1

EFFECTS OF INTERNAL CLEANSING PROGRAM OF THE

PHILIPPINE NATIONAL POLICE IN SOURTHERN POLICE
DISTRICT (SPD): TOWARDS BETTER POLICE FORCE
IMAGE AND LAW ENFORCEMENT

A Thesis Presented to the Faculty of Graduate School

Republican College, Inc.
Quezon City

In Partial Fulfillment of the Requirements for the Degree of Master of

Science in Criminology

By:

MELINA G. GABON
January, 2019
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TABLE OF CONENTS

Page
List of Tables…………………………………………………….. i
List of Figures ……….…………………………………….……. ii
CHAPTER
I. THE PROBLEM AND ITS BACKGROUND
Introduction …………………………….…………. 1
Theoretical Framework ……………………………… 3
Research Paradigm …………………………………… 4
Statement of the Problem ………………..…… 4
Hypothesis of the Study .………………………….....5
Scope and Limitations ……………………………….. 6
Significance of the Study …………………............. 6
Definition of Terms …………………………………… 7
II. REVIEW OF RELATED LITERATURE AND STUDIES
Foreign Literature ………………………………….. 7
Local Literature ……………………………………….. 23
Foreign Studies …………………………………….. 24
Local Studies ……………………………………….. 27
III. RESEARCH METHODOLOGY
Research Design ……………………………………… 34
Locale and Population of the Study …………… 34
Description of the Respondents ………………….. 35
Instrumentation ……………………………………… 36
Data Gathering Procedure ………………………… 37
Statistical Treatment of the Data ………………… 38
APPENDICES
BIBLIOGRAPHY ……………………………………………………. 54
CURRICULUM VITAE …………………………………………….. 55
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LIST OF TABLES
Table Number Title Page
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LIST OF FIGURE

Figure Number Title Page

1 Research Paradigm 36
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Chapter 1

THE PROBLEM AND ITS BACKGROUND

Introduction

Police plays a central role, operating as a rule of law

institution. Thus, as the basic element of the criminal justice system,

Police is responsible for enforcing the law by democratic methods,

primarily involving close cooperation with the public, respect for

individual rights and constitutional guarantees, and the resort to

force in as little. Police officers were implemented into society to be

protectors of the public and to serve the community whenever they

were in need of help or justice. They are here to enforce the “laws of

the land” and to keep society safe from any harm. The police are

supposed to be our “unsung heroes.” With this knowledge, citizens

should respect these individuals and trust the officers to implement

justice and protection.

However, during these past few years, there were reports that

there were policemen who have been doing wrong which are against

the law. Some policemen are involved in drugs, carnapping, robbery,

kidnapping, womanizing, etc. So in order to change the police bad

image, the PNP implemented the cleansing program.

The Philippine National Police has sustained the momentum of

its continuing internal cleansing program in the 190,000-strong

police force over the past two years under the Duterte administration
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when organizational discipline and internal reform became the

centerpiece of the service agenda of PNP Chief, Director General

Oscar D Albayalde.

Since 2016 until the first semester of 2018, a total of 1,828

PNP personnel were summarily dismissed from the service for serious

infractions.

Those dismissed were among 6,401 errant PNP personnel who

were meted administrative penalties for various offenses ranging from

involvement in criminal activity, grave misconduct, serious neglect of

duty, involvement in criminal cases, serious irregularity,

malversation, dishonesty, and graft and corruption.

Also penalized were 3,589 personnel slapped with suspension

terms, 362 demoted in rank, 403 reprimanded, 147 penalized with

salary forfeiture, 43 witheld privileges and 29 restricted to quarters.

Aside from those penalized for administrative offenses, 498

more personnel were investigated for drug-related cases including

266 who tested positive for drug use and 232 for involvement in drug

activity.

A total of 261 uniformed and non-uniformed personnel who

tested positive for drug use were dismissed from the service, while 92

more were dismissed, 23 were suspended and nine demoted for

involvement in drug activity.

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The PNP spokesperson said policemen still get involved in

businesses — legal or illegal — even with the salary increase due to

lack of financial literacy skills and the “womanizing” habit.

Durana (2018) noted that even if the policeman’s salary is high,

if policeman don’t know how to manage his finances, well nothing is

enough for him emphasizing that financial literacy training is part of

the ‘restorative’ component of the ICP.

The salary is well enough only to sustain one kitchen. If the

police has two to three wives, and if he also has a girlfriend, he will

really resort to illegal activities. Durana also pleaded to PNP

personnel to consider their families’ welfare.

Durana (2018) added that for example if the police is dismissed

from service, all his benefits are gone, his family will suffer. Even if

the police is only suspended, he will get nothing.

Background of the Study

A bill sponsored by Sen. Panfilo M. Lacson that seeks to push

the police force's internal cleansing by transferring the training of

police recruits to the Philippine National Police got the nod of the

Senate on third reading Tuesday.

Senate Bill 1898, which Lacson sponsored on the Senate floor

last Aug. 14, was approved on final reading with 19 affirmative votes,

zero negative vote and no abstention.

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Lacson, who headed the PNP from 1999 to 2001 and who now

chairs the Senate Committee on Public Order and Dangerous Drugs,

said the PNP could better fulfill its duty to serve and protect if it has

authority - and accountability - for the training and education of its

personnel.

Under the bill, the responsibility of training police recruits will

transfer to the PNP from the Philippine Public Safety College, which

includes the PNP Academy and National Police Training Institute.

At present, the PPSC is responsible for the training, human

resource development and continuing education of personnel of the

PNP, Bureau of Fire Protection, and the Bureau of Jail Management

and Penology.

Once Senate Bill 1898 becomes law, the PNP Academy - which

trains commissioned officers - will be under the direct supervision

and control of the Chief, PNP while supervision and control of the

NPTI - which trains noncommissioned officers - will be determined in

the revised organizational structure of the said unit.

In sponsoring Senate Bill 1898, Lacson - who instilled

discipline in the PNP when he headed it - noted lapses in the

recruitment and education of police officers over the years.

Lacson (2012) underscored the importance of the formative

stage which he said "built characters and instilled values of discipline

and public service among recruits." Lacson (2010) pointed out that
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"the simple truth is that there is an evident mismatch between the

PNP's training expectations and requirements to the actual services

provided by the PPSC.

Most importantly, Lacson stressed police officers should "stand

firm against various tests of endurance," showing not just physical

but moral strength. Lacson cited a 2004 PNP Reform Commission

Report showing the quality of training conducted by the NPTI has

deteriorated over the years.

Also, a joint study by the Philippine government and United

Nations Development Program in 2005 noted the PPSC's lack of

accountability on its graduates' quality of performance.

Such a mismatch in the educational system may be the reason

why many rookie police personnel get involved in criminal activities,

Lacson lamented. Lacson (2010) said that "by instituting reforms in

the current system, we are strengthening the foundation of a highly

efficient, effective and component police force."

Once the bill is passed into law, the PNP Academy will still

accommodate BJMP and BFP cadets for five years - enough time for

the BJMP and BFP to develop and professionalize their own

personnel, according to the bill.

The bill also authorizes the Department of Interior and Local

Government to create learning institutions for the BJMP and BFP

under the PPSC within the five-year transition period.

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INPUT PROCESS OUTPUT

Status of the
administrative offenses Data analysis
filed against PNP through:
personnel before the  Survey
implementation of the Questionnaire
cleansing program as to:  Interview Development of
 Unstructured a program
1. dismissed from the Interview towards better
service police image
2. suspended among
3. demoted Testing the policemen in
4. reprimanded significant the Southern
5. restricted to quarters Effect on the Police District
6. withheld privileges status of the (SPD)
7. salaries forfeited administrative
offenses filed
Extent does the PNP against PNP
implement the cleansing personnel before
program utilizing the and after the
following three-pronged implementation of
approach in terms of: the cleansing
program
1. preventive
2. punitive
3. restorative

Status of the
administrative offenses
filed against PNP
personnel after the
implementation of the
cleansing program as to
the aforementioned
variables

Feedback

Figure 1. Research Paradigm

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Statement of the Problem

This study aims to describe the effects of the implementation

the PNP cleansing program in Southern Police District (SPD) for the

year 2018-2019 with the end in view that a program can be

developed towards better police image.

Specifically, it seeks to answer the following questions:

1. What is the status of the administrative offenses filed

against PNP personnel before the implementation of the cleansing

program as to:

1.1 dismissed from the service

1.2 suspended

1.3 demoted

1.4 reprimanded

1.5 restricted to quarters

1.6 withheld privileges

1.7 salaries forfeited

2. To what extent does the PNP implement the cleansing

program utilizing the following three-pronged approach in terms of:

2.1 preventive

2.2 punitive

2.3 restorative
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3. What is the status of the administrative offenses filed

against PNP personnel after the implementation of the cleansing

program as to the aforementioned variables?

4. Is there a significant effect on the status of the

administrative offenses filed against PNP personnel before and after

the implementation of the cleansing program as to the

aforementioned variables?

5. What program can be developed towards better police image

among policemen in the Southern Police District (SPD)?

Hypothesis

The hypothesis that will be tested using 0.05 level of

significance will be that:

H(o): There is no significant effect on the status of the

administrative offenses filed against PNP personnel before and after

the implementation of the cleansing program as to dismissed from

the service, suspended, demoted, reprimanded, restricted to quarters,

withheld privileges, and salaries forfeited.

Scope and Delimitation of the Study

The purpose of this study will be to describe the effects of the

implementation the PNP cleansing program in Southern Police

District (SPD) for the year 2018-2019. The researcher will describe

the status of the administrative offenses filed against PNP personnel

before and after the implementation of the cleansing program as to

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dismissed from the service, suspended, demoted, reprimanded,

restricted to quarters, withheld privileges, and salaries forfeited. Most

importantly the researcher will assess the extent of implementation of

the PNP cleansing program utilizing the following three-pronged

approach in terms of preventive, punitive, and restorative. Based

from the findings of the study, a program may be developed towards

better police image among policemen in the Southern Police District

(SPD). The 35 police-respondents were chosen purposively. The

period of study will be from January, 2019 to March, 2019.

Significance of the Study

This study will be beneficial to the following:

Philippine National Police may use the findings of this study

to address the issue on the effective implementation of PNP cleaning

program.

Policemen may be provided information as ro the

consequences that they may suffer when they do something irregular

from his duties.

Policy Makers may help the PNP bring into the attention of

policy makers on the effective delivery of the PNP cleaning program.

Future researchers may use the results of this study in a

similar study that they may be conducting in relation to the PNP

cleaning program.

Definition of Terms
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The following terms are defined as how it was used in this

study:

Preventive is one of the three-pronged approaches of the

cleansing program of the PNP by conducting re-training program and

addressing loopholes so as not to create opportunities or reasons for

policemen to commit illegal or criminal activities.

Punitive is one of the three-pronged approaches of the

cleansing program of the PNP by filing cases against police

scalawags, and conducting police operations through the different

counter-intelligence units.

Restorative is one of the three-pronged approaches of the

cleansing program of the PNP by conducting values formation

seminar, and personality development training, and by seeking the

help of the Catholic Bishops’ Conference of the Philippines (CBCP) for

the rehabilitation of drug users.

Dismissed from the service

Suspended is a common practice in the PNP for being in

violation of an organization's policy that should result in a course of

punishment, or major breaches of policy.

Reprimanded is an action taken by PNP by formally telling

someone that police officers that they have done something wrong or

illegal and are being punished for it – used especially in official

contexts
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Restricted to quarters is an action taken by PNP where the

police officers are not allowed to enter and use his privileges on the

use of the quarters.

Salary forfeited is the result which the law attaches as an

immediate and necessary consequence to the illegal acts of the

policemen; whereby the policemen loses all his interest in the claim

of his salaries.
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Chapter 2

REVIEW OF RELATED LITERATURE AND STUDIES

This chapter highlights the literature and studies related to the

research work. The literature and studies, both foreign and local, are

presented from the general to the specific topics, taking into account

the variables of the study.

Literature

Public View of Police

Police men and women are there to protect people. Their job is to

risk their lives to ensure your personal safety, safety of your property,

and the protection of the environment. The public’s opinion of the

police force is quite varying because of a variety of factors. Personal

experiences with police influence most people’s outlook and opinion

towards the entire police force no matter what city, county, or

department they have dealt with. Most commonly among teenagers

and other young people, a negative image of the police is extremely

common, but only because the police stop and prevent the total

freedom to “have fun” and go party all the time.

Completely understandable by most wealthy areas is the fact

that they are not bothered by police as much and therefore have

more of a positive outlook towards their interaction.

Brutality and racial profiling, that often is exaggerated and

sometimes made up, play a huge part in the public opinion. One
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must look at the society without police. Yes, everyone will disagree

and see no need for certain laws that they feel shouldn’t exist, but

without police there would be common murder, robbing, burglary,

rape, and any kind of other acts of a negative nature. Complaining

about the police getting involved is utterly ignorant. People in general

have to have someone or something to blame for their personal

problems and most pick on the police. This needs to change very

quickly. When it comes to someone entering their house with a

weapon wanting all their personal belongings of value, they’ll decide

and finally see the need for police. While the people with negative

opinions of police get their business clothes and ties on for work

every morning, policeman go out in a danger zone to the point where

they must be armed with a sidearm and usually a backup, along with

other secondary weapons, all while earning less than the people

complaining about them.

Public image of the Police

Public image is an import concept to consider when examining

both the role and consequences of police in a democratic society. How

the public views the police can determine the legitimacy of police

authority and citizen compliance with the law (Tyler and Huo 2002).

It also influences the extent and quality of citizen cooperation and

interaction with the police. Members of the public who have relatively

negative views of the police may be less likely to participate in

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investigations or community meetings and may be less compliant

toward police during routine and otherwise benign police-citizen

contacts (for example, vehicle stops). In addition, while public images

of the police are formed both objectively and subjectively, the public’s

role in checking police authority depends on the formulation of a

reasonably accurate image of the police and how they function

(Skolnick and McCoy 1984).

There is no single coherent image of police in the Philippines.

Mass media images of the police vary widely and are often

inconsistent with the reality of policing (Surrette, 1998). One can

find, for example, images of the police ranging from the violent crime

fighter (Dirty Harry, Magnum Force), to the good-natured

incompetent buffoon (Chief Wigum, The Simpsons), to today’s

technically savvy detective (Gil Grissom, CSI: Crime Scene

Investigators). Even news media reports about the police represent a

filtered, perhaps sensationalized, view of police work to the public.

Further, the police present various images of themselves to the

public that can impact their public image. The police have always

employed powerful symbols to promote images of authority and

capacity for control over crime to maintain their legitimacy as social

control agents (Manning 1977). Yet the dominant presentation of

their work has shifted from a ”professional” image to more of a

”community-oriented” image during the last three decades. While the

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former image highlights the police as neutrally competent law

enforcement experts, the latter emphasizes the police as responsive

partners with the public concerned with overall quality of life.

Nevertheless, these dominant general images depart to some extent

from the reality of the police role and function, and may influence the

kinds of services the public expects from the police.

Factors Influencing the Public Image of the Police

Relative to other professional groups or institutions in society,

the public image of the police is generally positive. The public ranks

the police consistently high among other institutions in terms of

confidence, according to periodic national polls (Gallup Organization

2005). As an occupation, being a police officer also receives high

marks for occupational prestige from the public (Harris Interactive

2004). For example, the police rank among other public service

occupations (nurses, military officers, teachers, fire fighters, doctors,

and scientists) that tend to contribute to the community or society at

large. Although this general public image of the police is positive, the

image varies according to social group and along specific dimensions.

Because fairness is a fundamental value for democratic

policing, the public image of the police held by various racial groups

has been a central issue of study. Public opinion polls and research

commonly show that whites have a more favorable general opinion of

the police than do members of racial minority groups (Decker 1981;

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Gallup Organization 2005; Reisig and Parks 2000; Tuch and Weitzer

1997). Indeed, national polls conducted by the Gallup Organization

show typically that while a clear majority of whites have a ”great deal”

or ”quite a lot” of confidence in the police, usually a minority of black

respondents hold these positive assessments. Minority group

members are also more likely than whites to perceive the police, both

in general and with respect to their particular community’s

department, as discriminatory or unfair in their treatment of

nonwhite members of the public (see, for example, Tuch and Weitzer

2005; Rice and Piquero 2005).

In addition to observing racial differences, several studies have

examined the role of gender, age, and social class in shaping public

images of the police. Younger persons and males tend to be less

satisfied with the police or view the police as discriminatory

compared to other members of the public. While these negative

evaluations may be the result of differential experience with the

police, research has found these relationships to persist even after

considering perceptions of specific encounters with the police (for

example, Reisig and Parks 2000; Weitzer and Tuch 2005). The public

image of the police does not appear to depend exclusively on an

individual’s socioeconomic status once other explanations are taken

into account. The effect of social class position may be partly a

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function of—or confounded by— community norms and the

expectations of social status.

Research shows that public perceptions of police often are

linked to the neighborhood context in which people reside (Dunham

and Alpert 1988; Reisig and Giacomazzi 1998; Reisig and Parks

2000; Sampson and Bartusch 1998). Neighborhoods characterized by

high levels of concentrated disadvantage are less satisfied with the

police independent of individual differences (Reisig and Parks 2000;

Sampson and Bartusch 1998). For example, Sampson and Bartusch

found that in Chicago, neighborhood social and economic

characteristics explained away the racial differences that exist in the

public image held by whites and black residents. Moreover, Weitzer

(1999) found that respondents from a poor, black neighborhood felt

that they were treated less fairly by the police compared to residents

of affluent white neighborhoods and residents of a middle-class,

black neighborhood. The differences according to neighborhood

context may be attributable to actual differential treatment,

perceptions of control over the police bureaucracy, or entrenched

norms that develop in different areas as others have speculated

(Weitzer 1999; Sampson and Bartusch 1998).

The quality of direct experiences with police agencies also

shapes the way the public views the police. Citizens who come into

contact with the police as suspects or have poor experiences with the
 22

police tend to have less favorable views of the police compared to

people who report crimes or are otherwise assisted by the police

(Reisig and Parks 2000; Reisig and Chandek 2001). It is important to

note that citizens’ preconceived image of the police and their

appropriate role influences the assessment of specific contacts they

have with the police (Brandl et al. 1994). If a preconceived image of

the police influences how one evaluates police contacts, it may be a

challenge for the police to improve the public assessment of their

contacts by changing the way they interact with the public.

Such difficulties notwithstanding, people who perceive they

have a voice in the mobilization of crime control bureaucracies, are

familiar with their police, or believe the police distribute resources

fairly to their neighborhood are more likely than others to hold

positive impressions of both police efficiency and effectiveness

(Sunshine and Tyler 2004). Each of these is an area in which police

departments may be able to have a profound impact through changes

in administrative practices.

Finally, the public image of the police can change in reaction to

publicized events or highly scrutinized police actions. In Los Angeles

as well as across the nation, public favorability toward the police

declined substantially after the well-publicized Rodney King incident,

according to polls (Tuch and Weitzer 1997). Although the police

image held by the majority public often demonstrates some resiliency

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after such high-profile negative events by returning to pre-event

levels within a few years, minority group members’ attitudinal

reactions to police brutality and discrimination are often more

enduring. In contrast, highly public events that demonstrate police

courage or heroism can often produce what some scholars call a

”halo effect,” in which the public’s image of the police becomes

abruptly and sharply positive. Perhaps the quintessential example

occurred in the wake of September 11, 2001, where the entire police

occupation— not just the New York Police Department and the other

public services agencies directly involved in the World Trade Center

and Pentagon attacks—enjoyed an almost simultaneous increase in

positive public sentiment legitimacy. (Anecdotal evidence suggests

that employment applications to police departments also rose

dramatically after 9/11, providing further evidence of an elevated

public image.)

Implications for the Public Image of the Police

Variability in the public’s image of the police can have

substantial consequences for policing in America. As the evidence

suggests, when the image of the police is highly negative, legitimacy

can suffer to the point where noncompliance becomes the norm

rather than exception during police-citizen encounters. Similarly,

when the police enjoy a halo effect, the public may fail to challenge

police practices and strategies that may violate democratic principles.

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In the case of the former, police officers may become injured at high

rates as suspect resistance increases concomitantly with declining

respect for police authority. In the case of the latter, members of the

public may become injured as the police distribute coercive force

unequally across communities in the forms of aggressive arrest

strategies, deployment of officers, and even excessive force. Thus, to

ensure constructive and effective police functioning, a proper dose of

”healthy skepticism” of practices and intentions should provide the

balance between illegitimacy and unquestioned trust. Healthy

skepticism allows the police to accomplish their public safety goals

with the general consent of the public, while requiring them to

periodically justify their policies and account for their strategies.

Integrated Transformation Program (ITP)

The Philippine National Police being the lead agency entrusted

with the maintenance of law and order in the country is aware of the

need to keep abreast with the development of the country and the

need to improve its style of policing from time to time.

Understanding the need to transform the PNP into 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, the Integrated Transformation Program

(ITP) was conceptualized. The ITP presents a comprehensive and

holistic approach to reform the PNP with its honest-to-goodness

 25

assessment of its present institutional framework, policies, systems

structures, and procedures. Its vision, goals, and targets as well as

its specific programs, projects and activities were actually formulated

to support the achievement of the overall reform objective for the

entire criminal justice system to be able to provide speedy, impartial

and accessible justice. The design of the program also aims to

support achieving the PNP reform goal of enhancing delivery of peace

and order and public safety services within the context of an

improved public trust and confidence in our criminal justice system.

(PNP- ITP Manual, 2006).

Under the ITP, arrays of new projects and activities were

presented and implemented to the impact its 12 Keys result areas.

The ITP has therefore served as the organization’s roadmap to lasting

change that aimed to transform the PNP into a more capable,

effective and credible police agency.

The issues that triggered the formulation of the transformation

on program are the same issues that the PNP is confronting

therefore. Issues surrounding performance, leadership, resources,

operating systems and organizational culture are still the prevailing

issues that continue to haunt the organization until now. It is for the

reason that the PNP embraces in its full content, the Performance

Governance System to be able to address these strategic issues in

clear and measurable terms.

 26

Taking off from the PNP ITP Framework, the PNP PGS is

reflective of the initial transformation effort, which was later on

merged with the latter and aptly called the PNP ITP-PGS which was

later renamed the PNP PATROL PLAN 2030. A relatively new concept

that needed to be introduced understood and valued in the entire

administration and operations of the PNP.

The Strategy Map is a simple design method for choosing the

content of the Balance Scorecard based on answers to four generic

questions about the strategy to be pursued by the organization.

These four questions, one about resource, one about customers or

clients, one about processes, and one about organizational

development evolved quickly into a standard set of “perspectives”

(“Resource Management”, “Constituencies”, “Internal Processes’”,

“Learning and Growth”).

The creation of the strategy map for an organization is the key

first step in the balance scorecard methodology. It involves a clear

definition of strategies. The Balance Scorecard or BSC is a tool for

tracking performance on a regular basis (monthly, quarterly,

annually, etc.). It is should be used positively to assist or help those

who maybe falling behind targets or reward those exceeding theirs.

Through the PGS – the local adaptation Norton and Kaplan’s

Balanced Scorecard – the PNP seized the opportunity to reinforce its

previously laid ITP strategies. Seeing no need to reinvent the wheel,

 27

the organization adopted the ITP framework in formulating the

Strategy Map and Scorecard. The PNP was chosen because of the

reform programs currently being pursued; and it is one national

government agency that has close daily direct contact with ordinary

citizens and has immediate positive impact on the welfare of the

people in all communities it serves.

According to Martirez (2000) he intimated the changes are

bound to happen within an organization with respect to its structure,

functions and workload. These changes affect the number and types

of jobs that are to be staffed within the organization. Similarly

charges occur within the human resource of an organization. In

terms of qualifications, capacities, attitudes and behavior. All these

changes necessitate changes in the placement of the human resource

by means of transfers, promotions, separation, and something even

layoffs. This movement is a function of placement, defined as the

assignment of the right man to the right job. Job requirements

continually change to meet the operational needs of certain

departments and management must be able to need the required

changes in the qualifications of employee to make full use of the

employee’s talents, provide chances for employee relations. Changes

in human resource status should be compatible with organizational

objectives and the welfare of its human resource.

 28

To ensure high ethical employee behavior, every level of

management and non-management employees must fully understand

the ethical implications of their decisions as it relates to their

personal and professional values as stressed by (Lim, 2008) “Ethical

Employee Behavior”. The key in this learning is to make the code of

ethics accessible and position it has a helpful tool for all employees.

It is also recommended that all business managers display the code

on their desks in a healthy manner. Real world learning and the

negative end results of unethical behavior or actions should be

showcased to support this venture. Ethical behaviors are vital to any

organizations overall success. Employees need to understand the

Laws and the organization’s policies; he/she should not be concerned

with monitoring. To balance this statement, employees need to be

respectful, open and honest in advising employees of its monitoring

and should conduct their monitoring within the guidelines of the law.

Philippine Vision and Perspective

Quisumbing (2001) “Philippine Vision and Perspective”

emphasized that we have to focus on people, their information, their

transformation and empowerment. We have to shift our emphasis

from production and control to technology that will guide human

growth and development toward the discovery of deep meaning and

profound values such as reverence for life, faith in high moral

standards, others and ourselves, The relevance of country’s outlook,

 29

a character and orientation necessary to achieve the goals of nation

building.

Section 1, article XI of the 1987 Philippine Constitution

specifically provides that “public office is a public trust”. Public

officials and employees, including the members of Philippine National

Police, shall at all times be accountable to the people and shall

discharge their duties with utmost responsibility, integrity,

competence and loyalty; act with patriotism and justice, lead modest

lives; uphold public interest pursuant to RA 6713 or the Code of

Conduct and Ethical Standards for public officials and employees to

enhance public trust in government services.

On the other hand, Section 1, Rule VIII of the Omnibus Rules

implementing Book V of EO 292 (1987), provides that “Every official

and employee of the government is an asset or resource to be valued,

develop and utilized in the delivery of basic services to the people

hence, the development and retention of a highly competent and

professional workforce in the public service shall be main concern of

every department or agency”. Sison (2002) “Personnel and Human

Resource Management”, said effectiveness is measured in terms of

application of what the learners have acquired during the training

course and this application in turn is affected by various factors, the

most of which is organization framework and climate within to apply

the ideas learned from the course. He further emphasized that

 30

training is not transferred until is well integrated and successfully

applied in a given job for which it was intended. Moreover, not all

knowledge and skills can be used immediately in all situations but

the learner will have it ready for when the need arises.

Moreno (2009) “Organizational Development” classified the

sources of mismanagement as: physical sources-work overload,

irregular work hours, loss of sleep, loud noises, bright light and

insufficient light, psychological sources-boring job, inability to

socialized, lack of autonomy, and responsibility for result without

sufficient authority, realistic objectives and stagnation.

The important role in dealing with people is the recognition

that although what they do is likely to differ, the underlying reason

for doing anything is very similar. There are some basic principles of

good human relation that a supervisor should consider (Andres,

2006) “Supervisory Leadership by Filipino Values”.

(Payos, 2010) “Human Resource Management”, posited that

nobody could that it is good business sense to promote people from

within. To be sure, it is almost always expensive to hire an outsider

for vacant position. Other advantages are: a) It encourages both

management and employees to invest time, and resources in

upgrading skills; b) It is a powerful performance incentive; c) It

fosters trust and loyalty; d) It capitalizes on knowledge and skills of

veteran employees; e) It reduces serious errors by new comers

 31

unfamiliar with history and proven ways; f) It increases the likelihood

that employees will think longer term and avoid impetuous short-

sighted decisions. He asserted that workers are entitled for the return

of their investment for their talent, knowledge, skills, competence,

values, time and effort brought to the company.

Revitalized PNP Internal Cleansing Strategy

The Philippine National Police is launching a program to rid the

force of undesirable elements. This is supposed to be a continuing

program in the PNP, but recent developments have prompted the

police leadership to launch the “Revitalized PNP Internal Cleansing

Strategy.”

The planned launch is coming on the heels of the

announcement by PNP chief Oscar Albayalde that approximately

1,000 cops have been linked to the illegal drug trade. More are

suspected of involvement in various types of criminal activities,

mostly involving money such as extortion, kidnapping for ransom

and paid assassination.

Admitting that there are bad eggs in one’s own organization is

a good start. President Duterte himself has said hundreds of

policemen are in his so-called narco list. He has threatened to

“neutralize or terminate” the rotten eggs.

Beyond termination, however, the PNP needs institutional

reforms to prevent the entry of rotten elements, and then to catch law
 32

enforcers who break the law. Police salaries have been raised, but

PNP officials lamented that this apparently has not been enough to

discourage cops from engaging in criminal activities.

The reforms must start at the recruitment stage – something

that the PNP leadership has acknowledged. Recruitment criteria must

be laid down clearly and strictly followed, leaving as little room as

possible for meddling in the process by politicians and special

interest groups. President Duterte should put his full support behind

this reform and discourage his political allies and other supporters

from interfering in the system of appointment and promotion in the

PNP.

Apart from de-politicizing the process, personnel in charge of

screening police applicants must be monitored carefully for signs of

looking the other way, for a fee, when applicants fail to meet certain

requirements. This is said to be common especially in the psychiatric

evaluation of applicants.

Background screening must also be more thorough. This

shouldn’t prove too hard in the digital age, when many personal

information plus biometrics are stored in the databases of several

government agencies, and personal background is available on social

media platforms.

A counterintelligence team is being set up, which will be

dedicated to monitoring cops’ possible involvement in crime.

 33

Albayalde said the internal cleansing aims to show the public that

there are a lot more good cops than rotten ones. He has to make sure

the cleansing is sustained.

In line with the Philippine National Police's (PNP) internal

cleansing program, close to 7,500 cops were given disciplinary

penalties for administrative offenses, PNP chief Director General

Oscar Albayalde said on Thursday.

In a press briefing held at Camp Crame, Quezon City,

Albayalde said a total of 7,431 PNP personnel have been meted

disciplinary penalties for administrative offenses since 2016.

Of the figure, around 2,169 personnel were dismissed from the

service, 4,133 were suspended, 436 demoted, 464 reprimanded, 30

restricted to quarters, 48 withheld privileges, and 151 whose salaries

have been forfeited.

In the past 19 months of the PNP's internal cleansing program,

Albayalde said the Counter-Intelligence Task Force (CITF) arrested 91

police personnel and neutralized seven personnel in 50 separate

counter-intelligence operations.

Albayalde said that “particularly along my service agenda for

internal cleansing and organizational discipline, I take note of the

swift and decisive counter-intelligence operations by PNP units

mainly through the CITF”.

 34

CITF commander, Senior Supt. Romeo Caramat Jr., said the

task force received a total of 13,481 complaints via SMS and calls

through its hotline numbers, including 1,718 complaints concerning

450 police commissioned officers and 1,454 police non-commissioned

officers from Feb. 3, 2017 to Sept. 27, 2018.

The CITF investigations led to the filing of administrative cases

before the Internal Affairs Service (IAS) against 66 police personnel,

and criminal charges in court against 85 other errant police

personnel, including 21 civilians.

Caramat said 173 complaints and information received by task

force were subsequently referred to concerned offices of Deputy

Regional Director for Operations.

Of the 13,481 complaints and information received since Feb.

3, 2017, 36 complaints involving 75 PNP personnel and civilians were

investigated and other 137 cases involving 180 PNP personnel and

civilians were referred to respective PNP units for proper validation.

The CITF added there are also 152 walk-in complainants

against 203 PNP personnel and other involved civilians.

Meanwhile, the CITF called on the public to report abuse,

irregularities and anomalies involving PNP personnel through its

24/7 Text and Call hotlines: 0998-970-2286 and 09995-795-2569

and through "Counter Intelligence Task Force" (@PNPCITF) on

Facebook Messenger.
 35

PDEA War on Drugs Goes on Intensifies Internal Cleansing

Philippine Drug Enforcement Agency (PDEA) Director General

Isidro S. Lapeña issued the statement to allay public perception that

the intensified campaign against illegal drugs of the government hit a

snag following the recent deactivation of all anti-drug units of the

Philippine National Police (PNP).

Lapeña (2017) said that PDEA will make adjustments in filling

the gap left behind by the PNP by tapping other government agencies

and the barangays as force multipliers to help in the national anti-

drug campaign as provided by law.

The PNP, though prevented to conduct anti-drug operations,

shall maintain close coordination with the PDEA on all drug-related

matters such as gathering, processing and validating anti-drug

information and monitoring of drug personalities, including self-

confessed drug users and pushers who voluntarily surrendered

nationwide.

Other law enforcement agencies like the National Bureau of

Investigation (NBI) and the Bureau of Customs (BoC) shall continue

to conduct anti-drug operations.

The Armed Forces of the Philippines (AFP) is likewise in the fold

to reinforce anti-drug operations in hostile territories and

mountainous areas during marijuana eradication operations.

 36

To accelerate efforts against illegal drugs in communities and

to promote involvement of local barangays in the suppression of drug

trafficking and abuse, PDEA reiterates its call for the creation of anti-

drug abuse councils nationwide.

Lapeña said that it is imperative that every barangay, as the

first line of defense, must be self-policing and self-reliant against

dangerous drugs.

PDEA is not fighting a lonely battle from here on. We are

bringing the fight to the grassroots level. We need everyone to follow

our lead, get involved and contribute in the best way possible.

Some quarters have misgivings that PDEA cannot get the job

done considering its limited manpower capability, with only 1,791

personnel, 928 of which are Drug Enforcement Officers or DEOs, who

serve as front liners of the anti-drug campaign and presently

deployed in regional offices across the country.

Lapeña (2017) said that drug syndicates thought that there will

be slackening in the pace of the national anti-drug campaign. They

are wrong. The war on drugs has not waned. PDEA is coming in at

full force and has no intentions of backing down from the challenge

adding that the Agency is all set to be “lean but mean” on drug

personalities, whether syndicated or street-level pushing.

To bolster the Agency’s competence and capability, the PDEA

Academy has embarked on an aggressive recruitment campaign

 37

program in recent years to entice brilliant and highly qualified

professionals to join the government’s fight against the drug menace.

The PDEA has also intensified its internal cleansing efforts, as

part of its commitment to weed out erring agents and personnel,

particularly those involved in the illegal drug trade.

Lapeña ordered the Agency’s Internal Affairs Service (IAS) to

expedite resolution on all pending administrative cases against PDEA

officers and personnel who were previously charged in violation of the

PDEA Code of Professional Conduct and Ethical Standards.

Those charged will be accorded their individual rights to due

process through meticulous investigation before disciplinary

sanctions are imposed on them if they are found guilty.

PDEA continues to police its ranks and stands firm in the face

of issues of integrity and credibility. This will restore trust and

confidence in the country’s drug law enforcement system,” the PDEA

chief said, promising a no-holds-barred approach to internal

cleansing within the organization.

Since Lapeña took over the helm of PDEA’s leadership in July

2016, one (1) PDEA personnel was dismissed, seven (7) were dropped

from the rolls, while thirty-six (36) were charged administratively for

various offenses.
 38

Three-pronged approach to the cleansing program

According to PNP Spokesperson Senior Supt. Benigno Durana

(2018) the revitalized internal cleansing program (ICP) of the

Philippine National Police (PNP) is not just about punishing people.

Durana (2018) that it has a three-pronged approach to the cleansing

program —preventive, punitive, and restorative (PPR).

Durana (2018) said that in preventive, we are continuously

assessing the systems and procedure, from training, recruitment, to

operations, investigations, […] loopholes that we need to address

such that it will not create opportunities or reasons for others to

commit illegal or criminal activities.

Durana (2018) reiterated that punitive, that’s what we are

doing right now, filing cases against our people, proactively

monitoring them and conducting police operations through the

different counter-intelligence units.

Durana (2018) also explained that they are seeking the help of

the Catholic Bishops’ Conference of the Philippines (CBCP) for the

rehabilitation of drug users and providing counseling to PNP

personnel who have been embroiled in controversies.

Durana (2018) said that they are seeking the help of CBCP in

their cleansing program in the conduct of values formation, conduct

of personality development training, not only for the erring personnel

but also for the rest of the whole force. This is a comprehensive and
 39

holistic approach [to] weeding out misfits and scalawags and instill

professionalism and integrity in our midst.

Cops face disciplinary sanctions

Albayalde (2018) said that in line with the Philippine National

Police's (PNP) internal cleansing program, close to 7,500 cops were

given disciplinary penalties for administrative offenses.

In a press briefing held at Camp Crame, Quezon City,

Albayalde said a total of 7,431 PNP personnel have been meted

disciplinary penalties for administrative offenses since 2016.

Of the figure, around 2,169 personnel were dismissed from the

service, 4,133 were suspended, 436 demoted, 464 reprimanded, 30

restricted to quarters, 48 withheld privileges, and 151 whose salaries

have been forfeited.

In the past 19 months of the PNP's internal cleansing program,

Albayalde said the Counter-Intelligence Task Force (CITF) arrested 91

police personnel and neutralized seven personnel in 50 separate

counter-intelligence operations.

Albayalde (2018) told that particularly along my service agenda

for internal cleansing and organizational discipline, I take note of the

swift and decisive counter-intelligence operations by PNP units

mainly through the CITF.

CITF commander, Senior Supt. Romeo Caramat Jr., said the

task force received a total of 13,481 complaints via SMS and calls
 40

through its hotline numbers, including 1,718 complaints concerning

450 police commissioned officers and 1,454 police non-commissioned

officers from Feb. 3, 2017 to Sept. 27, 2018.

The CITF investigations led to the filing of administrative cases

before the Internal Affairs Service (IAS) against 66 police personnel,

and criminal charges in court against 85 other errant police

personnel, including 21 civilians.

Caramat said 173 complaints and information received by task

force were subsequently referred to concerned offices of Deputy

Regional Director for Operations.

Of the 13,481 complaints and information received since Feb.

3, 2017, 36 complaints involving 75 PNP personnel and civilians were

investigated and other 137 cases involving 180 PNP personnel and

civilians were referred to respective PNP units for proper validation.

The CITF added there are also 152 walk-in complainants

against 203 PNP personnel and other involved civilians.

Meanwhile, the CITF called on the public to report abuse,

irregularities and anomalies involving PNP personnel through its

24/7 Text and Call hotlines: 0998-970-2286 and 09995-795-2569

and through "Counter Intelligence Task Force" (@PNPCITF) on

Facebook Messenger.
 41

Chapter 3

RESEARCH METHODOLOGY

This chapter describes the methods and procedures to be

adopted to be adopted in conducting this research study. It

concentrates on the research method, population frame and sampling

scheme, description of respondents, instruments used, data

gathering procedure, and the statistical treatment of data.

Research Design

The descriptive survey method for gathering data will be used

in this study. Macaballug (2011) defined descriptive study as a

method to be used in research study which includes all those that

present facts concerning the nature and status of anything, a group

of persons, a number of objects, a set of conditions, a class of events,

a system of thought or any other kind of phenomena which one may

wish to study.

The descriptive method fits this study because the present

study will describe the extent does the PNP implement the cleansing

program utilizing the three-pronged approach in terms of preventive,

punitive, and restorative. The descriptive method is a design that

describes the nature of a situation as it exists at the time of the study

and to explore the course of the phenomena.

 42

Population and Sampling

In this study, the respondents will include 35 police-

respondents who were chosen purposively from the Southern Police

District (SPD).

Research Instruments

The following instruments will be used in this study:

1. Questionnaire. A researcher-made questionnaire will be

used to generate first-hand information needed to know the extent

does the PNP implement the cleansing program utilizing the three-

pronged approach in terms of preventive, punitive, and restorative.

The questionnaire will be composed of items focusing on the police

officers’ assessment on the extent does the PNP implement the

cleansing program.

Construction. In constructing the questionnaire, the

researcher will be guided by the ideas that will be drawn from

literature and studies. The concepts and theories from the literature

and studies will be utilized as a guide in the formulation of the

questions to assess the police officers’ assessment on the extent does

the PNP implement the cleansing program.

Validation. After the draft of the questionnaire will be

constructed, the questionnaire will be presented for comments and

suggestions to the adviser and other experts. All corrections will be

incorporated to the final draft of the questionnaire. It will be tried out

 43

to 5 police officers to find out items that may need revision. These

respondents will not anymore be included in the final conduct of the

study.

Administration and Retrieval. The researcher will seek

approval from the director of the Southern Police District (SPD) in the

conduct of the study. Questionnaires will be administered personally

to assure greater percent of retrieval and for explanation of items to

the pupils for reliable and complete filling of the items of the said

instrument.

2. Document Analysis will be used to describe the status of

the administrative offenses filed against PNP personnel before and

after the implementation of the cleansing program as to dismissed

from the service, suspended, demoted, reprimanded, restricted to

quarters, withheld privileges, and salaries forfeited. The data

pertaining to the administrative offenses filed against police officers

to the Philippine National Police (PNP).

3. Unstructured Interview. An unstructured interview will

also be conducted to the police officers to supplement the findings in

this study. The unstructured interview includes one-on-one, semi-

structured conversation while observing the interviewee. The police

officers will be interviewed during their office free time so that their

office hours will not be interrupted.

 44

Data Gathering Procedure

The researcher will seek permission to conduct the study from

the director of the police department of the Southern Police District

(SPD). After the approval, the researcher will seek assistance of the

police chief to distribute the questionnaire and to conduct of the

interview.

An unstructured interview through direct verbal interaction

between the respondents and the researcher will be conducted. This

will be done to augment or clarify whatever questions are deemed

unclear by the respondents. Individual opinions, agreements, and

disagreements are also kept as group data in order not to reveal the

identity of the respondents.

Statistical Treatment of Data

The following statistical tools will be used:

1. Percentage will be used to describe the status of the

administrative offenses filed against PNP personnel before and after

the implementation of the cleansing program as to dismissed from

the service, suspended, demoted, reprimanded, restricted to quarters,

withheld privileges, and salaries forfeited. The percentage will be

computed following the formula by Garcia (2003).

Formula: % = f X 100

Where: % = Percentage
 45

f = frequency

N = Total number of responses

2. Weighted Mean will be used to quantify the extent does the

PNP implement the cleansing program utilizing the three-pronged

approach in terms of preventive, punitive, and restorative. The

weighted mean will be calculated based on the following formula by

Downing and Clark (2002) defined by,

Formula: WM = ∑fx

where: WM - weighted mean

f - frequency of response

x - measured weighted mean of response

N - total number of scores

The instrument used the Likert Scale with the arbitrary points
set for the interpretation.

Table 2. Scales Used for Respondents’ Assessment

Rating Scale Level of Extent

4 3.50 – 4.00 Fully Practice

3 2.50 – 3.49 Practice

2 1.50 – 2.49 Moderately Practice

1 1.00 – 1.49 Not Practice

All statistical computations were guided with the use of the

Statistical Software package SPSS version 22.

 46

QUESTIONNAIRE

This is a questionnaire on my thesis titled “EFFECTS OF

INTERNAL CLEANSING PROGRAM OF THE PHILIPPINE
NATIONAL POLICE IN SOURTHERN POLICE DISTRICT (SPD):
TOWARDS BETTER POLICE FORCE IMAGE AND LAW
ENFORCEMENT”. Please feel free to answer all items sincerely and
honestly. Rest assured, all your answers shall be treated with utmost
confidentiality.

Direction: Please check (√) the item/s which you think suit your
judgment or write the information on the blank provided using
the corresponding scale provided in each item below:
4 – Fully Practice
3 – Practice
2 – Moderately practice
1 – Not practice
Preventive 4 2 2 1
FP P MP NP
Conduct re-training program
Assess the systems and procedure of recruitment
Validate operations and investigations procedures
Address loopholes so as not to create
opportunities or reasons for policemen to commit
illegal or criminal activities
Punitive 4 2 2 1
FP P MP NP
File cases against police scalawags
Proactively monitor police scalawags
Conduct police operations through the different
counter-intelligence units
Restorative 4 2 2 1
FP P MP NP
Seek the help of the Catholic Bishops’ Conference
of the Philippines (CBCP) for the rehabilitation of
drug users
Provide counseling to PNP personnel who have
been embroiled in controversies
Conduct values formation seminar
Conduct personality development training
Instill among policemen professionalism and
integrity
THANK YOU
 47

REFERENCES

Durana, Benigno (2018), PNP bares three-pronged approach to

internal cleansing program, INQ INQUIRER.net / 06:29 PM August
02, 2018

https://www.philstar.com/opinion/2018/08/04/1839400/editorial-
internal-cleansing#7LZ2OJVSMIJRMVq0.99

image: https://media.philstar.com/images/articles/startoon_2018-
08-03_21-01-17.jpg

https://newsinfo.inquirer.net/1017110/pnp-bares-three-pronged-
approach-to-internal-cleansing-program#ixzz5azA5VHzJ
 48

Statement of the Problem

This study aims to describe the effects of the implementation

the PNP cleansing program in Southern Police District (SPD) for the

year 2018-2019 with the end in view that a program can be

developed towards better police image.

Specifically, it seeks to answer the following questions:

1. What is the status of the administrative offenses filed

against PNP personnel before the implementation of the cleansing

program as to:

1.1 dismissed from the service

1.2 suspended

1.3 demoted

1.4 reprimanded

1.5 restricted to quarters

1.6 withheld privileges

1.7 salaries forfeited

2. To what extent does the PNP implement the cleansing

program utilizing the following three-pronged approach in terms of:

2.1 preventive

Preventive Mean Verbal

Interpretation
 49

Conduct re-training program 3.31 A

Assess the systems and procedure of recruitment 3.39 A

Validate operations and investigations procedures 3.14 A

Address loopholes so as not to create 2.87 A

opportunities or reasons for policemen to commit
illegal or criminal activities
Over-all Mean 3.27 A

Assess the systems and procedure of recruitment

3.39

Conduct re-training program

3.31

Validate operations and investigations procedures

3.14

Address loopholes so as not to create opportunities or reasons for

policemen to commit illegal or criminal activities
2.87

2.2 punitive

Punitive Mean Verbal

Interpretation

File cases against police scalawags 3.42

Proactively monitor police scalawags 3.15

Conduct police operations through the different 3.21

counter-intelligence units
Over-all Mean

File cases against police scalawags

3.42

Conduct police operations through the different counter-intelligence

units
3.21

Proactively monitor police scalawags

3.15
 50

2.3 restorative

Restorative Mean Verbal

Interpretation

Seek the help of the Catholic Bishops’ Conference 3.39

of the Philippines (CBCP) for the rehabilitation of
drug users
Provide counseling to PNP personnel who have 3.48
been embroiled in controversies
Conduct values formation seminar 3.07

Conduct personality development training 3.12

Instill among policemen professionalism and 3.33

integrity
Over-all Mean

Provide counseling to PNP personnel who have been embroiled in

controversies
3.48

Seek the help of the Catholic Bishops’ Conference of the Philippines

(CBCP) for the rehabilitation of drug users
3.39

Conduct personality development training

3.12

Conduct values formation seminar

3.07

3. What is the status of the administrative offenses filed

against PNP personnel after the implementation of the cleansing

program as to the aforementioned variables?

4. Is there a significant effect on the status of the

administrative offenses filed against PNP personnel before and after

 51

the implementation of the cleansing program as to the

aforementioned variables?

5. What program can be developed towards better police image

among policemen in the Southern Police District (SPD)?