coordinating and
integrating all strategy management processes, sustaining its strategy execution and management, and instilling
in the organization a culture of strategy focus.

7. Directorial Staff. It is composed of 16 directorates each manned by two (2) star rank officers which is Police
Major General. Every Director in each unit has also his/her defined function in line with his specialization such
as:

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a. Directorate for Personnel and Records Management (DPRM). The director optimizes the utilization of personnel
resources both from the PNP-uniformed and non-uniformed personnel.

b. Directorate for Intelligence (DI). The director manages the gathering/collating of intelligence objectives through
effective management of all intelligence and counter-intelligence activities of the PNP. He also serves as the linkage of all
foreigners with official transactions with the chief PNP.

c. Directorate for Operations (DO). The director exercises the command, the control, the direction, the coordination and
the supervision of all activities on PNP operations such as deployment and employment of personnel.

d. Directorate for Logistics (DL). Th director administers material resources needed for the PNP operations.

e. Directorate for Plans (DPL). The Strategic PNP operations. He also represents the PNP in the intern-agency
international affairs on peace and order.

f. Directorate for Comptrollership (DC). The director administers and manages the fiscal financial resources.

g. Directorate for Police-Community Relations (DPCR). The director formulates and implements community-related
activities, programs and projects. He also supervises the PNP Salaam Police Center to undertake close monitoring,
networking and liaising activities with the Muslim communities in addressing terrorism and lawless violence formulates
and implements community - related activities, programs in their respective areas tO BualallCe that the Muslims are not
discriminated, oppressed or singled-out

h. Directorate for Investigation and Detective Management (DIDM). The director coordinates, controls and supervises
all investigation activities

. i. Directorate for Human Resource and Doctrine Development (DHRDD). The director formulates policies on matters
pertaining to human resources and doctrine development.

j. Directorate for Research and Development (DRD). The director engages in research and development and does
testing and evaluation of self-reliant projects

k. Directorate for Information and Communications Technology Management (DICTM). The director integrates and
standardizes all the PNP information systems and resources to further improve the frontline services.

l. Five (5) Directorates for Integrated Police Operations (DIPOs). The Directors of the clustered areas for Integrated
police Operations, namely: Visayas, Eastern Mindanao, Western Mindanao, Southern and Northern Luzon are given the
responsibility to direct and to supervise the conduct of integrated anti-criminality, internal security, counter-terrorism
operations, to promote inter-operability with the Armed Forces of the Philippines, and to provide a system to promote
regional socio-economic development

7. The 23 National Support Units of the PNP. There are 11 administrative and 12 operational units each manned by 1-
star rank officers which is Police Brigadier General

a. Eleven Administrative Units

1. Logistics Support Service (LSS)

2. Information Technology Management Service (ITMS)

3. Finance Service (FS)

4. Health Service (HS)

5. Communications and Electronics Service (CES)

6. Chaplain Service (CHS)

7. Legal Service (LS)

8. Headquarters Support Service (HSS)

9. Engineering Service (ES)

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10. Training Service (TS)

11. PNP Retirement and Benefits Administration Service (PRBS).

b. Fourteen Operational Support Units

1. Maritime Group (MG)

2. Intelligence Group (IG)

3. Police Security and Protection Group (PSPG)

4. Criminal Investigation and Detection Group (CIDG)

5. Special Action Force (SAF)

6. Aviation Security Group (AVEGROUP)

7. Highway Patrol Group (HPG)

8. Police-Community Relations Group (PCRG)

9. Civil Security Group (CSG)

10. Crime Laboratory (CL)

11. PNP Anti-Kidnapping Group (PNP-AKG)

12. PNP Anti-Cybercrime Group (PNP- ACG)

13. PNP Drug Enforcement Group (PNP-DEG)

14. PNP EOD/K9 Group

8. Main PNP Operating Units. There are 17 Police Regional Offices (each office is manned by Police Brigadier General
with designation as Regional Director) nationwide which correspond to the Regional subdivisions of the country.
Directly under the Police Regional Offices are 17 Regional Mobile Force Battalions (RMFB) (each office is manned by
Police Colonel 80 Police Provincial Offices (each office is manned by Police Colonel with designation as Provincial
Director) which correspond to the number of Provinces in the country and 20 City Police Offices (CPOs) (each office is
manned by Police Colonel with designation as City Director) in highly urbanized and independent cities, which are
equivalent a Provincial Police Office.

The Police Provincial Offices have their respective Provincial Public Safety Companies (PPSC) which are utilized primarily
for internal security operations (ISO). The number of platoons in a Provincial [each office is manned by Police Brigadier
General with designation as Regional Director] Public Safety Company is dependent on the existing peace and order
situation in the province concerned.

The Chief of Police designation for head of police in cities and municipalities are headed by Police Lieutenant Colonel
down to Police Captain or Police Lieutenant depending on the classification of cities of municipalities.

Finally, as of this writing, a total of 1,766 Police Stations are established nationwide and they are categorized as follows:
90 Component City Police Stations and 1,507 Municipal Police Stations under the Police Provincial Offices, 131 Police
Stations under the City Police Offices, and 38 Police Stations/City Police Stations in the National Capital Regional Police
Office which serve as the main operating arms of the PNP for the anti- criminality campaign (Figure 3). (1,11]

PNP Levels of Organization

1. National. At the national level, the PNP shall maintain its office in Metropolitan Manila which shall house the
directorial staff, service staff and special support units.

2. Regional. At the regional level, the PNP shall have regional offices including that of the National Capital Region, which
may be divided into separate regions without prejudice to the pertinent provisions of the Organic Act for the

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Autonomous Regions of the Cordilleras and Muslim Mindanao relative to the creation of a regional police force in the
area of autonomy. Each of these regional offices shall be headed by a Regional Director.

3. Provincial. At the provincial level, there shall be a PNP office, each headed by a Provincial Director. In the case of large
provinces, police districts may be established by the NAPOLCOM to be headed by a District Director. However, it stated
that a PD should be:

a. holder of a master's degree in public administration, sociology, criminology, criminal justice, law enforcement,
national security administration, defense studies, or other related discipline from a recognized institution of learning;
and

b. has satisfactorily passed the required training and career courses necessary for the position as may be established by
the Commission.

4. City or Municipal. At the city or municipal level, there shall be a PNP station, each headed by a Chief of Police (COP).

a. For Chief of a City Police Stations. He/she is a graduate of Bachelor of Laws or has finished all the required courses of a
master's degree program 1in public administration, criminology, criminal justice, law enforcement, national security
administration, defense studies, and other related disciplines from a recognized institution of learning.

b. For chief of a Municipal Police Station. He or she has finished at least second year Bachelor of Laws or has earned at
least twelve (12) units in a master's degree program in public administration, criminology, criminal justice, law
enforcement, national security administration, and other related disciplines from a recognized institution of learning.

Moreover, members of the Bar with at least 5 years of law practice, licensed criminologists or graduates of the
PNPA and who possess the general qualifications for initial appointment to the PNP shall be qualified for appointment as
COP of a city or municipal police station: Provided, that the appointee has successfully passed the required Field Training
Program (FTP) and has complied with other requirements as may be established by the NAPOLCOM.

Note: The act of selecting and designating an officer to a key position or other positions of responsibility refers to
Placement not Appointment

Police-to-Population Ratio in the City or Municipal Police Stations

1. On the Average. One policeman for every five hundred persons.

2. Minimum Police-to-Population Ratio. Not be less than one policeman for every one thousand persons.

3. Higher Minimum Police-to-Population Ratio. This is applicable to urban areas as may be prescribed by regulations. [3]

APPENDIX A. Lesson 1 Practical Exercises, pages 119-120

Lesson 2. Appointment, Promotion, Attrition, & Retirement in the PNP

A. Appointment

Appointment means a job or position for which police applicants are selected to the police service. It is the designation
of a person to an office or position by competent authority. Appointment to the PNP shall either be:

1. Permanent Appointment. It is lasting, intended for indefinite position. One can only be permanent to the police
service when the requirements for the position desired, to which he or she is appointed, are met. This includes the
appropriate eligibility prescribed by law or regulation.

2. Temporary Appointment. It refers to an appointment rendered to an applicant in the police service who fails to meet
the appropriate eligibility. Such appointment can be withdrawn by the appointing authority.

Appointing Authorities

1. Patrolman/Patrolwoman to Police Executive Master Sergeant. They shall be appointed/promoted by the PNP
Regional Director for regional personnel or by the Chief PNP for the national headquarters personnel subject to the
endorsement of the NAPOLCOM and attestation by the Civil Service Commission.

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2. Police Lieutenant to Police Lieutenant Colonel. They shall be appointed promoted by the Chief PNP, as recommended
by their immediate superiors, subject to the endorsement of the NAPOLCOM en banc and attestation by the Chairman
of Civil Service Commission.

3. Police Colonel to Police Lieutenant General. They shall be appointed/promoted by the President of the Republic of
the Philippines upon recommendation of the Chief PNP and the NAPOLCOM en banc and proper endorsement by the
Chairman of the Civil Service Commission.

4. Police General. He/She is appointed/promoted by the President of the Republic of the Philippines selected from
among the star rank officers [Police Brigadier General to Police Lieutenant General] in the service, on the
recommendation or indorsement by the NAPOLCOM en banc. The Chief of the PNP shall serve a tour of duty not to
exceed four (4) years. [3,13]

Note: In times of war or other national emergency declared by Congress, the President may extend the tour of duty of the
Chief PNP.

General [Minimum] Qualifications for Appointment

1. A citizen of the Philippines;

2. A person of good moral conduct;

3. 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;

4. Must possess a formal baccalaureate degree from a recognized institution of learning;

5. Must be eligible in accordance with the standards set by the Commission;

Under Republic Act 11131, all registered criminologists shall be exempt from taking any other entrance or qualifying
government or civil service examinations and shall be considered civil service eligible to the following government
positions, among others: Dactylographer, Ballistician; Questioned Document Examiner; Forensic Photographer,
Polygraph Examiner; Probation Officer; Parole officer, Special Investigator, Special Agent; Investigative Agent;
Intelligence Agent; Law Enforcement Evaluation Officer; NAPOLCOM Inspector; Traffic Operation Officer, Associate Graft
Investigation Officer, Special Police Officer; Safekeeping Officer; Sheriff: Security Officer, Criminal Investigator; Warden;
Reformation Officer; Firefighter; Fire Marshall; Jail Officer up to the rank of Jail Superintendent; Police Officer up to the
rank of Police Lieutenant Colonel and other law enforcement agencies, and agencies under the Criminal Justice System.

Also, registered criminologists shall enjoy priority of appointment and shall not be required to take any qualifying or
entrance examinations in the PNP, the NBI, the BJMP, the BFP, the LTO and other government positions related to
criminology, police and law enforcement work, investigations and security, corrections and public safety of the following
bureaus, departments, institutions or agencies of the government: the DOJ, CHR, Office of the Ombudsman, Philippine
Ports Authority, COMELEC, Bureau of Treasury, PAGCOR, DENR, DOT, DTI , AFP, Bureau of Immigration, BOC, DOTr, Air
Transportation Office, CAAP, BSP, BIR, CHED, City/Municipal and Provincial Security Office, Provincial Jail, MMDA,
Supreme Court and lower courts, Security Consultation, SSS, the NAPOLCOM, ARMM, Optical Media Board, Intellectual
Property Rights Office, PDEA, PAO, PPC; government-owned and -controlled corporations and other government
agencies with positions involving the practice of criminology. 114

6. Must not have been dishonorably discharged from military employment or dismissed for cause from any civilian
position in the Government;

7. Must not have been convicted by final judgment of an offense or crime involving moral turpitude;

8. Must be at least one meter and sixty-two centimeters (1.62 meters) in height for male and one meter and fifty-seven
centimeters (1.57 meters) for female;

However, the minimum height requirement for applicants who belong to the indigenous group duly notified by National
Commission on Muslim Filipinos (NCMF) or the National Commission on Indigenous Peoples shall be 1.52 meters for
male and 1.45 meters for female. Provided further, that the NAPOLCOM shall require said applicants to submit
appropriate proof of their membership in a certain indigenous group. (15)

9. 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
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10. For a new applicant, must not be less than twenty-one (21) nor more than thirty (30) years of age: except for the last
qualification, the above- enumerated qualifications shall be continuing in character and an absence of any one of them
at any given time shall be a ground for separation or retirement from the service.

For the purpose of determining compliance with the requirements on physical and mental health, as well as the non-use
of prohibited drugs, the PNP by itself or through a NAPOLCOM accredited government hospital shall conduct regular
psychiatric, psychological drug and physical tests randomly and without notice.

Note: All uniformed members of the PNP shall undergo FTP for twelve (12) months involving actual experience and
assignment in patrol, traffic, and investigation as a requirement for permanency of their appointment.

Waivers for Initial Appointments

The age, height, weight, and educational requirements for initial appointment to the PNP 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. Provided, further, that 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 (Minimum Criteria Under the Waiver Program

1. Applicants who possess the least disqualification shall take precedence over those who possess more
disqualifications.

2. The requirements shall be waived in the following order: (a) age, (b) height, (c) weight, and (d) education (AHWE).

Note: On the waiver on educational requirement, the two (2) years grace period allotted for its attainment as per R.A.
No. 8551 was extended by R.A. No. 9708 into 5 years in 2009. However, it is no longer applicable at present considering
all active PNP personnel since the implementation of R.A. No. 6975, amended by R.A. No. 8551, to whom the R.A. No.
9708 should be made applicable, were most probably retired or separated in the PNP service.

Factors to be considered in the Grant of Waivers to Applicants

1. Possession of special skills in evidence gathering and safekeeping, cybercrime investigation, detection and
prevention, crime scene investigation, martial arts, marksmanship and similar special skills;

2. Special talents in the field of sports, music or arts and culture;

3. Extensive experience or training in forensic science and other legal, medical and technical services, and

4. Outstanding academic records and extracurricular activities of applicant during his/her school days, good family
background in law enforcement or socio-civic activities, recognized social standing in the community, awards and
commendations received, indicative to the Commission en banc that the applicant can become a good member of the
PNP.

5. Applicants who possess the least disqualifications shall take precedence over those who possess more
disqualifications. [15]

What is the Nature of Appointment under a Waiver Program? Any PNP uniformed personnel who is admitted due to
the waiver of the educational or weight requirements shall be issued a temporary appointment pending the satisfaction
of the requirement waived. Any member who will fail to satisfy any of the waived requirements within the specified
time periods shall be dismissed from the service.

Appointment of Lateral Entry Officers

1. Police Lieutenant Rank. It includes all those applying for the PNP technical services, such as dentist, optometrists,
nurses, engineers, and graduates of forensic sciences.

Under Republic Act 11131, 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: Provided, that they possess the general qualifications for appointment as provided in

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the existing laws on appointment of Police Officers in the aforesaid agencies. Provided, further, that those who are
already in the police, fire, and jail service as non-commissioned officers and who are already registered and licensed
criminologists shall be given preference for lateral entry. 114

2. Police Captain. It includes all those applying for the PNP technical services, such as Doctors of medicine, members of
the Bar, and chaplains. shall be appointed to the rank of senior inspector in their particular technical service.

Note: Graduates of the Philippine National Police Academy (PNPA) shall be automatically appointed to the initial i rank
of Police Lieutenant. [16]

B. Promotion

Promotion refers to the conferment to the next higher rank with an increase in duties and responsibilities as authorized
by law, usually accompanied by the corresponding increase in salary.

1. Requirements for Promotions. A uniformed member of the PNP shall not be eligible for promotion to a higher
position or rank unless he or she has:

a. Successfully passed the corresponding promotional examination given by the NAPOLCOM, or the Bar, or the
corresponding board examinations for technical services and other professions;

b. Satisfactorily completed the appropriate and accredited course in the PNPA or equivalent training institutions; and

c. Satisfactorily passed the required psychiatric/psychological and drug tests.

What would happen to the application for promotion of police officers instituted with criminal action or complaint? It
shall not be a bar to promotion. Unless the following circumstances occur:

A. Provided, however, that upon finding of probable cause, notwithstanding any challenge that may be raised
against that finding thereafter, the concerned police officer shall be ineligible for promotion.

B. Provided, further, that if the case remains unresolved after two (2) years from the aforementioned
determination of probable cause, 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.

C. Provided, furthermore, that 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.

2. PNP Promotion System: Its Bases

a. Merit. It is used as criterion for determining that an individual is qualified to meet the requirements of a higher-level
job.

b. Seniority. It refers to the length of service that an employee has accumulated.

c. Time-In-Grade (TIG) and Experience. It is a requirement for a specified amount of time that uniformed personnel
must spend in a grade before they are eligible for promotion.

d. Mandatory Schooling. It is a requirement for promotion of PNP uniformed personnel for their professional growth
and career advancement such as PSJLC, PSSLC, PSOCC, PSOBC, PSOAC, PSOSEC etc.

e. Eligibility. It refers to eligibilities provided by R.A. No. 11131, R.A. No. 1080, NAPOLCOM PO, SPO, Inspector,
Superintendent, Police Executive Service Eligibility (PESE) etc.!17)

Note: Promotion shall be based on the availability of vacant positions in the PNP staffing pattern, shall be gender fair and
shall ensure that women shall enjoy equal opportunity for promotion as that of men.

3. Kinds of Promotion

a. Regular Promotion. It refers to the promotion to the next higher rank granted to any uniformed personnel who
passed the minimum qualification standard.

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1. Second Level Promotion. Promotion from the rank of Patrolman to Police Lieutenant Colonel provided he/she meets
the approved qualification standards (QS) required for every rank.

2. 3rd Level Promotion. Promotion from the rank of Police Colonel up to Police General provided he/she is with the
Promotional Zone of Consideration and designated to the approved Table of Organization (TO) positions.

b. 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: Provided, That the personnel shall not be reassigned to a position calling for a higher rank
until after two (2) years from the date of such rank adjustment: Provided, further, That any personnel designated to the
position who does not possess the established minimum qualifications therefor shall occupy the same temporarily for
not more than six (6) months without reappointment or extension.

c. Special Promotion or Meritorious Promotion. It refers to the promotion to the next higher rank granted to any
uniformed personnel who has exhibited acts of conspicuous courage and gallantry at the risk of his/her life above and
beyond the call of duty.

1. Spot Promotion. It is a special promotion conferred by the President of the Republic of the Philippines which shall be
exempted from the validation of NAPOLCOM.

2. Posthumous Promotion. It is a special promotion given for acts of heroism exhibited in the face of an armed enemy or
in the conduct of rescue/disaster operations resulting in the loss of life. [18,19,20]

Note: Only police officers in the second level (from the rank of Police Patrolman/Patrolwoman to Police Lieutenant
Colonel) shall be granted special promotion. There shall be no special promotion for third level ranks (Police Colonel to
Police Brigadier General).

Experience and Time-In-Grade

1. Police Corporal. From 4 years to 2 years as Patrolman.

2. Police Staff Sergeant. From 3 years to 2 years as PCpl.

3. Police Senior Master Sergeant. From 3 years to 2 years as PMSg.

4. Police Chief Master Sergeant. From 3 years to 2 years as PSMS.

5. Police Executive Master Sergeant. From 3 years to 2 years as PEMS.

6. Police Captain. From 4 years to 3 years as PLt.

7. Police Major. From 5 years to 3 years as PCapt.

8. Police Lieutenant Colonel. From 5 years to 3 years as PMaj.

9. Police Master Sergeant. Three (3) years as PSSg.

10. Police Lieutenant. Three (3) years as PEMS.

11. Police Colonel. Three (3) years as PLt.Col.

12. Police Brigadier General. Two (2) years as PLt.Col.

However, the required experience/time-in grade for the ranks of Police Major General, Police Lieutenant General and
Police General is not required because the President of the Republic of the Philippines, upon the recommendation of the
NAPOLCOM, has the prerogative to promote them to higher positions at any given time.[21]

Longevity Pay and Allowances in the Active Service

Uniformed personnel of the Department shall be entitled to a longevity pay of 10% of their basic monthly salaries for
every 5 years of service, which shall be reckoned from the date of the personnel's original appointment. Provided, that
the totality of such longevity pay shall not exceed 50% of the basic pay. They are also entitled with the following
allowances:

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1. subsistence allowance,

2. quarters allowance,

3. clothing allowance,

4. cost of living allowance (COLA),

5. hazard pay, and

6. all other allowances as provided by existing laws.

C. Attrition

Attrition refers to the retirement or separation from the police service of PNP uniformed personnel. The following are
kinds of attrition:

1.Attrition by Attainment of Maximum Tenure in Position. The maximum tenure of PNP members holding key positions
are as follows:

Position Maximum Tenure

Chief PNP Four (4) years

Deputy Chief Four (4) years

Director of the Four (4) years

Staff Services

Regional Directors -Four (6) years

Provincial/City Directors -Four (9) years

Other positions higher than Provincial Director shall have the maximum tenure of 6 years. Unless earlier separated,
retired or promoted to a higher position in accordance with the PNP Staffing Pattern, police officers holding the above-
mentioned positions shall be compulsorily retired at the maximum tenure in position herein prescribed, or at age 56,
whichever is earlier.

Note: Except for the Chief PNP, no PNP member with less than 1 year of service before reaching the compulsory
retirement age be promoted to a higher rank or appointed to any other position. On the other hand, in reiteration, in
times of war or other national emergency declared by Congress, the President may extend the PNP Chief's tour of duty.

2. Attrition by Relief. A PNP uniformed personnel who has been relieved for just cause and has not been given an
assignment within 2 years after such relief shall be retired or separated.

3. Attrition by Demotion in Position or Rank. Any PNP personnel, civilian or uniformed, 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.

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

5. Attrition by Other Means. A PNP member with at least 5 years of accumulated active service shall be separated
based on any of the following factors:

a. inefficiency based on poor performance during the last 2 successive annual rating periods;

b. inefficiency based on poor performance for 3 cumulative annual rating periods;

c. physical and/or mental incapacity to perform police functions and duties;

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d. failure to pass the required entrance examinations twice and/or finish the required career courses except for
justifiable reasons;

e. failure to take periodic PNP Physical Fitness Test without justifiable reason;

f. failure to take periodic PNP Physical Fitness Test for 4 consecutive periodic tests due to health reasons;

g. failure to take periodic PNP Physical Fitness Test for 2 consecutive

h. Noncompliance with the minimum qualification standards for the tests or 4 cumulative periodic tests or permanency
of original appointment.

PNP Performance Evaluation System as Basis for Attrition

The PNP's performance evaluation system shall be administered in such a way as to foster the improvement of
individual efficiency and behavioral discipline as well as the promotion of organizational effectiveness and respect for
the constitutional and human rights of citizens, democratic principles and ideals and the supremacy of civilian authority
over the military.

What is Performance Evaluation? It refers to the process of measuring the performance of people [police) or
organization (PNP) in achieving goals and plans. It is also called Appraisal which is conducted every six (6) months. The
objective is to inform the police officer of the quality of his/her work so that he or she may be able to improve his or her
performance.

D. Retirement

Retirement refers to the withdrawal from one's occupation or position, especially upon reaching a certain age. 23] It
may also refer to the state of being retired; withdrawal from one's occupation or from active working life. [24]

Kinds of PNP Retirement

1. Compulsory Retirements

a. Compulsory Retirement Due to Age. Attainment of compulsory retirement age of fifty-six (56).

b. Compulsory Retirement by Reason of Physical Disability. An officer or non-officer who, having accumulated at least
20 years of active service, incurs total permanent physical disability in line of duty shall be compulsorily retired.

c. Compulsory Retirement Due to Missing in Action (MIA). Any uniformed personnel who while in the performance of
duty or by reason of his being an officer or member of the PNP, 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 the next of kin to enjoy the retirement benefits. Provided, further, that should the Chief of the PNP upon
the recommendation of the proper authority and/or immediate supervisor, subsequently determine that the officer or
uniformed member concerned has been absent from duty without authority, such member or his heirs shall reimburse
the PNP all such amount and allowances received by him.

1. Payment of Salary and Allowances to the Heirs of Uniformed Personnel. In case any uniformed personnel has been
officially confirmed as missing in action the Chief of the PNP 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.

2. Finding of Death and Termination of Payment of Salary and Allowances. Upon the termination of the 1-year period
as specified in the preceding paragraph, 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, 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.

Who are the Next of Kin or Heirs? It refers to the relatives of the MIA policeman. They are as follows:

1. Spouse legally married to the person MIA and not legally separated by judicial decree and who not abandoned the
MIA PNP member concerned without justifiable cause;
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2. Legitimate, legally adopted, and illegitimate children who are below 21 years of old and not yet emancipated by
marriage;

3. In the absence of the two aforesaid kin or heirs, the legitimate parents of the PNP member MIA; and

4. In the absence of the three aforesaid kin or heirs, legitimate brothers and sisters of the PNP member MIA who are
dependent from him/her for support and must be below 21 years of old and not yet emancipated by marriage. [25]

2. Optional Retirement. It applies to any PNP member who, upon accumulation of at least 20 years of satisfactory
service, at his own request and with the approval of the commission, shall be retired from the service and entitled to
receive benefits as provided by law.

Implications of Retirement

1. Retirement in the Next Higher Grade. Police officers covered shall, for purposes of retirement pay, be retired in one
(1) grade higher than the permanent grade last held. Provided, that they have served for at least one (1) year of active
service in the permanent grade.

2. Retirement Benefits. Monthly retirement pay shall be fifty percent (50%) of the base pay and longevity pay of the
retired grade in case of twenty (20) years of active service, increasing by two and one-half percent (2.5%) for every year
of active service rendered beyond twenty (20) years to a maximum of ninety percent (90%) for thirty-six (36) years of
active service and over.

3. Death and Disability Benefits. Police officers and/or his heirs shall be entitled to all benefits relative to the death or
permanent incapacity of said personnel

Lesson 3. The PNP Disciplinary, Mechanisms Offenses & Penalties

A. Citizen's Complaints. Any complaint by a natural or juridical person against any member of the
PNP shall be brought before the following:
1. Chiefs of Police, where the offense is punishable by withholding of privileges, restriction to
specified limits, suspension or forfeiture of salary, or any combination thereof, for a period not
exceeding 15 days;
2. Mayors of Cities and Municipalities, where the offense is punishable by withholding of privileges,
restriction to specified limits, suspension or forfeiture of salary, or any combination thereof, for a
period of not less than 16 days but not exceeding 30 days;
3. People's Law Enforcement Board (PLEB), where the offense is punishable by withholding of
privileges, restriction to specified limits, suspension or forfeiture of salary, of any Combination thereof,
for period exceeding 30 days; or by dismissal.
Creation and Functions of PLEB
The Sangguniang Panlungsod or bayan in every city and municipality shall create such
number of PLEBs as may be necessary: Provided, that there shall be at least 1 PLEB for every 500
city or municipal police personnel 2nd for each of the legislative districts in a city. The PLEB shall be
the central receiving entity for any citizen's complaint against the officers and members of the PNP.

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The 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.
Composition and Term of Office of PLEB Members
1. Any member of the Sangguniang Panlungsod or bayan chosen by his respective sanggunian;
2. Any barangay chairman of the city or municipality concerned chosen by the association of
barangay chairman; and

3. Three (3) other members, who can be removed only for cause to be chosen by the city/municipal
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."
4. 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."
Compensation. Membership in the PLEB is a civic duty. However, PLEB members shall be paid per
diem and shall be provided with life insurance coverage as may be determined by the city or
municipal council from city or municipal funds. The DILG shall provide for the per diem and insurance
coverage of PLEB members in certain low-income municipalities.
Decisions. 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.
PLEB’s Request for Preventive Suspension. The 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. The request shall not be denied by the
superior officer in the following cases:
1. the respondent refuses to heed the PLEB's summons or subpoena;
2. the PNP personnel has been charged with offenses involving bodily harm or grave threats;
3. the respondent is in a position to tamper evidence; and lawphil.net

4. the 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.
B. 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. All
breach of internal discipline should be filed to the following:
1. 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;
2. 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;

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3. Police regional directors or equivalent supervisors shall have the power to impose upon. Any
member 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; or
4. Chief of the PNP shall have the power to impose punishment of dismissal from the service;
suspension or forfeiture of salary; or any combination thereof for a period not exceeding one 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.
What is meant by Minor Offense? It shall refer to an act or omission not involving moral turpitude,
but affecting the internal discipline of the PNP, and shall include, but not limited to:
1. Simple misconduct or negligence
2. Insubordination
3. Frequent absences and tardiness
4. Habitual drunkenness
5. Gambling prohibited by law
What is meant by Moral Turpitude? It refers to everything which is done contrary to justice,
honesty, modesty, or good morals.
What is meant by Equivalent Supervisors? It refers to PNP Officers occupying positions/designations
equivalent to that of Chief of Police, Provincial Director and Regional Director who are vested with
disciplinary authority over personnel of their respective officers, charged with minor offenses involving
Breach of Internal Discipline. They are as follows:
1. Supervisor equivalent to the Chief of Police.
a. Group Director, Provincial Mobile Force Battalion.
2. Supervisors equivalent to the Provincial Police Director.
a. Group Director, Regional Mobile Force Battalion.
b. Chief of the Regional Unit of Administrative.
c. Operational National Support Units.
3. Supervisors equivalent to the Regional Police Director.
a, Director, PNP Administrative National Support Unit.
b. Director, PNP Operational National Support Unit.
c. Director, Police District Office, NCR Police Office.27!

Note: For the aforesaid purpose, the city or municipal mayors, chiefs of police or equivalent
supervisors, police provincial directors or equivalent supervisors, police regional directors or
equivalent supervisors, PLEB, Chief of the PNP, and NAPOLCOM are called as Disciplinary
Authorities.
What is the Exclusive Jurisdiction of the Disciplinary Authorities? All complaints or charges filed
against a PNP member shall be heard and decided exclusively by the disciplining authority who has
acquired original jurisdiction over the case and notwithstanding the existence of concurrent
jurisdiction as regards the offense. Provided, that offenses which carry higher penalties referred to a
disciplining authority shall be referred to the appropriate authority which has jurisdiction over the
offense.

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What is Forum Shopping? It refers to the filing of multiple complaints, when an administrative
complaint is filed before a disciplinary authority, no other case involving the same cause of action
shall be filed to any other disciplinary authority.
NAPOLCOM, Chief of the PNP, and PNP Regional Directors
The NAPOLCOM, Chief, PNP and PNP RDs have the power to conduct summary
hearings/proceedings; they, after due notice, may immediately remove/dismiss any respondent PNP
in any of the following cases:
1. When the charge is serious and the evidence of guilt is strong;
2. When the respondent is a recidivist or has been repeatedly charged and there are reasonable
grounds to believe that he is guilty of the charges;
3. When the respondent is guilty of a serious offense involving conduct unbecoming of a police
officer; and
4. When any member or officer has been absent without official leave (AWOL) for a continuous
period of thirty (30) days or more. Provided, that where dropping from the rolls is resorted as a mode
of separation from the service, the police officer. Can no longer be charged for Serious Neglect of
Duty arising from AWOL and vice versa.
What is meant by Summary Hearing or Proceeding? It refers to an expeditious administrative
proceeding conducted consistent with due process to determine the culpability or innocence of the
respondent.
What is meant by AWOL? It refers to the status of any PNP member who absents him or herself
from work without approved leave of absence such as, but not limited, to the following:
1. Absence from place of work assignment without approved leave of absence;
2. Failure to give notice to his or her immediate superior officer the fact of his or her inability to report
for work on account of sickness or injury;
3. Failure to report to duty after the expiration of approved leave of absence;
4. Failure to file appropriate application for sick leave after his or her return for work attaching the
required medical certificate:
5. Abandonment of work or assignment without prior approval of his or her immediate superior officer;
or;
6. Failure to report to his or her new’ assignment or unit within three (3) days from receipt of the order
of reassignment or reporting to a unit where he or she is not officially assigned.
Note: Administrative complaints against police officers only require Substantial Evidence for
conviction. Substantial Evidence refers to such relevant evidence as a reasonable mind might accept
as adequate to support a conclusion.
C. The Internal Affairs Service (IAS)
Entry to IAS shall be voluntary and subject to rigid screening where only PNP personnel who
have at least 5 years of experience in law enforcement and who have no derogatory service records
shall be considered for appointment. Members of the Bar may enter the service laterally.

Powers and Functions of IAS

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1. Pro-actively conduct inspections and audits on PNP personnel and units;

2. Investigate complaints and gather evidence in support of: an. open investigation;
3. Conduct summary hearings on PNP’ “members facing administrative charges; m4 co
4. 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;
5. File appropriate criminal cases s against PNP members before the court as evidence warrants and
assist in the prosecution of the case; and
6. Provide assistance to the Office of the Ombudsman in cases involving the personnel of the PNP.
Cases where IAS has the Power to Conduct Automatic Investigation
1. Incidents where police personnel discharge a firearm;
2. Incidents where death, serious physical injury, or any violation of human rights occurred in the
conduct of a police operation;
3. Incidents where evidence was compromised, tampered with, obliterated, or lost while in the
custody of police personnel;
4. Incidents where a suspect in the custody of the police was seriously injured; and
5. Incidents where the established rules of engagement have been violated.
Note: 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 IAS
Initial appointments of the heads of the offices in the Internal Affairs Service shall be made by
the President of the Republic of the Philippines upon recommendation by the NAPOLCOM.
Thereafter, appointments and promotions to the Service shall follow the established requirements and
procedures. The IAS offices are:
1. National Office. It is headed by an Inspector General who shall be assisted by a Deputy Inspector
General. The Inspector General shall be appointed by the President of the Republic of the Philippines
upon the recommendation of the Director General and duly endorsed by the NAPOLCOM.
Appointments of personnel who shall occupy various positions shall be made by the Inspector
General and shall be based on an established career pattern and criteria to be promulgated by the
Commission.
2. Regional Offices. It shall be headed by a Director.
3. Provincial Offices. It shall be headed by a Superintendent.
Note: The head of the Internal Affairs Service shall be a civilian who shall meet the qualification
requirements provided herein. Also, any 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.
D. Disciplinary Appellate Bodies or Authorities
1. Regional and National Appellate Boards
a. Regional Appellate Board (RAB). There shall be at least one (1) regional appellate board per
administrative region in the country to be composed of a senior officer of the regional NAPOLCOM as
Chairman and one (1) representative each from the PNP, and the Regional Peace and Order Council
_ (RPOC) as members. The following are appealable to RAB:

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1. Decisions of city or municipal mayors and the Chiefs of Police in the exercise of their disciplinary
powers;
2. Decisions of the PLEB or the PNP Regional Director in the exercise of their disciplinary powers
where the penalty imposed is demotion or dismissal from the service;
3. Decisions of the PNP Regional Director or equivalent supervisor in the exercise of their disciplinary
powers where the penalty imposed is demotion or dismissal from the service; and
4, Decisions of the PNP Regional Director in the exercise of its summary dismissal power where the
penalty imposed is demotion or dismissal] from the service.
b. The National Appellate Board (NAB). It shall be composed of the four 4) regular commissioners
and shall be chaired by the Vice Chairperson and he Executive Officer. The following are appealable
to NAB:
1. Decisions of the Chief of the PNP where the penalty imposed is demotion or dismissal from
the service; or
2. Decisions of the Inspector General affirming the Resolution of the Regional IAS or the
Prosecution Division of the National las dismissing the complaint for lack of probable cause.
2. Department of Interior and Local Government. The following may be appealed to the Secretary
of the DILG:
a. The decisions of the RAB; or
b. The decisions and the RAB
3. Civil Service Commission (CSC). The following are appealable to CSC:
a. Decisions of the Secretary of the DILG in the exercise of its appellate jurisdiction except decisions
of the NAB affirming the Resolution of the Regional IAS or the Prosecution Division of the National
IAS dismissing the complaint for lack of probable cause; or
b. Decisions of the NAPOLCOM' en banc as summary dismissal authority except decisions approving
the dismissal of the complaint for lack of probable cause.
In summary, Appellate Authorities refer to the RAB, from decisions ordering the demotion or
dismissal of the respondent rendered by the Police Regional Directors or Equivalent Supervisors; the
NAB, from decisions rendered by the Chief of the PNP ordering the demotion or dismissal of the
respondent; the Secretary of the DILG, from decisions rendered by the NAB and RAB; and the CSC,
in summary dismissal proceedings instituted before the NAPOLCOM en banc.
Preventive Suspension Pending Criminal Case. 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 and 1 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 of the PNP. Such case
shall be subject to continuous trial and shall be terminated within 90 days from arraignment of the
accused.
Legal Assistance. The Secretary of DOJ, the Chairman of the NAPOLCOM or the Chief of the PNP
may authorize lawyers of their respective agencies to provide legal assistance to any member of the
PNP who is facing before the prosecutor's office, the court or any competent body, a charge or
charges arising from any incident which is related to the performance of his official duty. Provided,

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that government lawyers so authorized shall have the Power to administer oaths. Provided, further,
that in such cases, where. necessary, a. determined by the NAPOLCOM, a private counsel may be
provided at the expense of the Government. They shall jointly promulgate rules and regulations to
implement this provision.

Can a Police Officer Cause Complaints or Grievances against his/her Superior or

Commander? Uniformed personnel shall have the right to present complaints and grievances to their
superiors or commanders and have them heard and adjudicated as expeditiously as possible in the
best interest of the service, with due regard to due process in every case. Such complaints or
grievances shall be resolved at the lowest possible level in the unit of command and the respondent
shall have the right to appeal from an adverse decision to higher authorities.
E. Offense and Administrative Penalties
Punishable Offenses
1. Neglect of Duty or Nonfeasance
2. Irregularities in the performance of duty or Misfeasance
3. Misconduct or Malfeasance
4. Dishonesty;
5. Conduct unbecoming of a police officer
6. Incompetence
7. Oppression
8. Disloyalty to the government
Table 3. Classification of Offenses
Light Offenses
1. Simple neglect of duty
2. Simple irregularity in the performance of duty
3. Simple misconduct.
4. Simple dishonesty
Less Grave Offenses
1. Less grave neglect of duty
2. Less irregularity in the performance of duty
3. Less grave misconduct
4. Grave dishonesty.
Grave Offenses
1. grave neglect of duty
2. grave irregularity in the performance of duty
3. grave misconduct
4. grave dishonesty
5. conduct unbecoming of a police officerS
6. Incompetence
7. Oppression.
8. Disloyalty to the Government.

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Imposable Penalties for Breach of Internal Discipline

1. Reprimand
2. Withholding of Privileges,
3. Restriction to specific limits
4. Restrictive custody; if
5. Forfeiture of Salary
6. Suspension
7. Any combination of penalties (from 1 to 6)
8. One rank demotion
9. Dismissal from the service
Range of Penalties
1. For Light Offenses

a. Withholding of privileges; restriction to specified limits; restrictive custody, suspension or

forfeiture of salary; or any combination thereof from 1 day to 10 days (minimum period).
b. Withholding of privileges; restriction to specified limits; restrictive custody, suspension or
forfeiture of salary; or any combination thereof from 11 days to 20 days (medium period).
c. Withholding of privileges; restriction to specified limits; restrictive custody, suspension or
forfeiture of salary; or any combination thereof from 21 days to 30 days (maximum period).
2. For Less Grave Offenses
a. Withholding of privileges; restriction to specified limits; restrictive custody, suspension or forfeiture
of salary; or any combination. thereof from 31 days to 40 days (minimum period).
b. Withholding of privileges; restriction to specified limits; suspension or forfeiture of salary; or any
combination thereof from 41 days to 0 days (medium period).
c. Withholding of privileges; restriction to specified limits; restrictive
custody; suspension or forfeiture of salary; or any. combination thereof from 51 days to 59 days
(maximum period).
3. For Grave Offenses
a. Sixty days to six months of suspension (minimum period).
b. One rank demotion (medium period).
c. Dismissal from the service (maximum period).
Note: Imposition of penalties have limitations. In case of forfeiture of Salary, the amount shall not
exceed the equivalent of one (1) month salary. The penalty of Withholding of Privileges shall be
confined to deferment of vacation leave privileges, participation in training grants or programs and
such other similar privileges normally enjoyed by civil service employees.
Women's Desks and Formulation of a Gender Sensitivity Program
The PNP shall establish women's desks in all police stations throughout the country to
administer and attend to cases involving crimes against chastity, sexual harassment, abuses
committed against women and children and other similar offenses.
Prioritization of Women for Recruitment
The PNP shall prioritize the recruitment and training of women who shall serve in the women's
desk. Pursuant to this requirement, the PNP shall] reserve ten percent (10%) of its annual
recruitment, training, and education quota for women
Gender Sensitivity Program

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The NAPOLCOM shall formulate a gender sensitivity program to " include but not limited to the
establishment of equal opportunities for women in. the PNP, the prevention of sexual harassment in
the workplace, and the prohibition of discrimination on the basis of gender or sexual orientation.
Administrative Liability
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 thirty (30) days and
shall undergo gender sensitivity seminar or training. Any personnel who violate the rules more than
twice shall be recommended for demotion or dismissal.
Lesson 4. PNP & the Local Government Executives
The Local Government Executives (LGEs) refer to governors of provinces and mayors of cities and
municipalities. They are also called as Local Chief Executives (LCEs) and are considered as Person
in Authority [one who is directly vested with jurisdiction to execute or enforce the laws].
1. Power to Choose Provincial Director by Provincial Governors. The provincial governor
shall choose the provincial director from a list of 3 eligible recommended by the PNP regional
director.
Overseeing the Provincial Public Safety Plan Implementation, 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.
2. Power to Choose City or Municipal Chief of Police. The mayors have the authority to
choose the COP from a list of 5 eligible candidates oy applicants recommended by the
provincial police director, preferably from the same province, city or municipality. Provided,
however, that in no case shall an officer-in-charge be designated for more than 30 days:
Provided, further, that the local peace and order council may, through the city or municipal
mayor, recommend the recall or reassignment of the COP when, in its perception, the latter
has been ineffective in combating crime or maintaining peace and order in the city or
municipality. Provided, finally, that such relief shall be based on guidelines established by the
NAPOLCOM;
3. Exercise Operational Supervision and Control over the PNP. This is applicable in their
(Governors and Mayors) respective jurisdiction except during the 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
COMELEC.
What is meant by Operational Supervision and Control? It shall mean the power to direct,
superintend, oversee and inspect the police units and forces. It shall include the power to employ and
deploy units or elements of the PNP, through the station commander, to ensure public safety and
effective maintenance of peace and order within the locality.
What is the difference between Employ and Deploy? Employ refers to 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,
lawless violence, rebellious seditious conspiracy, insurgency, ‘subversion or other related activities
while Deploy shall mean the orderly organized physical movement of elements or units of the PNP
within the province, city or municipality for purposes of employment as herein defined.
4. Duty to create Integrated Area Community Public Safety Plans (IA/CPSP). The
municipal/city mayor shall, in coordination with the local peace and order council of which he
is the chairman pursuant to E.O. No. 309, as amended, develop and ‘establish an integrated
area or community. Public safety plan embracing priorities of action and program thrusts for
implementation by the local PNP stations. The city or municipal mayor shall sponsor periodic
seminars for members of the PNP assigned or detailed in his city or municipality in order to
update them regarding local ordinances and legislations.
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5. Duty to Support the Implementation of Community and Service. Oriented Policing

(CSOP). LCEs shall adopt effective mechanisms for better partnership; ensure assistance
and support to the LA/CPSP; formulate ag three (3) year, term-based, Peace and Order
Public Safety Plan (POPS Plan; convene the Peace and Order Council (POC) to review,
update and approve the IA/CPSP; and supervise the City/Municipal POC to gather and
analyze data.
6. Exercise Administrative Disciplinary Powers. In the areas of discipline, city and municipal
mayors shall have the powers to impose, after due notice and summary hearings, disciplinary
penalties for minor offenses committed by members of the PNP assigned to their respective
jurisdictions.)
7. Authority to recommend the transfer, reassignment or detail of PNP members outside of
their respective city or town residences; and
8. Authority to recommend from a list of eligible 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 appointment shall be attested.
Note: The control and supervision of anti-gambling operations shall be within the jurisdiction of local
government executives (Governor and Mayor)
9. Automatic Deputation of LGEs as NAPOLCOM Representatives. Governors and mayors,
upon having been elected and living qualified as such, are automatically deputized as
representatives of the NAPOLCOM in their respective jurisdiction. As deputized agents of the
NAPOLCOM, LGEs can inspect police forces and units, conduct audit, and exercise other
functions as may be duly authorized by the NAPOLCOM. However, such deputation could be
suspended or withdrawn through any of the following grounds:

a. Frequent unauthorized absences;

b. Abuse of authority;
c. Providing material support to criminal elements; or
d. 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.
Note: The suspension or withdrawal of deputation of LGEs may be initiated through: (1) a verified
complaint; (2) report from other government agencies or institutions; or (3) motu propio investigation.
Lesson 5. The PNP Trainin: School Trainin's & Courses
A. Philippine Public Safety College
The Philippine Public Safety College (PPSC) was created by virtue of R.A. No. 6975 to serve
as the premier educational institution for the training, human resource development and continuing
education of all personnel of ‘the PNP, .Fire and Jail Bureaus. The PPSC shall consist of the present
PNPA, Fire Service Training Center, Philippine National Training Center (PNTC) National Police
College, and other special training centers as may be created by the DILG, whose functions shall be
as follows:
1. Formulate and implement training programs for the personnel, of the Department;
2. Establish and maintain adequate physical training facilities;
3. Develop and implement research and development to support educational training programs;
4. Conduct an assessment of the training needs of all its clientele; and
5. Perform such other related functions as may be prescribed by the Secretary.

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However, on April 12, 2019, the R.A. No. 11279 (Act Transferring _ the PNPA and National
Police Training Institute (NPTI) from the PPSC to the PNP, amending for the purpose Sections 24,
35, 66, 67 and 68 of R.A. No. nor Hence, R.A. No. 11279 provides the following:
1. The PPSC shall be the premier educational institution for the training, human resource
development and continuing education of all personnel of the BFP and BJMP and the provider of
selected mandatory career courses for police commissioned officers and specialized courses for
personnel of the PNP. The PPSC shall be under the direct supervision of a Board of Trustees
composed of the Secretary and the 3 bureau heads.
Composition, Powers and Functions

The PPSC shall consist of the National Fire Training Institute, National Police College,
National Forensic Science Training Institute, National Jail Management and Penology Training
Institute, and other special training centers as may be created by the Department, whose functions
shall be as follows:
a. Formulate and implement training programs for all personnel of the Fire and Jail Bureaus
and other training centers under the Department;
b. Formulate and implement selected mandatory career courses for police commissioned
officers;
c. Formulate and implement specialized courses for personnel of the PNP;
d. Establish and maintain adequate physical training facilities;
e. Develop and implement research and development to support educational training
programs;
f. Conduct an assessment of the training needs of all its clientele; and
g. Perform such other related functions as may be prescribed by the’ Secretary of DILG.”
2. The PNPA shall serve as the premier institution for police education, and the primary source for
commission ship of police lieutenants. The PNPA shall be under the direct administrative and
operational supervision and control of the Chief of the PNP.
The PNPA shall be headed by a PNPA Director with the rank of Police Major General, who.
shall be assisted by a Deputy Director with the rank of Police Brigadier General. The PNPA shall
have a Dean of Academics and a Commandant, both with the rank of Police Brigadier General.

The personnel and all the properties, facilities, records, equipment, funds, choses in action,
appropriations, rights, functions, labilities and other assets of the PNPA and NPTI are hereby
transferred to the PNP but and continue to perform their duties and responsibilities and receive their
corresponding salaries and benefits;
3. The NPTI shall be responsible for the mandatory and leadership trainings of all PNCOs. The
supervision and control over the NPTI shall be established in the revised Table of Organization and
equipment and staffing pattern of the PNP. The NPTI shall be headed by a Director with the rank of
Police Major General.
Note: For a period of 5 years from the effectivity of R.A. No. 11279, the PNPA shall continue to
accommodate cadets for the BJMP and BFP. Provided, that this period may be extended by the PNP
upon the request of the BJMP and BFP in case the PPSC is still not able to provide the education
and training required by the 2 bureaus. Pursuant thereto, the DILG, in consultation with the PPSC, is
hereby authorized to create a separate academy for the BJMP and BFP. Thereafter, the PNPA
shall produce graduates who will exclusively join the PNP.
B. PNP Trainings and Courses
1. Specialized Training. This training which covers the administrative, technical, and operational
aspects of the organization (Investigations, Intelligence, Operations, Human Resource Logistics,
Comptrollership, and Police Community Relations). The main objective of these training programs is
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to provide essential knowledge and specialized skills in the administrative, technical, and operational
fields of police service to ensure the effective and efficient discharge of their duties and
responsibilities as members of the organization. These programs will also help instill discipline,
integrity, and proper work ethics required to be professional police public servants. The specialized
courses are, but not limited, to the following:
a. Public Safety Investigation and Detection Course
b. Public Safety Traffic Investigation Course
c. Public Safety Narcotic Investigation Course
d. Public Safety Criminal Investigation Course
e. Basic Internal Security Operations Course
2. Mandatory Training. These are Career Courses being offered by the PPSC, composed of
different courses required to be undertaken by all PNP uniformed personnel based on their rank. It is
a requirement for promotion of PNP uniformed personnel for: their professional growth and career
advancement. It is composed of a ladderized courses or progressive-type of training.
a. For the Police Commissioned Officers
1. Public Safety Officer Senior Executive Course (PSOSEC): At least Police Lieutenant Colonel in
rank in permanent position; at least 3 years Time-in-Grade (TIG); and Graduate of PSOAC or its
equivalent.
2. Public Safety Senior Officer Advance Course (PSOAC): At least Police Captain in rank; at least
3 years TIG; and Graduate of PSOBC.
3. Public Safety Officer Basic Course (PSOBCLateral Entrants) formerly Public Safety Officers
Orientation Course (PSOOC): At least Police Lieutenant in rank; and at least 3 years ‘TIG.
4. Field Training Program (FTP)
PCOs cannot be accepted to a higher level of training course without satisfactorily completing
the mandatory training requirement. In other words, adjusted Police Lieutenant Colonel without;
PSOAC are not allowed to take the PSOSEC without satisfactorily completing the PSOAC, while
adjusted Police Major CINSP without PSOBC are not allowed to take the PSOAC, without
satisfactorily completing the PSOBC.

b. For the Police Non-Commissioned Officers

Based on the PNP Circular No, 99.012 dated September 13, 1999 provides for the following
mandatory courses/training for PNCO:
1. Public Safety Basic Recruit Course (PSBRC)
2. Public Safety Field Training Program SFTP)
3. Public Safety Junior Leadership Course (PSJLC)
4. Public Safety Senior Leadership (PSSLC)
5. Public Safety Officer Candidate Course (PSOCC)
3. Foreign-Assisted Training. Foreign training is designed to bring together a combination of
participants from various countries to share expertise and impart knowledge. Foreign-Assisted
Training offers both in-country and abroad training programs conducted by various sponsoring
countries. These trainings aim to foster diplomatic relations between nations and seek to , promote
cooperation and communication between foreign law enforcement personnel and foster capacity
building development. It is classified into two categories:
a. Abroad/Overseas Training Program. This refers to sponsors from different countries; offers a
wide variety of learning opportunities like training, ‘seminar, study grant, research, observation tour
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and other. related mission conducted at the host country. Invitation from other countries also includes
the participation of PNP personnel in international sports, cultural, religious activities.
b. In-Country Training program. It refers to various countries composed of different organizations
and, foreign counterparts are working in partnership with the PNP to create a variety of police training
and capacity building development programs throughout the country. Most of the sponsoring
countries focus their initiatives on building the PNP’s law enforcement capacity giving premium On
terrorism, counterintelligence, and Chemical, Biological, Radiological and Nuclear Defense (CBRN)
related trainings.
Lesson 6. The PNP Principles, Doctrines, & Leadership
1. Fundamental Doctrine. It states the basic principles, policies and bases in the planning,
organization and management of the PNP in support of the PNP vision, mission and Strategic action
plan towards the attainment of national objectives. This manual! shall be the primary manual of the
PNP.
2. Ethical Doctrine. It defines the fundamental principles governing the rules of conduct, attitude,
behavior and ethical norms of the PNP.
PNP Secondary Doctrines
1. Operational Doctrines. They consist of principles and rules governing the planning, organization,
direction and employment and deployment of PNP forces in the accomplishment of basic security
operational mission in crime prevention and solution, law enforcement, public safety and security.
These are published in separate -manuals. Operational Doctrines [PNP Operations Manuals] are, but
not limited, to the following:
a. PNP Police Operational Procedures
b. Criminal Investigations Manual
c. Field Manual on Forensic Investigation, and others.
2. Administrative Doctrines. Provide guidance on the accomplishment of general administrative
functions or tasks of the PNP. They set guidelines, formats or general policies that must be followed
in accomplishing periodic administrative tasks. PNP Administrative Doctrines/Manuals are, but not
limited, to the following:
a. Doctrine on Administrative Issuances -
b. Doctrine on PNP Issuances
c. Doctrine on Classified Information
d. Doctrine on Complete Staff Work, and others.
3. Functional Doctrines or Administrative and Operations Manuals. They provide guidance for
routine operational and administrative functions of each unit in its fields of interest. They cover the
operational, administrative and technical fields that are functionally relevant to the PNP unit
concerned.
4. Complementary Doctrine. It refers to manual jointly formulated by two or more
bureaus/agencies/organizations in order to affect a certain operation. With regard to Public Safety
and Peace and Order, this essentially involves inter-agency collaboration with: the BJMP, BFP,
PPSC, NBI and other law enforcement agencies (LEAs) other than the PNP. See chapter III
5. Best Practice Doctrine/Manual. This manual features an initiative, activity, technique or method
adopted outside the usual routine or procedural requirement of police operations/administration that
has been proven to deliver desired results and leads to the fulfillment of certain police objectives.
Best practices are sourced from field experiences, practices and researches which when applied
uniformly produce almost the same results or outcomes at a particular time. The objective of adopting
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best practices is to find and adopt “best ways of doing things” that have already been proven to
achieve desired results. Best practices usually become part of standard procedures when already
adopted at a national scale and mainstreamed as a policy for wider adoption such as, but not limited
to, the following:
a. Regional Peace and Order Councils
b. Barangay Peacekeeping Operations Thru Barangay Peacekeeping Action Teams
c. Crime Mapping System and others.
PNP’s Fundamental Principles of Law Enforcement
The consistent application of fundamental principles in law enforcement is necessary to avoid
human rights violation and maintain respect of the profession. Thus, PNP members must be guided
by the

following principles of Robert Peel in 1829:

1. The basic principle for which the police exist is to prevent crime and disorder
2. The ability of the police to perform their duties is dependent upon public approval of police
actions.
3. Police must secure the willing cooperation of the public in voluntary observance of the law to
be able to secure and maintain the respect of the public.
4. The degree of cooperation of the public that can be secured diminishes proportionately to the
necessity of the use of physical force.
5. Police seek and preserve public favor not by catering to public opinion - but by constantly
demonstrating absolute impartial service to the law.
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.
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 the community welfare and existence.
8. Police should always direct their action strictly towards their functions and never appear to
usurp the powers of the judiciary.
9. The test of police efficiency is the absence of crime and dishonor, not the visible evidence of
police action in dealing with it.
PNP Powers and Functions
1. Enforce all Jaws and ordinances relative to the protection of lives and properties;
2. Maintain peace and order and take all necessary steps to ensure public safety;
3. Investigate and prevent crimes, effect the arrest of criminal offenders, bring offenders to justice
and assist in their prosecution;
4. Exercise the general powers to make arrest, search and seizure in accordance with the
Constitution and pertinent laws;
5. Detain an arrested person for a period not beyond what is prescribed by law, informing the
person so detained of all his rights under the Constitution;
6. Issue licenses for the possession of firearms and explosives in accordance with law;
7. Supervise and control the training and operations of security agencies and issue licenses to
operate security agencies, and to security guards and private detectives, for the practice of
their professions; and
8. Perform such other duties and exercise all other functions as may be provided by law.
9. To better achieve the goals of a highly efficient and competent police force, the PNP shall have
administrative and operational supervision and control over the PNPA and NPTI, formerly
known as the Philippine National Training Center (PNTC).

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PNP Collateral Functions

A collateral function of the PNP is always in collaboration with other law enforcement agencies
and police volunteers. They are:
1. To maintain forces and establish police volunteers to sustain the need of law enforcement;
2. To maintain readiness in mobile forces arid police volunteers, trained and > equipped for
employment in emergencies;
3. To provide adequate, timely and reliable intelligence for use by the PNP, and in assistance to
other agencies;
4. To organize, train and equip a force for assignment to an insurgent affected area;
5. To prepare and submit budgets to NAPOLCOM Chairman for the PNP units and offices; justify
before the competent authority budget request as approved by NAPOLCOM; and administer
funds for maintaining, equipping and training the forces of the Police Regional Offices (PROs)
Including the National Support Units;
6. To conduct research and develop doctrines, procedures, tactics, techniques, develop and
procure weapons, equipment and supplies essential to the fulfillment of the functions assigned;
7. To develop, supply and maintain police camps/bases and other installations including lines of
communication;
8. To assist other law enforcement agencies when called/requested/directed.
9. To support AFP through information gathering and performance of its ordinary police functions,
on matters involving the suppression of insurgency;
10. To support the AFP in combat operations involving the suppression of insurgency and other
serious threats to national security.
PNP Law Enforcement Operations
1. Service of Warrant of Arrest
2. Implementation of Search Warrant
3. Enforcement of Visitorial Powers of the CPNP and Unit Commanders
4. Anti-lllegal Drugs Operation '
5. Anti-illegal Gambling Operations
6. Anti-Iegal Logging Operations
7. Anti-illegal Fishing Operations
8. Anti-Carnapping Operations Anti-
9. Cyber Crime Operations, and similar operations that are conducted to enforce laws, statutes,
executive orders, and ordinances.
Four Primal Conditions of the PNP Organizations
1. Authority. This is the supreme source of government for any particular organization. It is the right
exercise, to Decide and to command by virtue of rank and position.
2.Mutual Cooperation/Coordination/Consultation. An organization exists because it serves a
purpose. ‘This: purpose is viewed by society as _ beneficial to it. This becomes the social legitimacy
for the organization to perform its functions in the society. It -constitutes recognition by an agreement
with the public on the rationality of its existence.
c. Doctrine. This defines the organization’s objectives. It also provides the very source of various
actions which are performed to assure organizational coordination. Hence, policies, procedures,
rules-and regulations of the organization are based on the statement of doctrines.
d. Discipline. In any organization, discipline is necessary to promote coordination. Understood as
comprising behavioral regulations, it is imposed either by command or self-restraint to ensure
supportive behavior from people composing the organization.
Principles of the Philippine National Police Organization
1. Principle of Unity of Objective. An organization structure is effective if it enables individuals
to contribute to the organizations/unit objectives.

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2. Principle of Organizational Efficiency. An organization structure js effective if it is structured

to aid the accomplishment of the organization’s objectives with a minimum, of unsought
consequences or costs.
3. The Scalar Principle [Chain of Command]. It 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. It defines a hierarchical system in which a subordinate is accountable to
one and only one immediate superior. This is indispensable to achieve effective coordination. Any
violation to this principle undermines authority, jeopardizes discipline, disturbs order and threatens
stability in the organization.
b. Span of Control. This relates to the number of subordinates a superior can effectively supervise.
There is ‘no exact mathematical ratio in superior-subordinate relationship. A satisfactory span of
control is instead determined by the 4 factors combined:
1. Managerial ability of superior.
2. Effectiveness of organizational communication system.
3. Effectiveness of management control exercised over operations.
4. Organizational philosophy on centralization decentralization of authority and function.
e. Delegation of Authority. Scalar process refers to the growth of the chain of command resulting in
the-creation of additional levels in the organizational structure. Span. of control necessitates
delegation of authority.
4. Functional Principle. Prescribes the horizontal growth of the organization. The growth referred to
here is applicable to the line as well as to the emergence of staff functions in organizations. The
dynamic foundation of the functional process is called the division of labor. It simply means the
breaking up of work units to achieve specialization. As the organization grows, the job must be
divided so that it won’t become so inclusive to an extent that it could hardly be performed. Such
division must be defined to identify clear areas of specialization. The division of work will support the
operational performance of the organization.
5. Line and Staff Principle. Organizations must provide an orderly arrangement of functions so that
objectives can be accomplished effectively. The line and staff principle provide two basic structures in
organization:
a. the line structure and
b. the staff structure.

A line organization refers to the direct accomplishment of objectives the staff on the other
hand, refers to organizations operating in an advisory or facilitative capacity. Another viewpoint
contends that those having relatively unlimited authority over those to whom orders are given are
considered line officials while those having authority restricted to their, functional area are called staff
officials.
6. Directorial Staff Principle. Prescribes the directorial authority of the Directorate in the national
and regional levels and other equivalent units,
7. Principle of Balance. In every structure there is a need for balance. The application of principles
or techniques must be balanced to ensure the overall| effectiveness of the structure in meeting the
organization’s objectives.
8. Principle of Delegation. Authority delegated to all individual managers should be adequate to
ensure their ability to accomplish the expected results,

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9. Principle of Absoluteness of Responsibility. The responsibility of subordinates to their superiors

for performance is absolute, and superiors are accountable for their subordinates’ activities.
10. Principle of Parity of Authority and Responsibility. The responsibility for actions cannot be
greater than that implied by the authority delegated, nor should it be less.
11. 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.
12. Principle of Flexibility. The more provisions are made for building flexibility in an organizational
structure, the more adequately an organization’s structure can fulfill its purpose. Devices and
techniques for anticipating and reacting to change must be built into every structure. Every unit
moves toward its goal in a changing environment, both external and internal. The unit that develops
inflexibilities, whether these are resistance to change, too-complicated procedures, or too firm
department lines, is risking inability to meet-the challenges of behavior, technical, biological, political
and social change.
13. Principle of Leadership Facilitation. The more an organization’s structure and its delegation of
authority enable leaders/commanders to design and maintain an environment for performance, the
more they will help the - leadership abilities of those in command.
If the authority allocation and the structural arrangements ‘create a Situation in which heads of
departments tend to be looked upon as leaders and in which their task of leadership is aided,
organization structuring has accomplished an essential task.
Broad Bases of PNP in Organizing Units of the Command
1. Area Basis. Organization according to area is defined as the grouping of subordinate units or
elements under a commander who is made responsible by higher authority for some
continuing operations within a specified geographic area. Reasons for organizing on area
basis are:
a. To provide centralized direction among units within the area;
b. To provide a medium of coordination between higher levels of the command and the command
organization itself in the area;
c. To establish the specific responsibility of the commander;
d. To maximize coverage of the overall command, thus enabling it to accomplish its missions and
functions more effectively; and
e. To serve as an integrative force for all units within the area.
2. Functions Basis. Organization according to function is defined as the grouping together of
subordinate units or elements under a commander who is charged with specific functions without
respect to any geographic area. Reasons for organizing on functions basis are:
a. To obtain expeditious performance of a given task or solution to a given problem without
restriction to a given geographic area;
b. To achieve concerted actions toward the accomplishment of objectives by avoiding
overlapping or duplication of functions; |
c., To fix responsibility to a specific functional area; and
d. To effect proper coordination for: specialized logistics support required for particular
operations.
In some instances, organizations are created on the bases of both area and function
depending on the nature of missions and responsibilities confronting the commander.

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3. Clientele Basis. Under special circumstances, organizations, maybe established to serve a

particular sector of the client public. Such Organizations are created on a clientele basis usually
without respect to: geographical area or to functions for which they have been specifically dedicated.
Normally, these organizations are also created with respect to work processes to effect satisfactory
service to public demands. Reasons for Organizing on a clientele basis are: ‘
a. To concentrate on a specific service required by client;
b. To fix the responsibility of the commander;
c. To make the organization responsive in delivering its assigned tasks.
4. Work Process Basis. Organization on the basis of work processes meang the grouping together
of subordinate units or elements primarily trained to practice a given or related job. Reasons for
organizing on the basis of work Processes are: f
a. To maximize utilization of up-to-date skill derived from training;
b. To obtain more effective coordination as a result of homogeneous training and skill; and

c. To make the organization responsive in delivering its assigned tasks,

5. Contingency Basis. Organization on the basis of contingency means the Creation of a contingent
small -unit in a short-term period comprising the - Organic elements tactically organized to address a
specific situation or Phenomenon occurring in the area of responsibility. Reasons for organizing on
the basis of contingency are:
a. To maximize utilization of existing elements whose expertise or technical knowledge are needed
and applicable;
b. To obtain facts and immediate solution of the existing problem by which the unit was tactically
organized; and
c. To support generally the organization of various bases as mentioned above.
The nature of the missions, functions and responsibilities assigned to a command organization
determine which basis should apply in its creation. The boundaries of these bases when applied are
vague. In any case, however, the more dominant reason should be considered."
The Chain of Command
It is the hierarchal relationship of positions through which the primary functions of the
organization are performed. It is a line or chain of | “superior from the top to bottom; the route taken
for all communications which may either start from or go to thru top authority in the chain. A Unit
Director exercises his authority and responsibility through a “chain of command.” It consists of
different levels as follows:
1. Top Echelon. The top most level in the chain where the overall ‘responsibility and authority over
subordinate commands and units is placed.
2. Middle Echelon. The next lower echelon constitutes subordinate commands/units apportioned by
the commander in order to accomplish his tasks. Each of these subordinate commanders is
responsible to the common superior for the accomplishment of his assigned task. The Regional
Commands and the National Support Units, Provincial/City Commands/NCR Districts belong to the
middle echelon. However, for purposes of clarity, this echelon is further categorized as follows:
a. Police Regional Offices or National Support Units. Top-middle echelon
b. Provincial or City Police Offices or NCR District Offices. intermediary middle echelon.
3. Municipal Police Offices/Numbered Police Stations. The lower middle echelon.

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4. Lower Echelon. The lower echelon is comprised of the subordinate units further apportioned by
subordinate commanders, such as the municipal and city police stations. A commander may
apportion his tasks to subordinates to an extent dictated primarily by the nature of the task and the
availability of material and human resources.
Principles in Structuring Command Organizations
1. Division of Work. The process of dividing work shall be guided primarily by the break-up of work
into its fundamental components and increase specialization at the lower levels of command. The
lowest unit should be constituted into a: complete job to be occupied by one or more persons at a
given time.
2. Goal Orientation. The grouping of functions when setting up the structural framework of an
organizational unit should.be oriented towards the accomplishment of the goals of the whole
organization.
3. Levels of Authority. The levels: of. authority should be as minimal as possible so that the chain of
command will be short. This can be done by eliminating all unnecessary intermediate levels of
authority provided that the span of control will not be unreasonably wide.
4. Simplicity. A structurally’ simple organization is ‘defined by its adequate size and targeted
positions, functions or units.
5. Unity of Command. This requires that a subordinate is responsible to only one commander. It also
provides that for a responsive work direction, an organizational unit, position, or element should be
responsible for policy directions without impairment, however, the free exchange of ideas and
information at all levels is encouraged.
6. Responsibility and Authority. The areas of responsibility should be Clearly delineated and the
location of authority logically established at every level throughout the organization without impairing
the responsibility and authority in the highest executive of the organization.
7, Span of Control. The limits of effective supervision should be observed on the basis of the nature
of the work, the capabilities of commanders and subordinates, organizational communication system
and physical lay-out of the organization so that the span of control of every commander is not overly
extended.
8. Balance and Symmetry. Balance and symmetry in organizational] Structuring particularly in the
proportional relationships of line and staff central headquarters and field elements, hierarchy and
nomenclature of organizational units, and levels of authority and titles or positions should be
consistently observed together with the other principles of organization.
9. Equality. For every responsibility there should always be a commensurate authority and vice-versa
to specify limits of power to avoid its abuse.
10. Homogeneity. Homogeneous grouping of work should give way to necessary divisions where
grouping will result in focusing resources towards the upholding of basic organizational interests.
11. Duplication and Overlap. Overlapping of work functions and duties should continually be
avoided. Accountabilities and responsibilities must be clearly identified for every work function.
Leadership and Development in the PNP
To any organization, like the Philippine National Police, nothing could be more important than
the responsibility for leadership and its development. The PNP recognizes this fact, for without
leadership, it is a muddle of men, weapons, and machines. Nothing but leadership can bind together
the officers and men and motivate them towards goals. The Commander's functions of planning,
organizing, directing, controlling and deciding become dormant and meaningless until he triggers the
power of leadership among his men and guides them toward the accomplishment of his mission.
Personal Traits of a PNP Leader

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1. Intelligence. Leaders usually possess higher intelligence than the average of his followers. The
difference may not be so great but still it normally exists, he needs an excellent analytical ability and
communication capacity to _ tackle the board problems and complicated relationships in
organizations.
2. Social Maturity and Breadth. A leader usually has broad interests and activities. He is
emotionally matured and possesses a high frustration tolerance. His anti-social tendencies are at a
minimum and he prudently displays a reasonable self-assurance and self-respect.
3, Inner Motivation and Achievement Drives. A leader has a strong personal motivation to keep on
accomplishing things. He is an achiever, after reaching one goal, he strives to attain a higher level of
goal to satisfy his inner drives. He always keeps in mind that the essence of leadership is the
acceptance of responsibility,
4, Human Relations Attitude. A leader preserves and develops a healthy respect for people. He
maintains the dignity and mutual interest among his followers realizing that the job is always done
through them. He approaches problems and identifies solutions in consultation with the people
involved. In short, he is a subordinate-oriented leader.
Leadership as Role Behavior
1. Strong leadership has become increasingly evident that it is the result of
an effective role behavior. Leadership is tangibly shown by a person's acts more than by his traits. It
is true that traits considerably influence acts but so do the subordinates, goals, and the environment
where the acts occur. In short, there are a number of variables highly influencing the acts of a leader.
-
2. Leadership therefore is a role behavior which unites and stimulates subordinates toward particular
objectives in particular environment.
3. In his. role behavior, leaders use three different skills. In application, these skills are interrelated
and used i in combinations, they are:
a. Technical Skills. It refers to knowledge or proficiency in any type of process. A leader deals with
things.
b. Human Skills. It refers to the ability to interact effectively with people and exhort teamwork. or
cooperation. A leader is concerned about the people
c. Conceptual Skills. It refers to the ability to deal with longrange plans, broad relationships and
other attractions. A leader. deals with ideas.
PNP Leadership Functions in Practice
1. Arbitrating. In every organization, conflict among members often arises. ‘An effective leader will
resolve such disagreement by arbitrating or making a decision on the matter. While it is always
expected that the leader will make the right decision, it becomes more important that his decisions
redound to making the organization more productive and efficient.
2. Suggesting, A skillful leader applies the power of suggestion in making decisions. Suggesting
often permits the subordinate to retain decisions and allow him to preserve his dignity. In this manner,
a subordinate felt empowered compared to being given a direct order.
3. Supplying Objectives. A leader usually supplies the objectives of the organization by clearly
defining them. This enables the subordinate to work together towards it. Normally, organizational
objectives do not appear automatically and therefore unknown to members of the organization. Thus,
it must be supplied by the leader together with suitable objectives and measures of performance.
4. Catalyzing. In organizations, some kind of force is needed to stir subordinates into action. A leader
must provide that force. When he does, he is acting as a catalyst.

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5. Providing Security. One very important factor to members of an organization is personal security.
A leader can provide a large measure of security by maintaining stability under pressure or assuming
a positive or optimistic attitude even in the face of adversities. A leader challenged by difficulties yet
exhibits a positive attitude can contribute to a successful leadership. Subordinates under this kind of
leadership tend to assimilate the attitude of their leader.
6. Representing. A leader represents the entire organization. He serves as its symbol. As such, the
impression he creates impacts the image of the organization he represents.
7. Inspiring. Subordinates work more productively when their leader gives them due recognition on
their job. When they are inspired, they work more enthusiastically towards the accomplishment of
organizational objectives. A leader must let his subordinates know that their work is worthwhile and
important.
8. Praising. Being considered as important in an organization is a human need of every subordinate.
A leader can satisfy this need not by an empty flattery but by a sincere pat on the back for a job well
done. This will make subordinates pleased and more involved i in his work.
Lesson 7. PNP Awards & Decorations
Difference between Award and Decoration
Award refers to anything tangible granted to an individual in recognition of acts of gallantry or
heroism, meritorious service or skill and proficiency while Decoration refers to a piece of
metal/material representing an award.

A. Operational Awards
1. Medalya ng Kagitingan (PNP Medal of Valor). It is awarded to any police officer who acted with
conspicuous gallantry and intrepidity at the risk of life and limb above and beyond the call of duty just
like any of the following acts:
a. A member of the PNP 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; or
b. In case of actual combat with armed enemies, this award may be given only if the enemy force is
so overwhelming as compared to the government troops.
Note: The approving authority is the President of the Republic of the Philippines,
Entitlements of A Medal of Valor Awardee
The widow/widower and/or dependents of the awardee, as the case may be, shall be entitled
to the following:
a. Precedence in employment in government agencies or government owned or controlled
corporation: Provided, That the awardee or his/her dependent also meets the job
qualifications or requirements;
b. Priority in the approval of the awardee's housing application under existing housing
programs of the government;
c. Priority in the acquisition of public lands under the Public Land Act and preferential right in
the lease of pasture lands and exploitation of natural resources;
d. Privilege of obtaining loans in an aggregate amount not exceeding Five hundred thousand
pesos (P500,000.00) from government-owned or controlled financial institutions without
having to put up any collateral or constitute any pledge or: mortgage to secure the payment of
the loan; '
e. Twenty (20%) percent discount from all establishments relative to utilization of transportation
services, hotels and similar lodging establishments, restaurants, recreation and sport centers

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and purchase of medicine anywhere in the country. Provided, that private establishments
may claim the cost as tax credits;
f. Twenty (20%) percent discount from on admission fees charged by theaters, cinema houses
and concert halls, circuses, carnivals and other similar places of culture, leisure and
amusement. Provided, that aforementioned establishments may claim the cost as tax credits;
and
g. Free medical and dental services and consultation in hospital and clinics anywhere in the
country. Provided, that private hospitals and clinics may claim the cost of services as tax
credit;
h. Exempted from the payment of tuition and matriculation fees public or private schools, universities,
colleges and other educational] institutions in any pre-school, baccalaureate or post-graduate courses
‘such as or including course leading to the degree of Doctor of Medicine (MD), Bachelor of Laws
(LLB), and Bachelor of Science in Nursing (BSN) or allied and similar courses.
2. Medalya ng Kabayanihan (PNP Distinguished Conduct Medal). It is awarded to any police
officer who acted with conspicuous courage and gallantry in the face of an armed enemy in a combat
situation wherein the enemy force is greater than the government troops just like any of the following
circumstances:
a. The enemy force is superior than the government troops by at least 21 combatants; or
b. The act or acts of heroism should be notable and involving risk of life so extraordinary as to set him
apart from his comrades;
c. Any operational accomplishment not warranting the Medalya ng Kagitingan.

Note: The approving authority is the Secretary of DILG.

3. Medalya ng Katapatan sa Paglilingkod (PNP Distinguished Service Medal). It is awarded to
any police officer who acted under any of the following conditions or circumstances:
a. An exceptional performance of major responsibility duly recognized as such by the service; or
b. An officer holding the position of TDCA, TDCO, TCDS, D-Staff, RD, PRO and D, NSU for at least 1
year and is retiring from the service or due for relief but slated for an equivalent or higher position.
Note: The approving authority is the Secretary of DILG
4. Medalya ng Katapangan (PNP Bravery Medal). It is awarded to any police officer who acted with
gallantry in action not warranting the Medalya ng Kagitingan or Medalya ng Kabayanihan just like any
of the following circumstances:
a. The enemy force must be superior than the police personnel; or
b. The enemy must be superior that the government troops during the actual combat by at least 8 but
not more than 20 combatants.
Note: The approving authority is the Chief of the PNP.
5. Medalya ng Katangitanging Gawa (PNP Outstanding Achievement Medal). It is awarded to
any police officer who acted under any of the following conditions or circumstances:
a. For distinguished or extraordinary achievement or service in the advancement of science, socio-
economic, technical and/or police related to public service of the highest order;
b. For excelling in the field of sport, schooling arid other competitions held abroad besting participants
from other country by occupying the topmost slot or position; or

c. For excelling in the performance of the highest position in any international body or organization.
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Note: The approving authority is the Chief of the PNP.

6. Medalya Ng Pambihirang Paglilingkod (PNP Special Service Medal). It is awarded to any
police officer who acted under any of the following conditions: or circumstances:
a. For eminently meritorious and invaluable service in the field of police operations while in position of
major responsibility. The performance of duty must be such as to merit recognition by the service as
exceptional;
b. An officer holding the position of TDCA, TDCO, TCDS, D-Staff, RD, PRO and D, NSU for at least 6
months and is retiring from the service or due for relief but slated for an: equivalent or higher position;
or
c. The position of Deputy D-Staff, D-PRO and D-NSU, Ex-O D-Staff, PD and CD for at least 1 year in
position.
Note: The approving authority is the Chief of the PNP.
7. Medalya ng Kadakilaan (PNP Heroism Medal). It is awarded to any police officer who acted
under any of the following conditions or. circumstances:
a. For heroism not involving conflict with an armed enemy; or
b. Acts of heroism not warranting the Medalya ng Katapangan.
Note: The approving authorities are the Chief of the PNP or Regional Directors or Directors of
National Support Units.
8. Medalya ng Katangitanging Asal (PNP Outstanding Conduct Medal). It is ‘awarded to any
police officer who acted under any of the following Conditions or circumstances: a. For heroic acts by
the individual while in action involving actual - conflict with an enemy ina crime situation wherein the
enemy force is greater than the government forces by 1 to 7 combatants; or
b. Lifesaving situation, distinguishing himself conspicuously by gallantry and intrepidity at the risk of
life above and beyond the cal| of duty.
Note: The approving authorities are the Chief of the PNP or Regional Directors or Directors of
National Support Units.
9. Medalya ng Papuri (PNP Commendation Medal). It is awarded to any Police officer who acted
under any of the following conditions oy circumstances:
a. Participation in a successful operation in supporting capacity; or
b. For other operational accomplishments not warranting the Medalya ng Kagalingan.
Note: The approving authorities are the Chief of the PNP or Regional Directors or Directors of
National Support Units.’
Note: The original total of medals for PNP was 22 categorized into Operational, ‘Administrative, and
Miscellaneous awards as provided by NAPOLCOM MC No. 93-018.29 However, due the significant
increase ‘in the issuance of medals with corresponding grant of leave credits which-resulted in the
huge budgetary obligation for the payment of Terminal Leave Benefits of retiring PNP uniformed
personnel and to avoid confusion in the assessment as to what appropriate medal shall be granted.
The NAPOLCOM MC No. 93018 was amended by MC No. 2006-003 reduced the number of medals.
What is Posthumous Award? It refers to award of medal(s) 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. In case an individual who is
distinguished dies before the making of an award to which he may be ‘entitled, the award may
nevertheless be made and the medal, star, bar, or other emblem or device, may be presented within
three (3) years from date of ‘the act justifying the award thereof, to such representative of the

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deceased as the Chief, PNP may designated. Eligible classes next of kin are, in the order of
precedence, widow or widower, eldest son, eldest daughter, father, mother, eldest brother, eldest
sister, or eldest grandchild.

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Lesson 1. The PNPs Crime Prevention Policing & Solution

The PNP is the primary law enforcement agency (LEA) in the
country due to the fact that it provides various services throughout the
country [national approach] for the protection of lives and properties,
ensuring public safety, and maintaining peace [law] and order leading
towards the attainment of a comfortable and safe place or community to live.
Of these, in order to achieve those aforesaid purposes, the PNP
performs nationwide crime prevention measures, law enforcement activities,
investigation, arrests, and other similar actions presented in the Chapter II.
A. Role of PNP in Crime Prevention
Anchored on the concept that law enforcements' principal objective
should be prevention, the PNP has adopted crime prevention strategies that
are responsive to the needs of the community for public safety and security.
As Sir Robert Peel theorized, "the police are the people, and the people are
the police”. Thus, crime prevention efforts must be a collaborative effort
between the police and the community that it serves.
What is Crime Prevention? It means to prevent the commission of crimes
by adopting measures that lead to the early detection, deterrence or denial of
a crime. It involves intensifying police presence and implementing strategies
that remove the opportunities or means in committing crimes. Crime
prevention is a core function of the PNP.
Base Concept of PNP’s Crime Prevention Strategy
Elements [Triad) of a Crime. In the commission of a crime, criminologists
And law enforcers are required by law to prove the presence of 3 elements of
A crime. They are:
1. Motive. The reason or intent of an individual to commit a crime.
2. Opportunity. The chance for an individual to commit a crime at a
Given space and time.
2. Means. The ability of an individual to commit a crime.
In recognizing and identifying these elements, the commission of a
Crime may be prevented by taking away any 1 of the 3 elements. This is the
Essence of crime prevention activities. (1)
Basic Principles in Crime Prevention
1. PNP must lead the fight against all forms of
criminality, including
Insurgency, by utilizing active citizen involvement and community
Empowerment. While law enforcement agencies have a major role in the
Prevention of crime, they cannot effectively do the job alone. Community
Members must be willing to participate actively in prevention strategies.
3. Crime prevention efforts must be responsive to the unique
peace and
Order, cultural and economic conditions of the Philippines. It should
Address all elements of crime towards a holistic approach to policing.
4. Crime prevention must be based on a thorough and
accurate analysis of
Demographics, crime statistics, and other related data. To be most
Effective, the analysis should drive the development of a comprehensive
Plan, not just isolated prevention activities. The plan should address all

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Constituent groups within the community, especially those groups and/or

Neighborhoods at risk of criminal activity.
5. Crime prevention plans must adapt to the changing
environment. It may
Be achieved and complemented by the following police initiatives:
a. Increased police presence;
b. Employment of PNP Integrated Patrol System (PIPS);
c. Active Police-Community Relations (PCR);
d. Employment of force multipliers/police volunteers;
e. Pro-active police investigation and intelligence networking; and
f. Utilization of crime data/statistics and analysis. Il]
The Progression of PNP’s Crime Preventive Policing
The PNP policing started with Traditional Policing guided by the
Principles of Sir Robert Peel – crime preventive approach. Its dynamism and
Adaptiveness to the calls of change and demands of time transformed its
Law Enforcement Organization & Administration (Inter-Agency Approach)
policing into Community and Problem Oriented (COP) design and by
virtue of R.A. No. 8551, the PNP has reformed its policing system into
Community and Service Oriented Policing (CSOP) (Figure 4) through
guidelines provided by NAPOLCOM Resolution No. 2015-3422] and
NAPOLCOM MC No. 2015-00313) both approved in the year 2015. It
strengthens and broadens the participation of the PNP, Local Chief
Executives, and the Citizens geared towards providing better service to
PNP's clienteles - the citizens/community.
THE COMMUNITY AND SERVICE-ORIENTED POLICING SYSTEM
CONCEPT
POLICING APPROACHES
CSOP - Community and Service-Oriented Policing
COPS - Problem-Oriented Policing
Development of Police
Operational Strategies
Traditional Policing
Figure 4. PNP Policing Progression.
The PNP CSOP System Component
The PNP CSOP System Component shows the triangular approach
And three institutions that shall work together to improve proactive and
Problem-solving approach by the police, local chief executives, and
Citizenry in addressing crime and public safety concerns (Figure 5). The
Component serves as the Input of the PNP CSOP Program Development
Framework (Figure 8)
THE CSOP SYSTEM CORE COMPONENTS
CSOP Triumvirate
Information
Resources
Leadership
Law Enforcement
Services
Leadership
Resources
Citizenry
DET
PNP
Basic
Servo
Local Executives
Resources
Services
Leadership
Regulatory
Interdependent/ Reciprocal
Figure 5. PNP CSOP System Component.
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What are the Basic Services? The Basic Service are, but not limited to:
1. Agriculture and Fishery
2. Community-based Forestry
3. Health services
4. Social welfare services
5. Information services
6. Solid waste disposal or environmental management system.
The CSOP sought to provide better impact on law and order and crime
Prevention through:
1. Improvement of Police Service Delivery. The roles of the local police
Are, but not limited, to:
a. Initiate the coordination with the Mayor and other LCEs and members of
The community through conduct of home visits, weekly meetings
(pulong-pulong), etc.
b. Orient the LCEs and members of the community on the CSOP System
And solicit their support
c. Consult all stakeholders in identifying problems in the community,
In connection thereto, the PNP adopted the solving community
Problems using the SARA Model discussed in Chapter I (Figure 6).

ASSESSMENT
Did the
response
work?
SCANNING
What is the
problem?
↑
SARA
RESPONSE
What can we
do to improve
the problem?
ANALYSIS
What is
contributing
to the
problem?
Figure 6. SARA Model.[4]
2. Solicitation of support from Local Chief Executives. The roles of the
LCEs are, but not limited to the following:
a. Adopt effective mechanisms for better partnership.
b. Ensure assistance and support to the Integrated Area/Community Public
Safety Plan (IA/CPSP).
137
d. Formulate a 3-year, term-based, Peace and Order Public Safety Plan
(POPS Plan).
e. Convene the Peace and Order Council (POC) to review, update and
Approve the IA/CPSP.
e. Supervise the City/Municipal POC to gather and analyze data.
f. Mandate the full cooperation of all partners.
g. Fund and implement the CSOP programs.
h. Facilitate the implementation of the CSOP programs.
i. Designate necessary personnel – implementation of CSOP.
j. Coordinate with the NAPOLCOM.
k. Exercise additional functions and duties as may be duly authorized.
b.
Wh
WHEN
2. Strengthening of Community Partnerships. The roles of the citizenry
Are, but not limited to:
a. Provide data, information and inputs to the police and local executives on
Problems, issues and concerns.
b. Mobilize and organize volunteers as force multipliers.
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c. Share resources and assist in the planning and implementation of CSOP

P/P/As.
d. Identify and implement community development projects.
e. Establish community problem profile.
f. Share crime prevention tips and other public safety information.
g. Initiate the conduct of regular community assembly/dialogue.
h. Assign focal person to do reporting/monitoring on CSOP activities.
i. Support and conduct fund-raising efforts.

Through the AIDA Model, the PNP and community partnership

Could be strengthened (Figure 7).
Awareness
Articles
*Advertisements
Webinars/Podcasts
*Paid Search/Landing Pages
Web Content
Newsletters
Social Media/Blogs
E-Mail Campaigns
Interest
Desire
•White Papers
•E-Books
Brochures
Microsites
Action
•Case Studies
Testimonials
•Data Sheets
E-Learning
Figure 7. AIDA Model.[5]
138

The PNP CSOP Program Development Framework

Citizenry
Triumvirate(LGU,PNP &
Community)
PNP
INPUT
✓ Holistic Approach / Whole –of-
Nation
Local Executives
CSOP
PROGRAM
DEVELOPMENT
FRAMEWORK
IDENTIFY
PROBLEM
PLAN
MOBILIZE
IMPLEMENT
OPERATE EVALUATE
PROCESS
FOCUS ON
PRIORITIES
CRIMES
THAT
HAVE
IMPACT
TO BASIC
SERVICES
FUNDS.
LOGISTICS
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PERSONNEL
RESOURCES
STANDARDS COMMUNITY
ORGANIZING
AWARENESS CAPACITY
BUILDING
PROGRAM REPORTING
• LAUNCH
MONITOR
MEASURE
RESULTS
BEST
PRACTICES
SHEAC
OUTPUT
MOA/MOU,
POPS
PLAN
✓ POSITIVE POLICE IMAGE
V
OUTCOME
IMPROVED PEACE, ORDER & PUBLIC
SAFETY
EFFECTIVE DELIVERY OF BASIC SERVICES
✓ IMPROVED COMMUNITY
RELATIONS
Figure 8. The PNP CSOP Program Development Framework.

The proper implementation of the Framework would lead to the

Attainment of positive police image, improvements of community relations,
Peace and order, and public safety, and effective delivery of basic services
Are some of its expected outcomes.
C. Role of PNP in Crime Solution. The primary role of the PNP in crime
Solution is the conduct of investigation. Investigation is the collection of
Facts to accomplish a threefold aim:
1. To identify the suspect;
2. To locate the suspect; and
3. To provide evidence of his guilt.
[1,6]
What is Crime Solution? Crime solution is the act of investigating the
Crime leading to the prosecution of its perpetrators. When crime prevention
Efforts fail to deny the commission of a crime, the police take on its other
Crucial role of “solving the crime.”
A crime/case is considered “solved” when:
1. the offender/perpetrator has been identified.
2. the offender/perpetrator has been charged based on evidence.
3. the offender/perpetrator has been taken into custody.
139

Law Enforcement Organization & Administration (Inter-Agency Approach)

[7]
4. the offender/perpetrator has been charged before the prosecutor’s office
Or court of appropriate jurisdiction.
6. Elements beyond police control prevent the arrest of the
offender, as
When the victim refuses to prosecute or the death of the offender.
7. Arrest of one offender can solve several crimes or offenders
may be
Arrested in the process of solving crime. II]
A crime/case is considered “cleared” when:
1. at least one of the offenders has been identified.
2. there is sufficient evidence to charge the offender
3. the offender has been charged in court, absent the taking of the offender
Into police custody.
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PNP’s Measures of Efficiency. Police efficiency in solving crime shall be

Measured through the following:
1. Crime Solution Efficiency (CSE). The percentage of solved cases out
of
The total number of crime incidents handled by the police for a given period
Of time.
2. Crime Clearance Efficiency (CCE). The percentage of cleared cases
out
Of the total number of crime incidents handled by the police for a given
Period of time. 191

D. Crime Reporting of the PNP. It is the act of reporting a crime

Committed by the victim or concerned citizens to the police and other similar
Law enforcement agencies/institutions. The police unit with the territorial
Jurisdiction where the crime was committed shall have the primary
Responsibility of recording and reporting the same.
Crime reports are compiled by the PNP and presented in the form of
Crime statistics which is a mathematical measure of the level or amount of
Crime prevalent in a given area at a given time. It usually refers to figures
Compiled by the police and similar law enforcement agencies to depict the
Picture of a crime based on the following:
1. Crime Volume. The number of crime incidents committed in a given area
Over a period of time which include index and non-index crimes.
2. Index Crimes. Are crimes which are serious in nature and which occur
With sufficient frequency and regularity such that they serve as an index to
The crime situation. These are the crimes of murder, homicide, physical
Injuries, carnapping, cattle rustling, robbery, theft, and rape.
3. Non-Index Crimes. Are violations of special laws such as illegal logging
Or local ordinances.
140
4. Crime Rate. The number of crime incidents in a given period of time for
every 100,000 inhabitants of an area.
5. Average Monthly Crime Rate. Crime rate divided into the number of
months in a year.
[1]
Lesson 2. Role of PNP in Public Safety & Security
Public safety and security involve operations geared towards
protecting lives and properties, including measures that will save lives,
minimize injuries and establish control structures for rehabilitation of the
community.
Public safety and security operations likewise include enforcing
appropriate actions on disaster management that includes natural and man-
made disasters including Chemical, Biological, Radiological, Nuclear and
Explosives (CBRNE)."
A. Roles in Disaster Risk Reduction and Management. The PNP is a
member of the National, Regional, City and Provincial Disaster Risk
Reduction and Management Council. As such, it shall perform functions as
prescribed by the council. 19 The PNP's inherent duty for disaster risk
reduction and management includes the following:
1. Provision of area security;
2. Search, Rescue and Recovery operations;
3. Evacuation;
4. Assistance in Relief Operations; and
5. Facilitation of Community Rehabilitation efforts. I

B. Roles in Public Safety and Security Operations

1. The DILG shall exercise coordination with various government
Instrumentalities created for purposes of enhancing peace and order,
Public safety and security.
3. The President of the Philippines shall be advised on peace and
order,
Public safety and security matters by the National Peace and Order
Council (NPOC) through its chairman- the SILG. The NPOC is
Composed of various representatives from different sectors, who by
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Virtue of their assigned missions and functions have a role to discharge in

The overall peace and order, public safety and security effort.
4. The President of the Philippines shall exercise control and
supervision
Over the Philippine National Police thru the SILG, in a dual capacity as
Chairman of the NAPOLCOM and as Head of the Department of Interior
And Local Government. As chairman of NAPOLCOM, he heads the
Collegial body which exercises administrative control and supervision
Over the PNP. As Secretary of the DILG, he is authorized to delegate
141

Substantive and administrative power to any officer of rank in the

Department. 1101
5. The Chief PNP shall assume direct command responsibility over the
PNP. IIe shall likewise be the principal police adviser to the President,
The National Security Council and the Secretary of DILG.]
C. Roles in the Peace and Order Council
The Peace and Order Council is reorganized on the national, regional,
Provincial, city and municipal levels of government constituted as follows:
1. The National Peace and Order Council (NPOC). It performs the
Following functions:
a. To contribute to the strategies of the National Security Council that
Would effectively respond to peace and order problems;
b. To coordinate and monitor peace and order plans;
c. To provide a forum for inter-disciplinary dialogue and deliberation of
major issues and problems affecting peace and order; and
c. To perform such other duties and functions as the President may
Direct.
2. The Regional Peace and Order Council (RPOC). It is composed of the
Region’s Provincial Governors, the Mayors of the Highly Urbanized Cities,
The Presidents of the Leagues of Municipalities, the regional counterparts of
The departments, offices and agencies, with the Chairman and Vice-Chairman
To be appointed by the SILG with the approval of the President from among
The members of the Council. In addition, there shall be one representative of
The Mayors of the Component Cities to be chosen from among themselves.
The Chairman of the RPOC shall appoint the 3 representatives of the
Private sector, upon consultation with the members of the Council and upon
Acquiring appropriate security clearances. The regional counterpart of the
Chief of Staff of AFP (CSAFP) shall be the Commander of the Infantry
Division. Departments, offices and agencies with no regional and/or field
Offices shall not sit in the RPOC.
3. The Provincial Peace and Order Council (PPOC). It is composed of the
Provincial counterparts of the departments, offices and agencies, wherever
Applicable, with the Provincial Governor as Chairman and the Vice Governor
As Vice Chairman. In addition, one representative of the Sangguniang
Panlalawigan shall be chosen by it from among its members.
The Chairman of the PPOC appoints 3 representatives of the private
Sector, upon consultation with the members of the Council and with the
Approval of the Commander of the Infantry Division and the Regional
Director of the PNP. The provincial counterpart of the CSAFP shall be the
Brigade Commander or, in the case of Palawan, the Commander of the

Western Command. Departments, offices and agencies with no provincial

And/or field offices shall not sit in the PPOC.
4. The City or Municipal Peace and Order Council (CPOC or MPOC). It
Is composed of the city or municipal counterparts of the departments, offices
And agencies, wherever applicable, with the Mayor as Chairman and the Vice
Mayor as Vice Chairman. In addition, there shall be one representative of the
Sangguniang Panlungsod or Sangguniang Bayan, as the case may be, to be
Chosen by the said Sanggunian from among its members.
The Chairman of the CPOC or MCOP appoints 3 representatives
From the private sector, upon consultation with the members of the Council
And upon acquiring appropriate security clearances. Departments, offices and
Agencies with no city, municipal, and/or field offices shall not sit in the
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CPOC or MPOC. [11]

Functions of the RPOC, PROC, CPOC and MPOC
1. Provide a forum for dialogue and deliberation of major issues and
Problems affecting peace and order, including insurgency;
2. Recommend measures which will improve or enhance peace and
order
And public safety in their respective areas of responsibility, including
Anti-insurgency measures;
3. Recommend measures to converge and orchestrate internal security
Operations efforts of civil authorities and agencies, military and police;
4. Apply moral suasion to and/or recommend sanctions against LCEs
who
Are giving material and political support to the Communist rebels;
5. Monitor the provision of livelihood and infrastructure development
Programs and projects in the remote rural and indigenous population
Adopted to isolate them from the Communist rebels’
“Agitate/Arouse, Organize and Mobilize” and ideological, political and
Organization works;
6. Perform all other functions assigned by law, the President or the NPOC.
7. The Civilian Volunteer Organizations (CVOs) shall be managed and
Supervised by the respective Regional, Provincial, City or Municipal
Directors of the PNP.
Areas
Three-tiered Defense System: The PNP’s Strategy on Public Safety and
Security Operations
1. Target Hardening. Target hardening is a deliberate and planned action
That makes it difficult for the criminals/terrorists to succeed in hitting their
Targets. Once the potential criminal/terrorist target is identified, government
Agencies, the private sector as well as the community, must work closely
Together to create a security umbrella, within the internal and external
Environs of the target. If necessary, organizational and individual behavior
Must be modified to mitigate the consequences of incident and crisis, and

Enhance linkages among key players. Target hardening also involves

Preparation to minimize waste of lives and property as the consequence of
Unstoppable incident.
2. Intelligence Monitoring. Intelligence is knowing the threat and
Identifying its potential targets. The community through the LGEs must have
Its own intelligence activities in every village, residential and commercial
Areas and elsewhere, making every citizen a vigilant watchperson. It is
Necessary that suspicious persons, unusual movements or incidents and other
Irregular activities be adequately monitored and reported to authorities,
3. Incident Management. Incident management refers to the sequence of
Actions to be undertaken in case of disaster/disorder/crisis to mitigate their
Effects and expedite the return to normalcy. In like manner, this involves
Partnership among the Security Forces, LGUs and the Community. The
LGEs take the lead role and perform such acts of leadership to demonstrate
Control of the situation, care of victims, justice to bear on the suspects,
Orderly deployment and employment of resources and facilities and
Dissemination of correct information and advice on the incident. The Crisis
Manager must take the community out of the “panic and freeze” mode and
Help the community spring back to normalcy.
4. Legal offensive. It involves the efficient and well-coordinated conduct of
Investigation, documentation and prosecution of all terrorism-related cases,
In coordination with the Department of National Defense (DND) Armed
Forces of the Philippines (AFP), Department of Justice (DOJ) and the
Commission on Human Rights (CHR). It aims to coordinate all government
Efforts to effectively charge, prosecute and adjudicate terrorism-related cases
To ensure that terrorists are placed behind bars. [1]
APPENDIX A. Lessons 1 and 2 Practical Exercises, pages 170-171
Lesson 3. PNP’s Inter-Agency Roles to Local & International LEAs
This area presents the specialized law enforcement agencies (SLEAS)
In the country; specialized under the concept that their enforcement power,
Duties and functions are limited only to a particular area. However, this topic
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Only provided their (agencies) law enforcement functions (it did not include
History, structure, rankings, organizations and others] and PNP inter-agency
Relationship to the succeeding SLEAs.

What is meant by Inter-Agency? Inter-Agency or Interagency means

Occurring between or involving two or more agencies. 112] Similarly,
Interagency means involving or representing two or more agencies,
Especially government agencies. [13]
Interagency, therefore, means collaboration of various agencies
Working together to accomplish a goal or goals. Interagency collaboration,
No matter the agency, is very important because it allows different people
From different professions and backgrounds to exchange ideas, share
Information, and work together to solve important issues. [14]
PNPs Complementary Doctrine (Manual). The PNP with regard to Public
Safety and Peace and Order, essentially practices or involves inter-agency
Collaboration with: the BJMP, BFP, the PPSC, the NBI and other LEAs. I
Note: Inter-agency relations of the PNP to other local or
International LEAs could be realized in the form enactment of laws,
Memorandum of agreement, memorandum of understanding and the
Like supported by memorandum circulars of the NAPOLCOM in the
Case of the PNP.
A. The PNP and Selected LEAs in the Philippines
1. The National Bureau of Investigation (NBI)
The NBI was reorganized and modernized by virtue of R.A. No.
10867 on June 23, 2016. The NBI is under the DOJ headed by a Director and
Is appointed by the President which is equivalent to that of an
Undersecretary
Powers and Functions of the NBI, among others are:
a. Undertake investigation and detection of crimes and offenses enumerated
Under Sections hereof.
b. Issue subpoena for the appearance of any person for investigation or
Production of documents, through its officers from the ranks of Regional
Director to Director.
c. Act as a national clearing house of criminal records and other related
Information for the benefit of the government.
d. Establish and maintain a Forensic and Scientific Research Center which
Shall serve as the primary center for forensic and scientific research in
Furtherance of scientific knowledge in criminal investigation, detection,
Evidence collection and preservation, and provide the necessary training
e. Establish and maintain a Cyber Investigation and Assessment Center
Which shall serve as the nerve center for computer information
Technologies, data on cybercrime cases, computer intrusion, threats, and
Other related crimes or activities.

f. Request the assistance of the PNP, AFP, or any other agency of the
Government, including
And/or
Government-owned
Controlled
Corporations, in its anti-crime drive. Such assistance may include the use
Of the agency’s personnel and facilities upon prior approval by the head
Of the agency concerned.
g. Conduct intelligence operations in furtherance of the foregoing powers
And functions.
h. Establish a modern NBI Clearance and Identification Center containing
All derogatory and criminal records and civilian identification records,
Including their identifying marks and characteristics and fingerprint
Database, as well as dental records.
i. Maintain, for purposes of investigative and forensic requirements of the
NBI, relevant database such as ballistic records of firearms including, but
Not limited to, data ownership, possession, and other related identifying
Circumstances, and Deoxyribonucleic Acid (DNA) databank. [15]
Primary Investigative Jurisdiction of the NBI
a. Human Trafficking cases in all airports in the Philippines;
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b. Extrajudicial/Extra-legal killings committed by the state’s security forces

against media practitioners and activists;
c. Killings of justices and judges;
d. Violation of R.A. No. 10175, otherwise known as the Cybercrime
Prevention Act;
d. Cases referred by the Inter-Agency Anti-Graft Coordinating Council
(IAGCC);
f. Violations of the Anti-Dummy Law;
g. Cases involving threats to security or assaults against the persons of the
President, Vice President, Senate President, Speaker of the House of
Representatives, and Chief Justice of the Supreme Court;
h. Transnational crimes pursuant to existing international agreements;
i. Identification of the dead/victims in case of mass fatality incidents
caused by natural disasters; and
j. Violations of commercial
, economic, and financial or white-collar crimes
Such as, but not limited to, those punishable under R.A. No. 8792 (E-
Commerce Act of 2000); R.A. No. 8484 (Access Devices Regulations
Act of 1998); R.A. No. 8293 (Intellectual Property Code of the
Philippines); R.A. No. 8799 (Securities Regulation Code); P.D. No.
1689 (Decree Increasing the Penalty for Certain Forms of Estafa);
And other similar penal statutes that may be enacted by Congress. [15]
However, the President or the Secretary of Justice may direct the NBI
To undertake the investigation of any crime when public interest so requires.

Inter-Agency Relationship of NBI to the PNP and other LEAS

a. Once the NBI takes cognizance of any of the aforementioned cases, the
PNP and other LEAs or investigative entities collaborate with and render
Assistance to the NBI. In cases where jurisdiction is vested exclusively
And/or primarily with the PNP or other LEAs or investigating agency, the
NBI collaborates with and render assistance to the same.
b. The NBI maintains close coordination with the concerned PNP local
Station before their conduct of their operations (such as raids, buy-bust,
Arrests, search, etc.)
D. The NBI maintains sharing of information with intelligence value to the
PNP and other LEAs regarding activities of criminal elements.
2. Philippine Drug Enforcement Agency (PDEA)
The PDEA was created by virtue of Republic Act No. 9165 on June
7, 2002 repealing R.A. No. 6425, otherwise known as the Dangerous Drugs
Act of 1972. This Act is cited as the Comprehensive Dangerous Drugs Act of
2002. The Act also created the Dangerous Drugs Board (DDB) which is the
Policy-making and strategy-formulating body in the planning and
Formulation of policies and programs on drug prevention and control.
R.A. 9165 was amended by R.A. No. 10640 on July 15, 2014 to
Further strengthen the anti-drug campaign of the government.
The PDEA, as the lead agency and implementing arm of the DDB is
Created under the Office of the President. It shall be responsible for the
Efficient and effective law enforcement of all the provisions on any
Dangerous drug and/or controlled precursor and essential chemical as
Provided in the Act.
Powers and Duties of the PDEA, among others are:
a. Implement or cause the efficient and effective implementation of the
National drug control strategy formulated by the Board thereby carrying
Out a national anti-drug campaign program which shall include drug law
Enforcement, control and prevention campaign with the assistance of
Concerned government agencies.
b. Undertake the enforcement of the provisions of Article II of the Act
Relative to the unlawful acts and penalties involving any dangerous drug
And/or controlled precursor and essential chemical and investigate all
Violators and other matters involved in the commission of any crime
Relative to the use, abuse or trafficking of any dangerous drug and/or
Controlled precursor and essential chemical as provided for in the Act and
The provisions of Presidential Decree No. 1619.
c. Administer oath, issue subpoena and subpoena duces tecum relative to
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The conduct of investigation involving the violations of the Act.

d. Arrest and apprehend as well as search all violators and seize or
Confiscate, the effects or proceeds of the crimes as provided by law and
Take custody thereof, for this purpose the prosecutors and enforcement

Agents are authorized to possess firearms, in accordance with existing

Laws.
e. Take charge and have custody of all dangerous drugs and/or controlled
Precursors and essential chemicals seized, confiscated or surrendered to
Any national, provincial or local law enforcement agency, if no longer
Needed for purposes of evidence in court.
f. Establish forensic laboratories in each PNP office in every province and
City in order to facilitate action on seized or confiscated drugs, thereby
Hastening the destruction of the same without delay.
g. Recommend to the DOJ the forfeiture of properties and other assets of
Persons and/or corporations found to be violating the provisions of the
Act and in accordance with the pertinent provisions of the Anti-Money
Laundering Act of 2001.
h. Prepare for prosecution or cause the filing of appropriate criminal and
Civil cases for violation of all laws on dangerous drugs, controlled
Precursors and essential chemicals, and other similar controlled
Substances, and assist, support and coordinate with other government
Agencies for the proper and effective prosecution of the same.
i. Monitor and if warranted by circumstances, in coordination with the
Philippine Postal Office and the Bureau of Customs, inspect all air cargo
Packages, parcels and mails in the central post office, which appear from
The package and address itself to be a possible importation of dangerous
Drugs and/or controlled precursors and essential chemicals, through on-
Line or cyber shops via the internet or cyberspace.
j. Conduct eradication programs to destroy wild or illegal growth of plants
From which dangerous drugs may be extracted.
k. Create and maintain an efficient special enforcement unit to conduct
Investigation, file charges and transmit evidence to the proper court,
Wherein members of the said unit shall possess suitable and adequate
Firearms for their protection in connection with the performance of their
Duties: Provided, that no previous special permit for such possession
Shall be required.
1. Establish and maintain close coordination, cooperation and linkages with
International drug control and administration agencies and organizations,
And implement the applicable provisions of international conventions and
Agreements related to dangerous drugs to which the Philippines is a
Signatory
l. Require all government and private hospitals, clinics, doctors, dentists
And other practitioners to submit a report to it, in coordination with the
Board, about all dangerous drugs and/or controlled precursors and
Essential chemicals which they have attended to for data and information
Purposes
Initiate and undertake a national campaign for drug abuse prevention and
Drug control programs, where it may enlist the assistance of any
Department, bureau, office, agency or instrumentality of the government,
n.

including government-owned and/or controlled corporations, in the anti-

illegal drugs drive, which may include the use of their respective
personnel, facilities, and resources for a more resolute detection and
investigation of drug-related crimes and prosecution of the drug
traffickers. [16,171
Inter-Agency Relationship of PDEA to the PNP and other LEAS
The PNP, NBI, and the Bureau of Customs maintain close
Coordination with the PDEA on all drug related matters. The PNP and other
LEAs continue to conduct anti-drug operations in support of the PDEA in the
Following capacities:
1. The PNP, NBI and other LEAs, as far as practicable, coordinate to the
PDEA prior to anti-drug operations.
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2. The PNP, NBI and other LEAs inform the PDEA of their antidrug
Operations within twenty-four (24) hours from the time of the actual
Custody of the suspects or seizure of said drugs and substances, as well as
Paraphernalia and transport equipment used in illegal activities involving
Such drugs and/or substances, and regularly update the PDEA on the
Status of the cases involving the said anti-drug operations.
3. PNP, NBI and other LEAs may conduct raids, seizures, and other anti-
Drug operations; it is valid provided it is properly coordinated to the
PDEA
4. The PDEA establishes and maintains a national drug intelligence system
In cooperation with the PNP, NBI, and other LEAs that will assist in its
Apprehension of big-time drug lords.
The PDEA may enter into a Memorandum of Agreement (MOA)
With the PNP, the NBI, the Bureau of Customs and other LAEs to carry out
The implementation of the R.A. 9165 as amended, but shall include specific
Roles of enumerated agencies in the administrative and operational matters.
Inter-Agency Relationship of PDEA, PNP, NBI and other LEAs to the
Department of Justice (Prosecution)
The PDEA, PNP, NBI, and other LEAs have the responsibility to
Appear to testify as prosecution witness pertinent to dangerous drugs case to
Which they are involved in the operation. If after due notice, they fail or
Refuse intentionally or negligently to appear as a witness for the prosecution
In any proceeding, without any valid reason, they shall be punished with
Imprisonment of not less than 12 years and 1 day to 20 years and a fine of
Not less than P500,000.00, in addition to the administrative liability, he/she
May be meted out by his/her immediate superior and/or appropriate body.
The immediate superior of the member of the LEA or any other government
Employee mentioned in the preceding paragraph shall be penalized with
Imprisonment of not less than 2 months and 1 day but not more than 6 years
And a fine of not less than P10,000.00 but not more than P50,000.00 and in

Addition, perpetual absolute disqualification from public office if despite due

Notice to them and to the witness concerned, the former does not exert
Reasonable effort to present the latter to the court. 16]
2. The Bureau of Fire Protection (BFP)
The BFP was created by R.A. No. 6975 on December 13, 1990 but
Was amended by R.A. No. 9263 on March 10, 2004 which was further
Amended by R.A. No. 9592 on May 08, 2009.
The BFP which is under the DILG is headed by a Chief with a rank
Of Director who shall be assisted by 2 deputy chiefs, 1 for administration and
1 for operations with both ranks of chief superintendent, all of whom shall be
Appointed by the President upon recommendation of the Secretary of the
DILG from among the qualified officers with at least the rank of senior
Superintendent in the service.
The BFPs mission is to prevent and suppress destructive fires;
Investigate its causes; provide emergency, medical and rescue services; and
Enforce other fire-related laws with the active involvement of the
Community. 118,19,20
Powers and Functions of the BFP
In general, the BFP is responsible for the prevention and suppression
Of all destructive fires on buildings, houses and other structures, forest, land
Transportation vehicles and equipment, ships or vessels docked at piers or
Wharves or anchored in major seaports, petroleum industry installations,
Plane crashes and other similar incidents, as well as the enforcement of the
Fire Code and other related laws. In short, BFP is the Fire Safety Enforcing
Agency in the Country.
Also, the BFP has the power to investigate all causes of fires and, if
Necessary, file the proper complaints with the city or provincial prosecutor
Who has jurisdiction over the case. [10]
The BFP and the Republic Act No. 9514
The R.A. No. 9514 (Revised Fire Code of the Philippines of 2008)
That repealed P.D. 1185 was approved on December 19, 2008. The Code
Provided the following responsibilities of the BFP:
Functions of the BFP in the Enforcement of this Code, among others
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Are:
a. Support and assist fire volunteers, practitioners and fire volunteer
Organizations in the country who shall undergo mandatory fire
Suppression, inspection, rescue, emergency medical services and related
Emergency response trainings and competency evaluations to be
Conducted by the BFP. In the case of the Fire practitioners, they shall
Undergo mandatory continuous professional education and competency

Evaluation of their expertise, knowledge and skills in the area of fire

Science, engineering and technology to be conducted by the BFP;
b. Call on the police, other law enforcement agencies, and local government
Assistance to render necessary assistance in the enforcement of this Code;
c. Designate a fire safety inspector through his/her duly authorized
Representative to conduct an inspection of every building or structure
Within his area of responsibility at least once a year and every time the
Owner, administrator or occupant shall renew his/her business permit or
Permit to operate; No occupancy permit, business or permit to operate
Shall be issued without securing a Fire Safety Inspection Certification
From the Chief, BFP, or his/her duly authorized representative;
d. Inspect at reasonable time, any building, structure, installation or
Premises for dangerous or hazardous conditions or materials as set forth
In this Code, provided that in case of single-family dwelling, an
Inspection must be upon the consent of the occupant or upon lawful order
From the proper court. The Chief, BFP or his/her duly authorized
Representative shall order the owner/occupant to remove hazardous
Materials and/or stop hazardous operation/process in accordance with the
Standards set by this Code or its implementing rules or regulations or
Other pertinent laws;
e. Where conditions exist and are deemed hazardous to life and property, to
Order the owner/occupant of any building or structure to summarily abate
Such hazardous conditions;
f. Require the building owner/occupant to submit plans and specifications,
And other pertinent documents of said building to ensure compliance with
Applicable codes and standards; and
g. Issue a written notice to the owner and/or contractor to stop work on
Portion of any work due to absence, or in violation of approved plans and
Specifications, permit and/or clearance or certification as approved by the
Chief, BFP or his/her duly authorized representative. The notice shall
State the nature of the violation and no work shall be continued on that
Portion until the violation has been corrected. [21]
Inter-Agency Relationship of BFP to the PNP and other LEAS
a. The BFP may call on the PNP, other LEAs to render necessary assistance
In the enforcement of the Revised Fire Code of the Philippines. In this
Case, the PNP shall serve as security officers at the fire scene to ensure
That BFP would perform their functions without distractions from the
Civilian.
b. The BFP through PNP local police stations coordinate to the PNP Scene
Of Crime Operation team to process the fire scenes where deaths of
Person or loss of properties occur in order to preserve pieces of evidence.
c. The BFP coordinates to the PNP local police station investigation team
All fire incidents allegedly malicious or intentional to conduct further
Investigation for the prosecution of criminals as the case may be.
d. TO PNP report immediately to the BFP fire incidents reported by
Civilians in order to suppress greater damages and the like.
4. The Bureau of Jail Management and Penology (BJMP)
The BJMP was created by R.A. No. 6975 on December 13, 1990 but
Was amended by R.A. No. 9263 on March 10, 2004 which was further
Amended by R.A. No. 9592 on May 08, 2009. The BJMP exercises
Supervision and control over all city and municipal jails.
The BJMP which is under the DILG is headed by a Chief with a rank
Of Director who shall be assisted by 2 deputy chiefs, 1 for administration and
1 for operations with both ranks of chief superintendent, all of whom shall be
Appointed by the President upon recommendation of the Secretary of the
DILG from among the qualified officers with at least the rank of senior
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Superintendent in the service.

The BJMP’s mission is to enhance public safety by ensuring humane
Safekeeping and development of Persons Deprived of Liberty (PDL) in all
District, city, and municipal jails for their reintegration to society. [10,19,20)
Powers and Functions of the BJMP, among others, are:
a. Formulate policies and guidelines in the administration of all district,
City, and municipal jails nationwide.
b. Implement strong security measures for the control of inmates.
c. Provide for the basic needs of inmates.
d. Conduct activities for the development of inmates.
e. Improve jail facilities.
f. Promote the general welfare and development of personnel. (10,19]
Inter-Agency Relationship of BJMP to the PNP and other LEAs
a. The BJMP coordinates with the PNP investigation team and Scene of
Crime Operation team to conduct investigation over crimes that
Happened inside the jails.
b. The BJMP may seek for additional PNP support most especially when
The BJMP transports highly dangerous PDLs or persons detained
Undergoing trials.
c. The BJMP coordinates with the PNP and other LEAs for assistance in the
Arrest of escapees from jail facilities.
d. In times of national emergency, all elements of the PNP, BFP, and
BJMP, upon direction of the President, assist the Armed Forces of the
Philippines in meeting the national emergency.
5. Bureau of Corrections (BUCOR)
The BUCOR was created by virtue of R.A. No. 10575 on May 24,
2013. The BUCOR is attached under the DOJ. It is headed by a Director
General of Corrections equivalent to Undersecretary assisted by 3 Deputy
Directors equivalent to Assistant Secretary: 1 for administration, 1 for
security and operations and 1 for reformation, all of whom are appointed by
the President.
The mandates the BUCOR is safekeeping and instituting reformation
programs to national inmates sentenced to more than 3 years. The
safekeeping of inmates shall include decent provision of quarters, food,
water and clothing in compliance with established United Nations standards.
The security of the inmates shall be undertaken by the Custodial Force
consisting of Corrections Officers with a ranking system and salary grades
similar to its counterpart in the BJMP. [22]
Functions of the BUCOR, among others, are:
a. Safekeep prisoners convicted by courts 3 years and 1 day and above to
serve sentence in prison.
b. Prevent prisoners from committing crimes.
c. Provide inmates' basic needs.
d. Ensure rehabilitation programs are made available to the inmates for their
ysical, intellectual and spiritual development.
e. Develop livelihood programs to assist inmates earn a living and develop
their skills while in prison. 22]
Inter-Agency Relationship of BUCOR to the PNP and other LEAS
a. The BUCOR coordinates with the PNP investigation team and Scene of
Crime Operation team to conduct investigation over crimes that
happened inside the prison.
b. The BUCOR may seek for additional PNP support most especially when
the BUCOR transports highly dangerous PDLs or persons.
c. The BUCOR coordinates with the PNP and other LEAs for assistance in
the arrest of escapees from prison facilities.
d. The BUCOR supports the PNP, PDEA, NBI, and other LEAs especially
in providing valuable information gathered from convicts inside prison
regarding criminal activities, criminal elements, and their cohorts outside
prison.
6. Bureau of Immigration (BI)
In the general, the functions of the BI are principally responsible for
the administration and enforcement of immigration, citizenship and alien
admission and registration laws in accordance with the provisions of the
Philippine Immigration Act of 1940, as amended (C.A. No. 613, as
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amended).
The BI is primary enforcement arm of the Department of Justice and
the President of the Philippines in ensuring that all foreigners within its
territorial jurisdiction comply with existing laws. 123]
Functions of the BI, among others, are:
a. Assists local and international LEAs in securing the tranquility of the
State against foreigners whose presence or stay may be deemed threats to
National security, public safety, public morals and public health.
b. Regulates the entry (arrival), stay (sojourn), and exit (departure) of
Foreign nationals in the country.
B. Monitors the entry and exit of Filipino citizens in compliance with
Philippine laws and other legal procedures.
c. Issues immigration documents and identification certifications on non-
Immigrant, immigrant and special non-immigrant visas;
e. Issues special permits in relation the enforcement of immigration laws
(e.g. Special Work Permit (SWP), Provisional Permit to Work (PPW),
Special Study Permit (SSP), re-entry permits, clearances, etc.).
e. Investigates, hears, decides and executes orders pertaining to exclusion,
Deportation, and repatriation of foreign nationals.
f. Implements Hold Departure Orders, Blacklist, Watchlist, Immigration
Lookout Bulletin Orders and Alert List Orders.
g. Cancels immigration documents upon violation of immigration laws and
Procedures.
h. Investigates, arrests and detains foreigners in violation of immigration
Regulation and other Philippine laws. 123,25)
Inter-Agency Relationship of BI to the PNP and other LEAs
a. The BI may coordinate to the PNP, NBI and other LEAs on the arrest of
Foreigners whom BI consider as inimical to the country.
b. The BI coordinates with the PNP, NBI and other LEAs to conduct
Investigation over persons (local or foreigner) of interest and may
Provide appropriate information to the BI.
c. The BI coordinates with the PNP, PDEA, NBI, and other LEAs regarding
Investigation, inventory, and processing of contrabands confiscated upon
Entry of local or foreigner in the country especially to PDEA concerning
Illegal drugs and the like.
7. The Bureau of Customs (BOC)
The BOC is attached to the Department of Finance established on
February 6, 1902 headed by a Commissioner, who is responsible for the
General administration and management of the bureau. Under R.A. No.
10863 (Customs Modernization and Tariff Act (GMTA]) on June 10, 2016 it
Provided new BOC functions.
Functions of the BOC, among others, are:
a. Assessment and collection of customs revenues from imported goods
and
Other dues, fees, charges, fines and penalties accruing under the GMTA.
b. Border control to prevent entry of smuggled goods.
c. Prevention and suppression of smuggling and other customs fraud.

d. Facilitation and security of international trade and commerce through an

Informed compliance program
e. Supervision and control over the entrance and clearance of vessels and
Aircraft engaged in foreign commerce.
f. Supervision and control over the handling of foreign mails arriving in the
Philippines for the purpose of collecting revenues and preventing the
Entry of contraband.
g. Supervision and control on all import and export cargoes, landed or
Stored in piers, airports, terminal facilities, including container yards and
Freight stations for the protection of government revenue and prevention
Of entry of contraband.
h. Exercise of exclusive original jurisdiction over forfeiture cases under the
GMTA
i. Enforcement of the GMTA and all other laws, rules and regulations
Related to customs administration. (25)
Inter-Agency Relationship of BOC to the PNP and other LEAS
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a. The BOC coordinates with the PNP, NBI, and other LEAs in the
Investigation of criminal activities that transpired with the view of the
BOC. The coordination is dependent on the crime committed such that
Discovery of illegal drugs in ports is coordinated to the PDEA with the
Assistance of the PNP, the investigation on the entry or exit of wild life or
Endangered animals should be coordinated with the DENR and the PNP
And the like.
b. The BOC supports the crime prevention drive of the PNP by providing
Valuable intelligence information regarding entry and exit of cargoes in
The country that are products of criminal elements or syndicates,
c. The BOC seeks the assistance of the PNP, NBI and other LEAs in
Effecting arrest of suspects, search, and seizures of illegal or smuggled
Products or materials.
SA
7. Land Transportation Office (LTO)
The LTO was established by the authority of R.A. 4136 (Land
Transportation and Traffic Code) on June 20, 1964. The LTO is attached to
The office of the Department of Transportation (DOTr) formerly known as
Department of Transportation and Communication (DOTC). In terms of air
Transportation, the LTO counterpart is the Civil Aviation Authority of the
Philippines (CAAP) created by Republic Act No. 9497 (Civil Aviation
Authority Act of 2008) attached to the DOTr formerly known as the Air
Transportation Office ATO).
Functions of the LTO, among others, are:
a. Enforce the registration and operation of motor vehicles and the licensing
Of owners, dealers, conductors, drivers, and similar matters.
b. Inspect and register of motor vehicles.
4.) c. Issue of licenses and permits.
5.) d. Enforce Land Transportation Rules and Regulations.
6.) e. Adjudicate traffic cases.
7.) f. Collect of revenues for the government. 126)
8.) Inter-Agency Relationship of LTO to the PNP and other LEAS
9.) a. The LTO works with the PNP in the implementation of traffic laws rules
10.) and regulations.
11.) b. The LTO deputizes the PNP in the issuance of Traffic Citation Tickets to
12.) traffic law violators considering that the LTO cannot enforce traffics due
13.) their limited personnel.
14.) c. The LTO assists the PNP, NBI, and other LEAs in the investigation
15.) crimes which are traffic related by providing information on the vehicle
16.) owners and other related features of the involved vehicle.
17.) d. The LTO assists the PNP, NBI, and other LEAs by proving data about
18.) the vehicle or its owner if such vehicle was used in the commission of
19.) crime such as transporting of illegal drugs, trafficking of person, and
20.) others.
Note: The Metropolitan Manila Development Authority (MMDA) was
21.) established by virtue of R.A. No. 7924 on Mar 01, 1995. The MMDA
22.) enforces traffic laws rules and regulations provided by R.A. 4136
23.) such as confiscation and suspension or revocation of driver's
24.) licenses and the like in the Metropolitan Manila (cities of Caloocan,
25.) Manila, Mandaluyong, Makati, Pasay, Pasig, Quezon, and
26.) Muntinlupa, and the municipalities of Las Pinas, Malabon, Marikina,
27.) Navotas, Paranaque, pateros, San Juan, Tagig, and Valenzuela). 227/
28.) 9. The Philippine Coast Guard (PCG)
29.) The PCG was established by virtue of R.A. No. 9993 (Philippines
30.) Coast Guard Law of 2009) on July 27, 2009. PCG is an armed and
31.) uniformed service attached to the Department of Transportation (DOTr).
32.) Provided that in times of war, as declared by Congress, the PCG or parts
33.) thereof, shall be attached to the Department of National Defense.
34.) The Powers and Functions of the PCG, among others, are:
35.) a. Enforce regulations in accordance with all relevant maritime
36.) international conventions, treaties or instruments and national laws for
37.) the promotion of safety of life property at sea within the maritime
38.) jurisdiction of the Philippines and conduct port state control
39.) implementation
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40.) b. Inspect all merchant ships and vessels, including but shall not be limited
41.) to inspections prior to departure, to ensure and enforce compliance with
42.) safety standards, rules and regulations.

d. Detain, stop or prevent a ship or vessel which does not comply with
Safety standards, rules and regulations from sailing or leaving port.
d. Conduct emergency readiness evaluation on merchant marine vessels.
e. Issue and enforce rules and regulation for the promotion of safety and life
and property at sea on all maritime-related activities.
e. Remove, destroy or low to port, sunken or floating hazards to navigation,
Including illegal fish and vessels, at or close to sea lanes which may
Cause hazards to the marine environment.
f. Issue permits for the salvage of vessels and to supervise all marine
Salvage operations, as well as prescribe and enforce rules and regulations
Governing the same.
g. Render aid to persons and vessels in distress and conduct search rescue
in
Marine accidents within the maritime jurisdiction of the Philippines,
Including the high seas, in accordance with applicable international
Conventions.
h. Investigate the inquire into the causes of all maritime accidents involving
Death, casualties and damage to properties.
i. Assist in the enforcement of laws on fisheries, immigration, tariff and
Customs, forestry, firearms and explosives, human trafficking, dangerous
Drugs and controlled chemicals, transnational crimes and other applicable
Laws within the maritime jurisdiction of the Philippines.
j. Board and inspect all types of merchant ships and watercrafts in the
Performance of this functions.
1. Enforce laws and promulgate and administer rules and regulations for the
Protection of marine environment and resources from offshore sources or
Pollution within the maritime jurisdiction of the Philippines.
[28]
Inter-Agency Relationship of PCG to the PNP and other LEAs
a. The PCG works with the PNP through the PNP Maritime Group in
Providing protection for the interest of the Philippine maritime; the
Philippine territorial waters, lakes, and rivers along coastal areas to
Include ports and harbors and small islands for the security and the
Sustainable development of the maritime environment in the Philippines.
b.
rough MO or MOU both PCG and PNP Maritime Group could
enhance the Search and Rescue (SAR) capabilities and maintain
collaboration in order to perform SAR if situation demands as well as the
performing public safety operations in their area of operations.
9. The Philippine Navy (PN)
The PN is the naval warfare service branch of the AFP. It shares the
Responsibility of patrolling the maritime borders with the PCG.
Powers and Functions of the PN, among others, are:
Assist the proper governmental agencies in the enforcement of laws and
Regulations pertaining to navigation, immigration, customs revenue,
a.

opium, quarantine, fishing and neutrality in the territorial and contiguous

waters of the Philippine Archipelago.
b. Develop, in coordination with the other major services and area
Commands the doctrines, procedures, and naval equipment for joint
Operations, and the doctrines and procedures for amphibious
Operations. 297
Inter-Agency Relationship of PN to the PNP and other LEAs
a. The PN collaborates with the PNP Maritime Group, and PCG in the
Enforcement of maritime laws.
b. The PN join forces with the PNP Maritime Group, PCG and other LEAS
In rendering public safety activities during national or local emergencies,
10. The National Meat Inspection Service (NMIS)
The NMIS was established by virtue of R.A. No. 9296 (The Meat
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Inspection Code of the Philippines) on May 12, 2004. The Act sought to
Strengthen the meat inspection system in the country, ordaining for this
Purpose a meat inspection code of the Philippines. The NMIS is headed by
An Executive Director.
Powers and Functions of the NMIS, among others, are:
a. Establish a safety and quality standards for meat and meat products in
Consultation with the product standard setting agencies.
b. Adopt measures to ensure pure, wholesome and safe supply of meat and
Meat products of the country.
C. Accredit establishment, facilities, conveyance and service providers for
Hazard Analysis Critical Control Point Program (HACCP) audit.
c. Licensing of meat inspectors and registration of meat handlers.
E Licensing, registration and certification of meat handlers and meat
Brokers.
f. Licensing, registration and certification of meat and meat products;
g. Implement standards prescribed by the Bureau of Agriculture and
Fisheries Product Standards (BAFPS) on labeling, advertising and
Promotion of meat and meat products.
h. Supervise and control meat inspection in all meat establishments
Engaged in domestic and international meat trade.
i. Evaluate, classify and accredit local and foreign meat establishments as
To compliance to hygiene and sanitation standards. 1307
Inter-Agency Relationship of NMIS to the PNP and other LEAS
a. The NMIS coordinates with the PNP in the enforcement of the Meat
Inspection Code of the Philippines by proving security protection to
NMIS personnel during their operation such as in the confiscation of
Prohibited meat not edible for human consumption, closure of
establishment due to gross violation of the Meat Inspection Code of the
Philippines
b. The NMIS coordinates with the PNP in the investigation of activities
against the Meat Inspection Code of the Philippines as well as in filing
appropriate criminal charges to the violators of the Code.
12. The Bureau of Fisheries and Aquatic Resources (BFAR)
The BFAR was created by virtue of R.A. No. 8550 (Philippine
Fisheries Code of 1998) on February 25, 1998 which was amended by R.A.
10654 on July 28, 2014.
Functions of the BFAR, among others, are:
a. Issue licenses for the operation of commercial fishing vessels.
b. Issue identification cards free of charge to fish workers engaged in
commercial fishing.
c. Advise and coordinate with LGUs on the maintenance of proper
sanitation and hygienic practices in fish markets and fish landing areas.
d. Establish a corps of specialists in collaboration with the DND, DILG,
DFA for the efficient monitoring, control and surveillance of fishing
activities within Philippine territorial waters and provide the necessary
facilities, equipment and training therefor.
e. Implement an inspection system for import and export of fishery/aquatic
products and fish processing establishments, consistent with international
standards to ensure product quality and safety.
f. Enforce all laws, formulate and enforce all rules and regulations
governing the conservation and management of fishery resources, except
in municipal waters, and to settle conflicts of resource use and allocation.
g. Implement boarding and inspection protocols upon Philippine flagged
fishing vessels in order to promote observance to international treaty
obligations on food safety, to curb illegal, unreported and unregulated
fishing, and to comply with conservation and management measures
h. Adopt an appropriate monitoring, control, surveillance and traceability
system for municipal fishing vessels supplying exporters with
concurrence of the local government units.
Hear and decide administrative cases before it.
j. Determine the appropriate levels of administrative and other sanctions,
particularly for serious violations, that deprive offenders of economic
benefits from their violations of the laws, rules and regulations,
k. Initiate the criminal prosecution of offenses committed in violation of
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this Code regardless of their situs.

1. Perform such other related functions which shall promote the
development, conservation, management, protection and utilization of
fisheries and aquatic resources.
i.

Inter-Agency Relationship of BFAR to the PNP and other LEAS

a. The BFAR collaborates to the PNP Maritime Group, PN, PCG, and other
LEAs the enforcement of the Philippine Fisheries Code of 1998.
b. The PNP Maritime Group, PN, PCG, and other LEAs reports to the
BFAR any acts or situations violative to the Philippine Fisheries Code of
1998 for proper legal action.
c. The PNP Maritime Group, PN, PCG, and other LEAs conduct arrest of
The violators the Code as well as search and seizure the effects of the
Crime.
13. The Department of Environment and Natural Resources (DENR)
As provided for under Section 4 of E.O. 192, the DENR is mandated
To be the primary government agency responsible for the conservation,
Management, development and proper use of the country’s environment and
Natural resources, including those in reservations, watershed areas and lands
Of the public domain, as well as the licensing and regulation of all natural
Resources utilization as may be provided by law in order to ensure equitable
Sharing of the benefits derived therefrom for the welfare of the present and
Future generations of Filipinos. [33]
Functions of the DENR, among others, are:
a. The DENR’s duty through its Forest Rangers, is the enforcement of
Environmental protection laws, and conservation of the environment.
b. Implement measures for the regulation and supervision of the processing
Of forest products, grading and inspection of lumber and other forest
Products and monitoring of the movement of timber and other forest
Products. [33]
Inter-Agency Relationship of DENR to the PNP and other LEAs
a. The DENR works with the PNP and other LEAs in the enforcement of
Laws relative to environment and natural resources by providing
Checkpoints in all possible or suspected areas where violations of
Environmental laws may occur.
b. The DENR seeks the support of the PNP in the implementation of arrest
Of environmental laws violators together with the search and seizure of
The effects or fruits of the crime.
As of this writing, the DENR officials are coming up with the
Creation of the Environmental Protection and Enforcement Bureau (EPEB).

The EPEB aims to maintain an effective enforcement laws, rules and

regulation to protect the rights of the people to a balanced and healthful
ecology, institutionalize enforcement systems and strategies using the
advanced reliable technologies, establishing forensic laboratory that ensure
evidences of environmental crimes and environmental law enforcement
training course and skill enhancement.
Note: As mentioned earlier, the aforementioned are just selected
SLEAs, other SLEAs were not presented considering that they have
no or less participation in terms of public safety, crime prevention
and the like. Some departments or agencies that has law enforcement
functions but not related to public safety and crime prevention are
the BIR, IPO, DTI, and others.
B. The PNP and International LEAS
1. ASEANAPOL. The Association of Southeast Asian Nations Police
sought to enhance cooperation in the realm of regional policing towards
ensuring the safety of the region (South East Asia) by mutually contributing
and synergizing policing resources and expertise to effectively thwart
organized and emerging international criminal enterprises for a safer ASEAN
Community. Hence, the objectives of ASEANAPOL are:
a. Enhance police professionalism,
b. Forge stronger regional cooperation in policing, and
c. Promote lasting friendship amongst police officers of member
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countries.
The 10 ASEANAPOL Member Countries
1. Brunei
6. Myanmar
2. Cambodia
7. Philippine
3. Indonesia
8. Singapore
4. Laos
9. Thailand
5. Malaysia
10. Vietnam
ASEANAPOL Flag
The ASEANAPOL Flag is a symbol of the organization of the
ASEAN Chiefs of National Police (ASEANAPOL) on the regional
cooperation in the prevention and combating transnational crime. It
represents a firmed, determined, honest and protected ASEAN National

Police organization denoted by the colors of the flag which are black, white,
blue, yellow and brown. The details are as follows:
1. Black represents firm determination,
2. Yellow for honesty,
3. Blue represents peace and stability,
4. White depicts purity and brown symbolizes prosperity,
5. Spray of rice and cotton represent prosperity, friendship and solidarity of
the ASEAN National Police,
6. Shield represents community protection,
7. Three steps on the top of pillars symbolizes the police motto on the fight
against crime, love of humanity and helping of delinquents,
8. Ten steps at the bottom of pillar represent the ten ASEAN countries,
9. Flag's Background is Royal Blue 2, Outer Ring is Plain, the White Rice
& Cotton is Light Brown (Figures 9 and 10).
Dignity of the ASEANAPOL Flag
1. The ASEANAPOL Flag shall be treated with respect and shall not be
subjected to any indignity.
2. When the ASEANAPOL Flag has become worn or torn or frayed, it shall
not be displayed, and shall be properly disposed off.
3 STEPS ON TOP OF PILLAR
Police's Motto:
SHIELD
Symbol of community protection
FLAGS
10 Member Countries
Fight Crimes
Love Humanity
Help Delinquents
ASEANAPOK
YELLOW
Color of Honesty
10 STEPS AT THE BOTTOM OF PILLAR
10 ASEAN COUNTRIES
SPRAY OF RICE & COTTON
Symbol of prosperity
BLACK
Fim Determination
Figure 9. ASEANAPOL Logo.

Governance of ASEANOPOL
ASEANAPOL Conference
The Conference shall be held annually on a rotational basis amongst
Member countries. The Conference will be attended by the Chiefs of Police.
ASEANAPOL Executive Committee
The Executive Committee shall comprise of Deputy Heads of
Delegation attending the annual Conference. The Executive Committee shall
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Meet annually, immediately before the Conference.

The Executive Director of the ASEANAPOL Secretariat shall present
A report of its activities, including amongst others, issues on financial
Performance, procurement of works, supplies and services and control and
Management of contracts, to the Executive Committee.
The Executive Committee shall provide a summary report of the
Activities of the Secretariat to the Heads of Delegation at the Conference and
At the Closing Plenary Session of the Conference (Figure 11).
ASEANAPOL Secretariat Directors
The Executive Director of the Secretariat shall be appointed by the
ASEANAPOL Conference upon nomination on a rotational basis in
Alphabetical order for a term of two years. The Executive Director of the
163

Secretariat shall be a Senior Police Officer of the rank of Brigadier

General and above or its equivalent. The Executive Director will be assisted
By Director for Police Services and Director for Plans and Programmes shall
Be a Senior Police Officer of the rank of Colonel and above or its
Equivalent. [34]
Objectives and Functions of the Secretariat
Objectives Secretariat
1. Ensure the effective implementation of all resolutions adopted at the
ASEANAPOL Conferences;
2. Serve as a coordination and communication mechanism to allow
Members to establish and to maintain all channels of interaction amongst
Members;
3. Foster mutual assistance and cooperation amongst members, and
4. Endeavour to increase regional cooperation efforts against transnational
Crime.
ORGANISATIONAL STRUCTURE OF ASEANAPOL
ASEANAPOL (ASEAN NATIONAL POLICE)
BRUNEI
CAMBODIA
BIDONESIA
LAOS
MALAYS
MYANSAR
PINOEINES
SINGAPORE
THAILAND
VIỆT MÀ.
COMPOL
YANG MESA
DATO
PADUKA SERI
GENERAL
SANOL, BRIC
CEREDA
POLO
GENERAL
MERI
SAVISEN
DRSHAN
THONCLEX
FOLICK
23EBTENANT
GENERAL
AUNG WIN OO
COMM. POL
NESORE WEE
TECK
BSPECTOR
GERAL
TANR
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DATO SER 。
ABEL HAMME
13N SABOR
POL
3310XCTOR
GENERAL
ARCHE
FRANCISCO
GASBOA
POL
GENERAL
CHAKTHI
CHANINDA
WAS
POL. MAIOR
GENERAL
09 VAN
THUÊ NHÀ
228
RANNOMEK
MORIAMMAD
IRWAN BIN
HASHANALE
CURRENT
CHAIR
ASEANAPOEL SECRETARIAT
EXECUTIVE DIRECTOR
BAC WEEAR BOON
Spore Police Force
DIRECTOR FOR ROLICE
SERVICES
POL SWR. SUPON GETAMALA 5.
Dedonian Mata Ponce
DIRECTOR FOR PLANS &
PROGRAMMES
SUPT, TANG KIK TENG
Royal Branet Peite Forest
ADMINISTRATIVE & TECHNICAL STAFF
121 STAFF)
(Royal Malaysla Police)
Figure 11. Organizational Structure of ASEANAPOL.

Functions Secretariat
1. Prepare and implement work plans for effective implementation of all the
Resolutions adopted in the annual Joint Communiqués signed at the
ASEANAPOL Conferences;
2. Facilitate and coordinate cross-border cooperation on intelligence and
Information sharing and exchange;
3. Facilitate and coordinate joint operations and activities involving
Criminal investigations, the building and maintenance of the
ASEANAPOL database, training, capacity building, the development of
Scientific investigative tools, technical support and forensic science;
4. Provide support and necessary assistance in organizing the
ASEANAPOL Conferences;
5. Submit on a quarterly basis to the Chiefs of ASEAN Police Forces
Proposals on all planned programmed and activities to be carried out;
6. Prepare an annual report on its activities and expenditure to be presented
To the ASEANAPOL Executive Committee immediately before the
ASEANAPOL Conference, and distributed to all members and to the
ASEANAPOL Conference; and;
7. Act as a custodian of all documents and records of ASEANAPOL. [34]
Note: the ASEAN was formally organized on August 8, 1967
Originally by five: Indonesia, Malaysia, Philippines, Singapore, and
Thailand; at the main hall of the Department of Foreign Affairs
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Building in Bangkok, Thailand. However, it was only in 1981 when

The first formal meeting of the Chiefs of ASEAN Police attended by 5
Original member countries in Manila.
3. INTERPOL. The International Police first started as International
Criminal Police Commission/Organization (ICPC or ICPO) founded in 1923.
[35] It was named as INTERPOL in the year 1956. It is an international
Organization that facilitates worldwide police cooperation and crime control.
Headquartered in Lyon, France, it has seven regional bureaus worldwide and
A National Central Bureau in all 194 member states (as of this writing),
Making it the world’s largest police organization. [36]
INTERPOL provides investigative support, expertise, and training to
Law enforcement worldwide, focusing on three major areas of transnational
Crime:
A terrorism,
c. Cybercrime, and
Organized crime.
c.
Its broad mandate covers virtually every kind of crime, including, but
Not limited to the following:
Crimes against humanity,
a.

b. child pornography,
c. drug trafficking and production,
d. political corruption,
e. copyright infringement, and
f. white-collar crime.
The agency also facilitates cooperation among national law
Enforcement institutions through criminal databases and communications
Networks. The Philippines became a member of the INTERPOL in June
1956.
Elements of Emblem of INTERPOL
a. the globe indicates worldwide activity,
b. the olive branches represent peace,
c. the sword represents police action,
d. the scales signify justice,
e. the acronyms OIPC and ICPO, representing the full name of the
organization in both English and French (Figure 12).
ICPO
ОІРС
INTERPOLE
Figure 12. INTERPOL Emblem.
An
INTERPOL Notices
An Interpol notice is
International alert circulated to
Communicate information about crimes, criminals, and threats by police in a
Member state (or an authorized international entity) to their counterparts
Around the world. The information disseminated via notices concerns
Individuals wanted for serious crimes, missing persons, unidentified bodies,
Possible threats, prison escapes, and criminals’ modus operandi.

Functions INTERPOL’s Eight Types of Notices

1. Red Notice. To seek the location/arrest of a person wanted by a judicial
Jurisdiction or an international tribunal with a view to his/her extradition.
2. Blue Notice. To locate, identify or obtain information on a person of
Interest in a criminal investigation.
Person
3. Green Notice. To warn about a person’s criminal activities if that
Is considered to be a possible threat to public safety.
4. Yellow Notice. To locate a missing person or to identify a person unable
To identify himself/herself.
5. Black Notice. To seek information on unidentified bodies.
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6. Orange Notice. To warn of an event, a person, an object or a process

Representing an imminent threat and danger to persons or property.
8. Purple Notice. To provide information on modi operandi, procedures,
Objects, devices, or hiding places used by criminals.
9. Interpol United Nations Security Council Special Notice To inform
Interpol’s members that an individual or an entity is subject to UN
Sanctions. [37]
The International Notice system initially consisted of six color coded
Notices: Red, Blue, Green, Yellow, Black, and Purple. In 2004, the seventh
Color was added, Orange.
[38]
Four Official Languages INTERPOL Notices: The SAFE
1. Spanish
2. Arabic
3. French
4. English Notices
INTERPOL Organization Structure
The General Assembly. It is INTERPOL’s supreme governing body,
Comprising representatives from each of our member countries. It meets once
A year and each session lasts around four days. Each member country may be
Represented by one or several delegates who are typically chiefs of police and
Senior ministry officials. Its purpose is to ensure that INTERPOL’s activities
Correspond to the needs of our member countries

In addition, the Assembly elects the members of the Executive

Committee, the governing body which provides guidance and direction in
Between sessions of the Assembly. The Assembly takes decisions in the form
Of Resolutions. Each member country represented has one vote (Figure 13).
Governance and management
General Assembly
Executive Committee
General Secretariat
INTERPOL-
National Central
Bureaus
Commission for the control of
INTEROL’s files
Advisers
Figure 13. Governance and Management of INTERPOL.
The Executive Committee. It is the governing body in charge of supervising
The execution of the General Assembly’s decisions and the administration
And work of the General Secretariat. It meets three times a year and sets
Organizational policy and direction. The roles of Executive Committee are:
1. Supervise the execution of the decisions of the General Assembly;
2. Prepare the agenda for sessions of the General Assembly;
3. Submit to the General Assembly any programme of work or project
Which it considers useful; and
5. Supervise the administration and work of the Secretary General.
Composition of the Executive Committee
Elected by the General Assembly, the Executive Committee has 12
Members comprising the President of the Organization, two vice-presidents
And nine delegates. They are all from different countries and the
Geographical distribution is balanced. The President is elected for four years,
And vice-presidents and delegates for three.
The General Secretariat. It runs INTERPOL’s day-to-day activities to
Support member countries in their international policing. General Secretariat
Is the body that coordinates all our policing and administrative activities. It is
Run by the Secretary General.

Law Enforcement Organization & Administration (Inter-Agency Approach)

The National Central Bureaus (NCBs). These are at the heart of
INTERPOL. They seek the information needed from other NCBs to help
Investigate crime or criminals in their own country, and they share criminal
Data and intelligence to assist another country. As part of their role in global
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Investigations, NCBs work with:

1. Law enforcement agencies in their own country;
2. Other NCBs and Sub-Bureaus around the world, and
3. The General Secretariat’s offices worldwide.
NCBs can also develop training programmes for their national police
To raise awareness on INTERPOL’s activities, services and databases.
NCBs Sharing Criminal Data
NCBs contribute national crime data to our global databases, in
Accordance with their respective national laws. This ensures that accurate
Data are in the right place at the right time to allow police to identify a trend,
Prevent a crime, or arrest a criminal. For example, our Red Notices alert
Police in all countries to wanted persons. NCBs cooperate on cross-border
Investigations, operations and arrests. To take investigations beyond national
Borders, they can seek cooperation from any other NCB. Given the common
Issues faced within each region, NCBs work together increasingly on a
Regional basis. They combine resources and expertise in successful
Interventions against those crime areas which affect them the most. [39,40]
Technically, the ASEANAPOL and INTERPOL are not law
Enforcement agencies considering that they don’t enforce any laws. Instead,
It merely facilitates cooperation or linkages of various law enforcement
Agencies of member countries for mutual assistance about suppression of
Criminal activities or syndicates which are considered transnational.
a.
Inter-Agency Relationship of PNP to ASEANAPOL and INTERPOL
The PNP maintains mutual cooperation and support to ASEANAPOL
And INTERPOL in order to achieve speedy arrest or investigation of
Crimes which are transnational in nature.
c. The PNP collaborates with ASEANAPOL and INTERPOL for exchange
Of intelligence information relative to criminal syndicates.

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