A Notes Exclusive to the Criminology Students of SDSSU | Law Enforcement Organization and Inter

Agency

A Module in

LEA-1 – Law Enforcement Organization and Inter Agency

Compiled by :

LAURENCE P. BAZAN- DEAN, CCJE

TERESITO O DELOS ARCOS JR. RC.
EDUARD JAN E. PLAZA, RCrim., J.D.
CHRISTOPHER P. ARINZANO, RCrim.

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CHAPTER 1
HISTORY OF LAW ENFORCEMENT ORGANIZATION
AND POLICING

LAW
It is defined as a rule of conduct or procedure recognized by a community as
binding by authority or the body or system of rules recognized by a community that are
enforceable by established process.

ENFORCEMENT
It means to compel obedience to a law, regulation or command.

Every state or government creates agents or agencies responsible for the

enforcement of the laws.

POLICING
It is defined as:

1. To ensure that law and order is maintained in a particular area or event, using police or the
military force.

2. To ensure that rules and procedures are followed correctly in something or

that something is implemented as agreed.

It is synonymous with the term law enforcement.

LAW ENFORCEMENT AGENCY

It pertains to a person or organization responsible for enforcing the laws,
especially referring to the so-called police organization.

ADMINISTRATION
It is an organizational process concerned with the implementation of objectives
and plans and internal operating efficiency. It often connotes bureaucratic structure and
behavior, relatively routine decision making and maintenance of the internal status quo.

POLICE
It is a branch of the criminal justice system that has the specific responsibility of
maintaining law and order and combating crime within the society. The duties almost
invariably assigned to police departments in most democratic nations are protection of
life and property, preservation of the peace, prevention of crime, detection and arrest of
violators of law, enforcing the law, and safeguarding the rights of individuals. In
addition, the police control vehicular traffic, prevent and suppress vice, and perform a
variety of other functions.

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HISTORICAL DEVELOPMENT OF POLICING

Developments during the Middle Ages to the Modern Period

The term “police” was derived from the Roman word politia, which means condition of
a state, government and administration. Politia originated from Greek word “politeia” which
means government, citizenship, or the entire activity of a “polis’, a city. The French changed
the word to “police” and used it to those authorized people who actually enforce the law. The
Americans borrowed the word from the French and use it to described a law enforcement
officer.

Police means the internal organization or regulations of a state, the control and
regulations of a community or state through the exercise of the constitutional power of the
government.

DEVELOPMENT OF POLICING IN THE INTERNATIONAL SETTING

Ancient Law Enforcement

The Sumerians
The earlies record of ancient peoples need to standardize rules and methods of
enforcement to control human behavior dates back to approximately 2300 B.C when
the Sumerian rulers LIPITHSTAR and ESHUMMA set standards on what constituted an
offense against society.

The Babylonians
The Code of King Hammurabi (2100 B.C)-during the time of Babylonian King
Hammurabi, he established rules for its Kingdom that designated not only offenses but
punishment as well. The principle of the code was that “the strong shall not injure the
week. Hammurabi originated the legal principle of LEX TALIONES- the eye for an eye,
tooth for a tooth doctrine.

Ancient Egypt
The early Egyptians established laws and courts and a rudimentary rule of law.
The first accounts of a developing court system originated in Egypt in approximately
1500 BC. The court system was presided by judges who were appointed by the
pharaoh. They later organized marine patrols and customs houses to protect commerce.

Ancient Greece
The Greeks had an impressive of law enforcement called the EPHORI. Each
year at Sparta, a body of Ephors was elected and given almost unlimited powers as
investigator, judge, jury and executioner. These five men also presided over the
Senate and Assembly, assuring that their rules and decrees were followed.

Ancient Rome
The Romans had a highly developed system of administering justice. The 12
Tabulae (12 Tables) were the first written laws of the Roman Empire.

It deals with legal procedures, property ownership, building codes, marriage

customs, and punishment for crimes.

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Emperor Augustus created:

1. Praetorian Guard- consist of 7000 men/soldiers to protect the place and the
City of Rome.
2. Urban Cohorts- to patrol the city.

3. Vigiles- assigned as firefighters and eventually given law enforcement

responsibilities.

Sometimes the Vigles kept the peace very ruthlessly, hence the
were known as “vigilantes”.

Anglo Saxon (Ancient England) Period- 600-1066 A.D

Thanes Policing System

It was introduced by King Alfred the Great. A type of internal police force
landowners throughout the kingdom were responsible to police their own territory.
Landowners were empowered to arrest offenders and deliver them to the King. The
landowners were also empowered to settle civil litigations.

Frankpledge Policing System

This policing system was carried out under a system of mutual pledge. Every
male over twelve (12) years old joined nine (9) of his neighbors to form Tythingmen.
Said tythingmen performed police works and anyone who failed to join and perform this duty
was severely fined. Policing responsibility lies on the hands of the citizens.

Tun Policing System

This policing system required all male residents to guard the town to preserve
peace and order, protect life and property of the people and suppress other factors
affecting peace and order. Tun was the forerunner of the word “town”

Hue and Cry Policing System

Complainant or victim will go to the middle of the community and shout to call
all male resident to assemble. Once heard, male resident will automatically assembly to
go after the criminal and apprehend him.

Royal Judge System

The Royal Judge conduct criminal investigation and gives appropriate
punishment for the crime committed. It started the identification of criminals.

Trial by Order
It requires a suspect to put his hands over boiling water or is required to
perform any other act which may hurt him. If he was hurt, the society considered him
guilty; otherwise, he was not considered guilty. This was in accordance with the belief by the
people before the God will protect the innocent one from being hurt.

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Normal Period- 1066-1285

Shire-Reeve System
It was observed during the time when King William Norman became the ruler of
England. King Norman divided the kingdom into 55 military districts known as Shire-
reeves.

Shire- used to refers to a district

Reeve- use to refer to the ruler of the district who made laws, rendered
judgement, and imposed penalty.

Court of the Tourn

It settles a range of cases, more often dealing with petty offense and civil
matters.
From the Court, 12 tyhingmen were selected to hear serious cases.

Court Leet
To handle local legal matters in some, but all, communities, the Normans
established the Court Leet which looked after matters of purely local interest and pretty
village nuisances. The head of the court was appointed by the King to be “Master of
the House”.

The Comes Stable was also appointed by the King to be responsible in

keeping peace and order in a specific area. This appointee was, however, under the
responsibility of local officials who could petition to remove him if he did not perform his job
properly. Comes Stable became Constable which is used today to refer to members of
the Police Force.

Legis Henrie
This law was passed during the time King Henry I which imposed the following
features:
a. Law violations were classified as offenses against the King
b. Policemen were considered as public officials
c. The Police and the citizens were given the power to conduct arrest
d. Grand Jury was created to inquire on the facts of the law.

Keepers of the Peace

It was issued by King Richard of England in 1195. It requires the appointment of
knights to keep the King’s Peace. The knights were posted on bridges and gates to
check the people entering and leaving the town or cities.

Magna Carta (Great Charter)

It was sealed by King John of England of June 15, 1215 which became a law
upon the demand of the Knights of the Round Table. It declared the following:

a. No freeman shall be taken or imprisoned, disposed, outlawed or bowed

except by legal judgement of his peers;

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b. There should be tried for murder unless there is proof of the body of the victim.

c. There should be national and local government as well as the national and
local legislations.

Westminster Period (1285-1500)

Statute of Winchester (1285)

It was enacted for law and order and this law introduced the Watch and Ward
System.

Statute of 1295
It began the closing of the gates of London during sunset. This started the
observation of the curfew hours.

Justice of the Peace

This was a position given to a respected citizen, who has the power to arrest,
pursue and imprison offenders.

Star Chamber Court

This was established as a special court that tried offenders against the state.
Later on, it became both a court of law to determine civil rights and a court of revenue
to enrich treasury.

Modern Period

Night Watchmen or Bellmen

It was created by virtue of a law passed by King Charles II in 1663. They were
employed to be on duty from sunset to sunrise.

Bow Street Runners (Thief Catchers)

It was organized by Henry Fielding, Chief Magistrate of Bow Street in London in
1748. Later on, he formed the Bow Street Horse Patrol whose duty was to patrol the
main roads thus secure the travelers from highway bandits.

London Metropolitan Police

It was established by Sir Robert Peel in 1829 which became the world’s first
modern organized police force. It was later called Scotland Yard.

French Police System

During the 17th century, 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.

Officers de Paix (1791)

It was the origin of the term peace officers.

Sergeant de Ville (Servant of the City)

These were called the first uniformed police officers.
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Other Contribution:
1. Conceiving street signs
2. Assigning house numbers
3. Installing street lights
4. Creating emergency and rescue services
5. Use of police ambulances
6. Use of warrant card and ID signifying authority to arrest

American Police System

Rattlewatch
It was organized in New York, Philadelphia and Boston which was similar to the
night watchmen in London create during the reign of King Charles II. They carried
rattles while on duty to inform the public of their watchful presence.

Municipal Police Force

Night watch (1638)- Boston, Massachusetts
Rattlewatch (1658)- New York
Night watch (1700)- Philadelphia
Introduction of police regulation that “No watchman has the liberty to sleep”
(1722)- New Haven, Connecticut
It became a government policy that able-bodied makes over 16 years old were
required to serve without pay (1800)
Daytime police with pay (1833)
Full Police uniform (1856)- New York City

State Police Force

1. Texas Rangers (1835)
2. State Constable (1865)- Massachusetts
3. Pennsylvania State Police (1905)

Federal Police
a. Post Office Inspection System (1829)
b. Investigation on crimes against the government (1861)
c. Detective Forces (1868) were formed to investigate problems on revenue
services, immigration and smuggling.
d. In 1934, Federal government attention focused on lotteries, drug regulations,
and transportation guidelines.
e. Enactment of the Anti-White Slavery Act and Motor Vehicle Act of 1910
f. In 1934, National Kidnapping Act, Banking Act, and Racketeering Act were
passed by the United States Congress.

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EVOLUTION OF THE PHILIPPINE POLICING SYSTEM

A. SPANISH PERIOD

The police force was considered as part of the military system by the Spanish
government.

The locally organized police forces, although performing civil duties an

seemingly create for the sole purpose of maintaining peace, were in fact directly
commanded by the colonial military government.

Police functions during the Spanish Regime consisted mainly in

1. Suppression of brigandage by patrolling unsettled areas

2. Enforcement of tax collection, including church revenues
3. Looking into the work and movement of the people.

1. CARABINEROS DE SEGURIDAD PUBLICO

In1712, Mounted Police

It was organized for the purpose of carrying out the policies of the Spanish
Government.
It was given the special commission as custodian of the tobacco monopoly.
It was later known as Cuerpo de Carabineros de Seguridad Publica by virtue of
Royal Decree on December 20, 1842.
Its duties became police-like and more general including the prosecution of law
breakers, maintenance of peace, order, and security, and the vigilance on the execution of
laws and ordinances of good government.
It was subsequently given limited power to discharge specific duties as port, harbor an
river police.
2. GUARDRILLEROS
In January 8,1836
A body of rural police organized in each town which compose of 5% of the able-bodies
make inhabitants of each town or provinces, enlisted to serve for 3 years.
The duties of this local police were
1. To make patrol and carry mails at times
2. To guard dark and unsafe places
3. To guard the tribunal and prison houses

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3. GUARDIA CIVIL
February 12,1852
It partially 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 Alcalde (Governor).

B. AMERICAN OCCUPATION UNTIL WORLD WAR II

1. INSULAR POLICE FORCE

November 30, 1890
It was established during the Filipino-American war (1890-1901) upon the
recommendation of the Philippine Commission to the Secretary of War.

2. INSULAR CONSTABULARY
July 18, 1901
It was created by virtue of Act No 175 otherwise known as “An Act Providing for the
Organization and Government of an Insular Constabulary”.
The members were declared peace officers and were authorized and empowered to
prevent and suppress brigandage, unlawful assemblies, riots, insurrections and other
breaches of the peace and violations of law.
They were empowered to make arrest upon reasonable suspicion without warrant for
breaches of the peace or other violations of the law, and were also empowered and required
to execute any lawful warrant or order of arrest issued against any person or person for any
violation of the law by any Judge of the First Instance or Justice of the Peace or any other
officer authorized by law to issue a warrant. Prisoners, with or without warrant, shall in all
cases, within twenty-four hours if reasonably practicable, be brought before a Judge or Justice
of the Peace having jurisdiction over the offense, for examination and release after bail, if the
offense is bailable.

3. MANILA POLICE DEPARTMENT (MPD)

July 31, 1901

It was organized by virtue of Act No.183 of the Philippine Commission.

Capt. George Curry- A U.S Army officer appointed by TAFT Commission on August 7,
1901 as the first Chief of Police.

Capt. Columbus Piatt- last American Chief of Police (COP) of MPD before World War
II broke out.

Col. Antonio C. Torres- first Filipino COP when MPD became as all Filipino police
organization: declared Manila as open city when World War II broke out in 1941; during
the World War II, MPD was placed again under American Control.

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Col. Marcus Ellis Jones- A U.S provost Marshall who was named as MPD Chief of
Police just after meal the Manila Liberation.

Col. Lamberto T. Javalera- the first Filipino COP of MPD appointed by President
Roxas under the Republic Government.

4. PHILIPPINE CONSTABULARY
October 3, 1901

Insular Constabulary was changed to Philippine Constabulary by virtue of Act. No. 255/

Capt. Henry T. Allen- first Chief of the Philippine Constabulary from 1901-1907 such
that he was called as the Father of the Constabulary in the Philippines.

It was mostly manned by Filipinos but officers where mostly Americans.

Based on the Revised Administrative Code of 1917, specifically Section 825, 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- first Filipino Chief of Police. He served as the PC Chief from
1917-1927.

C. JAPANESE OCCUPATION

1. KEMPEITAI

Japanese Military Police held responsible in maintaining peace and order in Manila and
adjacent urban areas.

I ruled the urban areas until General Douglas Mc Arthur returned on February 7, 1945.

The Kempeitai was the military police force administered by the Japanese War Ministry
during WWII over the Occupied Territories of Japan. Specially trained in interrogation
methods, it task was to crush all resistance to military rule and it had powers to arrest and
extract information from civilians and military alike.

Methods of Interrogation
Those arrested by the Kempeitai were presumed guilty and had little option for
receiving civilian help and no appeal for clemency. Should they be release from one
Kempeitai branch, they could be re-arrested by another soon after. The Kempeitai
officer was police investigator, prosecutor, judge, jury and executioner. Often, long quite
sessions of interrogation would be used as long as the Kempeitai received the required
answers.

If these were not forthcoming, the Kempeitai would use various brutal methods
of interrogation to extract a confession of guilt. Tortures were executed to the limit of
human endurance or to the point of death with survivors attesting to these various
methods.

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1. CORPORAL BEATINGS
This involves metal bars, sticks, bamboo, we knotted ropes, belts with buckles
or revolver butts.

2. WATER TORTURE
The victim was tied and placed on this back with cloth placed over his nose and
mouth. Water was then poured on the cloth as interrogation proceeded. Water would
thus be pumped into his stomach until it was bloated. Sometimes he was beaten over
his bloated stomach of a Japanese would jump or stand on it. Alternatively, the victim
was tied lengthways on a ladder, facing upwards with a rung across his throat and his
head beneath the ladder. In his position the victims were immersed head first into t tub
or water and kept there until he almost drowned. After being revived, interrogation
continued and the process was repeated until the answers were forthcoming.

3. ELECTRIC TORTURE
Electric Shocks are administered to various parts of the body

4. BURNING
The victim was burnt with cigarette butts and cheroots ends, petrol and
methylated spirits on sensitive parts of the body like the arm pits, between the toes, on
the scrotum and penis.

5. DISLOCATION OF LIMBS
The victim’s limbs were twisted and fingers bend backwards causing dislocation
and permanent damage to the limbs and joints.

6. PSYCHOLOGICAL TORTURE
The victim was led to believe that his/her execution either by shooting or
beheading was imminent and advised to write a letter of farewell. Preparations for
execution were prepared right up to the final stage and stopped short just before the
final shot or cut.

7. THREATS TO FAMILIES
Threat where made to wives and families of the victim.

2. METROPOLITAN CONSTABULARY
It was under the Bureau of Constabulary

It was formerly known as Manila Police Department during the American Occupation

D. AFTER THE AMERICAN OCCUPATION IN THE PHILIPPINES

1. REPUBLIC ACT NO. 4864

September 18, 1966

This was otherwise known as Police Act of 1966

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This law provided for the creation of the Office of the Police commission (POLCOM)
which was later called National Police Commission (NAPOLCOM) under the Office of the
President.

POLCOM was created as a supervisory agency to the P.C

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.

Appointment to a local police agency was made by the city/ municipal mayor from the
list of eligible applicants certified by the Civil Service Commission.

General Qualifications for Appointment include, among others,

- For appointment in the municipalities, the applicant must have at least

completed high shoo, and for provinces and cities, at least complete two years
college;

- Must not be less than twenty-three nor more than thirty-three years of age;

- Must be at least five feet, five inches in height in the case of provinces and
chartered cities and five feet four inches in the case of municipalities,
and;

- Must not weight less than one hundred twenty pounds.

Promotions were made by the City or Municipal Mayor concerned upon consultation or
advise of the Chief of Police from among those who shall have passed the corresponding
promotional examination given by the Civil Service Commission.

All examination in relation to police service were conducted by the Civil Service
Commission.

Charges against any member of the city and/or municipal police agency were
investigated by a Board of Investigators of three members, composed of the city or municipal
treasures, as chairman, a representative of the Provincial Commander, and a councilor,
elected by a majority of the city or municipal council concerned, as members.

CRITICISM OF THE POLICE

 Some of the policeman were educationally not qualified; hence, cannot cope
successfully with the criminals.
 Lack of training and if ever trained, there were no sufficient equipment and
other teaching aids used in the training.
 Policeman were receiving less attractive salary as compared to some other
government employees; therefore, highly qualified people were not attracted to
the law enforcement profession.

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 Their territorial jurisdictions were limited and this prevented them from the
effective pursuit of criminals.

2. PRESIDENTIAL DECREE NO. 421 (1974)

Integrated the city/municipal police force, the jail and fire departments within the
greater Manila area headed by the Commanding General, Philippine Constabulary
Metropolitan command (PC METROCOM).

3. PRESIDENTIAL DECREE NO. 765 (August 8, 1975)

P.D 765 is otherwise known as the Integration Law of 1976.

The Integrated National Police (INP) was composed of the Philippine Constabulary as
the nucleus, and the integrated police force (Police, Fire, and Jail Services) as components
under the Department of National Defense.

The INP was responsible for public safety, protection of lives and properties,
enforcement of laws and maintenance of peace and order within the territorial limits of the
Philippines. It was also responsible to prevent crimes, effect and arrest of criminal offenders
and provide for their rehabilitatation, take necessary measures to prevent and control fires,
investigate the commission of all crimes and offenses and bring the offenders to justice and
take all necessary steps to insure public safety.

The head of the Integrated National Police was the Chief/Director-General, Philippine
Constabulary/Integrated National Police

Officers in the different headquarters, level were jointly staffed by the Constabulary,
police, jail, and fire service officers and personnel.

The Philippine Constabulary remained as a major service of the Armed Forces of the
Philippines in addition to its law-enforcement functions as a principal component of the
Integrated National Police.

The National Police Commission, whose officials and personnel were transferred to the
Department of National Defense.

The power of administrative supervision and control by the city and municipal
government over their respective local police forces, jails and fire department was transferred
to, and exercise by the Chief of Constabulary/Director-General of the Integrated National
Police.

The first to occupy the position as Chief, Philippine Constabulary/Director General,

Integrated National Police is Fidel Valdez Ramos.

OBJECTIVES OF POLICE INTEGRATION

1. To provide for a system of effective law enforcement and public safety unhampered
by political or territorial boundaries

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2. To remove apparent or real rivalries, conflicts, jealousies and indifference among

police forces.

3. To provide for a cohesively organized, better coordinated and effectively directed

police force.

4. To provide for a uniform and standardized system of administration, compensation

and equipage of police forces, jails and fire departments.

5. To maximize the utilization of manpower and resources.

4. PRESIDENTIAL DECREE NO. 1184

It is otherwise known as “The Integrated National Police Personnel Professionalization
Act of 1977:

Police Strength, the strength of policeman in a city or municipality shall depend on the
state of peace and order, population density and general needs of the service, but the
minimum shall be at least one policeman for every one thousand inhabitants.

General Qualification for Appointment:

1. Must be a citizen of the Philippines;

2. Must be a person of good habits and moral conduct;

3. Must be a sound of mind and body;

4. Must be at least a high school graduate for appointment to the lowest rank; provided,
personnel to be appointed for assignment to city stations must have finished at least
second year in college;

5. Must not have been dishonorably discharged from military service or dismissed for
cause from any civilian position in the government.

6. Must have no criminal record;

7. Must not be less than 21 nor more than 30 years ol age for appointment to the
lowest rank;

8. Must be at least one meter and 62 centimeters in height; and for policewoman, she
must be at least one meter and 57 centimeters in height and;

9. Must not weight more or less than five kilograms of the standard weight
corresponding his/her height, age and sex.

When the exigency of the service so requires, the general requirements provided for in
sub-paragraph (g), (h), and (i) may upon recommendation of the appointing authority duly
supported by an evaluation report of the screening committee on the merit and fitness of the
applicant, be waived by the Director General of the INP subject to attestation by the
NAPOLCOM taking into consideration any or a combination of such factors as:

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1. Possession or relevant police skills

2. Special qualification
3. Police/Fire Training
4. Acquired experiences in police or allied service
5. Geographical location of the police/fire station concerned
6. being a member of cultural ministry
7. Other allied factors, provided the applicant meets the other qualification prescribed
therein.

Educational qualifications provided for in subparagraph d of this section may upon

recommendation of the appointing authority, duly supported by an evaluation report of the
screening committee be waived by the NAPOLCOM, en banc. In consideration of

1. Highly paid exceptional accomplishment;

2. Deed of conspicuous gallantry in the interest of a peace and order.

Special Educational Qualifications for Certain Ranks. No person shall be appointed or

any member of INP promoted to the rank of Police/Fire Sergeant unless he has complete two
year , college or Seventy-three college units, academic and non-academic, for appointment or
promotion to the ranks of Police/Fire Lieutenant and up to Police/Fire Colonel, he must be a
holder of a bachelor’s degree; provided that the attainment of a period of satisfactory work
experience and the completion of an appropriate training duly prescribed by the Director
General shall be deemed equivalent to the above-mentioned special qualification for purposes
of promotion.
Special Qualification for the Rank of Police Brigadier General:

1. Must be at least forty years of age;

2. Must be either a member of the Philippine Bar, or chartered city chief of police
eligible or has completed a graduate study in public of police administration or a holder
of a Bachelor of Science in Criminology or any bachelor’s degree, provided that in the last
case, he has satisfactorily completed an advanced course in law enforcement or any
equivalent course in a foreign police school or allied courses, duly recognized by the
P.C NAPOLCOM or NBI;

3. Must have at least ten years’ experience in executive, command or staff position in
the police or constabulary service

4. Must have served satisfactorily in the rank of Police Colonel for at least one year in a
permanent status.

RECRUITMENT, SELECTION AND APPOINTMENT

Recruitment and Selection:

The Director General shall establish a screening committee in each provincial or district
and regional headquarters that shall be responsible for the widest dissemination of vacancies
in the area and to determine the merit under the qualification standards established herein, the
panel interviews, the physical-medical examination, the appropriate police servicewritten
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examination, and the psychological and or neuropsychiatric test. No appointment shall be

made without the recommendation for the screening committee.

Lateral Entry into the service. In general, all original appointment into the INP as
members thereof shall commence at the lowest rank, except only in the following whose lateral
entry into the service shall be permitted, to wit;

1. Person who possess special education qualification as college graduates in certain

technical fields needed by the service such as but not limited to, engineers, doctors,
nurses, lawyers, penologist, and forensic scientist for the crime laboratory.

2. Those former chiefs and Deputy chief of police, and personnel of the custodial
service and the fire service whose positions or ranks have been reclassified.

3. Graduates of the PNPA;

5. REPUBLIC ACT NO. 6975

It is otherwise known as the Department of the Interior and Local Government
(DILG) Act of 1990.

It is crated the PNP, Bureau of Jail Management and Penology (BJMP), Bureau of Fire
Protection (BFP) and the Philippine Public Safety College (PPSC).

PNP Powers and Functions:

1. Enforce all laws and ordinances relative to the protection of live of 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
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 training and operations of security agencies and issue licensed
to operate security agencies and to security guards and private detectives for the
practice of their profession.

7. Perform such other duties and exercise all other functions as may provide by law.

6. REPUBLIC ACT NO. 8551

It is known as the PNP Reform and Reorganization Act of 1998.

It relieved the DILG and the PNP of the primary responsibility on matters involving the
suppression of insurgency and other serious threat to national security, except when the
President call son them to support the AFP in combat operations.

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7. REPUBLIC ACT 9708

In August 12, 2009

An Act extending for five (5) years the reglementary period for complying with the
minimum educational qualification for appointment to the PNP and adjusting the promotion
system.

1. PNP members who are already in the service upon the effectivity of R.A 8551 shall
be given five (5) years to obtain the minimum education qualification preferably in law
enforcement related course.

2. PNP members rendering more than fifteen (15) years of service and who have
exhibited exemplary performance as determine by the Commission, shall no longer be
required to comply with the aforementioned minimum educational requirement.

3. Promotion- that upon finding of probable cause, the concerned police officer shall be
ineligible for promotion, but if the case remains unresolved after two (2) years from the
aforementioned determination of probable cause, he or she shall be considered for
promotion.

4. In the vent he or she is held guilty of the crime by final judgement, said promotion
shall be recalled without prejudice to the imposition of the appropriate penalties under
applicable law, rules and regulations.

5. 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 of 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.

6. Continuing Education Program- The Commission shall design, establish and

implement a continuing education program for the PNP officers and members in
coordination with the Civil Service Commission, the Commission on Human Rights and
the CHED through a distance education program and or an in-service education
program focusing on law enforcement, criminal investigation, human rights and other
similar programs.

CHAPTER 2
THE POLICE ORGANIZATION

ORGANIZATION
It is a form of human association for the attainment of a goal or objectives. It is the
process of identifying and grouping the work to be performed, defining and delegating
responsibility and authority establishing relationships for the purpose of enabling people work
effectively.

GOALS
It is define as the (role of the police), for instance, to prevent crime, maintain order of
help solve community problem.
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OBJECTIVES
It refers to specific term statement consistent with an organizational goal.

POLICE ORGANIZATION
It is a group of trained personnel in the field of public safety administration engaged in
the achievement of goals and objectives that promotes the maintenance of peace and order,
protection of life and property, enforcement of the laws and the prevention of crimes.

THE ORGANIZATION OF THE POLICE FORCE COMMONLY REQUIRES THE

FOLLOWING ORGNAIZATIONAL UNITS

1. Functional Units

BUREAU- the largest organic functional unit within a large department. It

comprises of numbers of divisions.
DIVISION- a primary subdivision of a bureau.
SECTION- functional unit within a division that is necessary for specialization.
UNIT- functional group within a section; or the smallest functional group within
an organization.
2. Territorial Units

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.
ROUTE- a length of streets designated for patrol purposes. it is also called
LINE BEAT
BEAT- An area assigned for patrol purposes, whether foot or motorized
SECTOR- An area containing two or more beats, route or post.
DISTRICT- A geographical subdivision of a city for patrol purposes, usually with its
own station.
AREA- A section or territorial division of a large city each comprised of
designated districts.
OTHER TERMS AND TERMINOLOGIES

1. Sworn Officer- All personnel of the police department who have oath and who
possess the power to arrest.

2. Superior Officer- one having supervisory responsibilities, either temporarily or

permanently, over officers of lower rank.

3. Commanding Officer- an officer who is in command of the department, a bureau, a

division, an area, or a district.

4. Ranking Officer- the officer who has the more senior rank/higher in a team or
groups.
5. 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.

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6. On Duty- the nature of which the police officer is actively engaged in the
performance of his duty.

7. Off Duty- the nature of which the police officer is free from specific routine duty.

8. Special Duty- the police service, its nature, which requires that the officer be
excused from the performance of his active regular duty.

9. Leave of Absence- period, which an officer is excused from active duty by any
valid/ acceptable reason, approved by higher authority.

10. Sick Leave- period which and officer is excused from active duty by reason of
illness or injury.

11. 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.

12. Department Rules- rules established by department directors/supervisors to

control the conduct of the members of the police force.

13. Duty Manual- describes the procedures and defines the duties of officers assigned
to specified post or position.

14. Order- and instruction given by a ranking officer to a subordinate, either General
Orders, Speical Order, or Personals Orders.

THE NATURE OF POLICE ORGANIZATION

The police Department is truly a complex bureaucracy. It is mostly a multi-level

organization, organized in the form of a pyramid with the top-level administrator being the chief
of police. At the bottom level of the organization, one finds the patrolman or line officer.

The patrol officer is the backbone of the police department. The lowest level worker
found in many, if not most, complex organizations who usually performs the routine, repetitive
kind of work necessary to keep the organization functioning.

The police department by its very nature places the line officer on a position where he
is a decision maker and manager of his area of responsibility from the first time he is given a
“beat” to patrol. There are few agencies in which the efficiency and parameter of the law
enforcement functions are vested in those individuals quite likely have the least amount of
experience and expertise in the organization.

TYPES OF POLICE ORGANIZATIONAL STRUCTURE

1. LINE ORGANIZATION
It is often called individual, military or departmental type of organization.

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It is the simplest and perhaps the oldest type; but it is seldom encountered in its
channels of authority and responsibility extends in a direct line from top to bottom within the
structures, authority is definite and absolute.

While the line type of organization has many advantages. It also has some inherent
weakness which for many organizations, make it use impractical. Perhaps its greatest
advantage is that, it is utterly simple. It involves a division of the work into units of eight person
with a person in charge who has complete control and who can be hold directly responsible or
accountable for results, or lack of them.

Quick decisions can be made in the line organization because of the direct lines
authority. Because of
these direct lines, each member in the chain of command knows to whom he is clearly fixed.
Discipline is easily administered in this type of organization. Responsibility for making
decisions is well identified.

Singleness of purpose is fostered. Coordination of effort is relatively easy to achieve

because functional overlapping in between units, a prime cause of friction is any organization
can be minimized.

2. FUNCTIONAL ORGANIZATION
In its pure form is rarely found in present day organizations, except at or rear the top of
the very large organizations. Unlike the line type of structure, those establishment organized
on a functional basis violate the prime rule that men perform the best when they have but one
superior. The functional responsibility of each functional manager is limited to the particular
activity over which the has control, regardless of who perform the function.

Coordination of effort in this type or organization becomes difficult since the employees
responsible for results may be subject to functional direction of several person. Discipline is
difficult to administer because of his multi-headed leadership. There may be considerable
conflict among the functional administrators, resulting in much confusion among line
personnel. Line of authority and responsibility are fragmented into many functional channels,
making each supervisor responsible are fragmented into many functional channels., making
each supervisor responsible to several superiors depending upon the function he happens to
be performing.

3. LINE AND STAFF ORGANIZATION

The line and staff organization is a combination of the line and functional types. It
combines staff specialist such as the criminalist, the training officers, the research and
development specialist, etc. channels of responsibility is to “think and provide expertise” for the
line units. The line supervisor must remember that he obtains advise from the staff specialists.

In normal operations, the staff supervisors has line commands but with recognized
limitations such as coordination between line and staff personnel can be achieved without
undue friction. Failure to recognize these line and staff relationship is the greatest and most
frequent source of friction and a barrier to effective coordination. The advantage of this kind
would be- it combines staff specialist or unit with line organization so that service of knowledge
can be provided line personnel by specialist.

CLASSIFICATION OF LINE, STAFF AND AUXILLIARY FUNCTION

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1. LINE FUNCTIONS
Line functions are the “backbone” of the police department; they include such
operation as patrol, criminal investigation, and traffic control, as well as supervision of
the personnel performing those operations.

Line functions are carried out buy “line members”, including the patrol officer,
the detective, the sergeant, the lieutenant, the captain, and the chief of police.

Line members are responsible for

1. Carrying out the major purposes of the police department

2. Delivering the services provided by the department
3. Dealing directly with the department’s clientele
4. Making final decisions with respect to the activities they perform

2. STAFF FUNCTIONS
Staff functions are those operations designed to support the line functions, staff
members are necessarily advisors who are typically assigned to planning, research,
legal advice, budgeting, and educational services.

Staff members are often civilians with specialize training who serve within the
department but do not deal with daily operation son the street. Their main function is to
study police policies and practices and to offer proposals to the chief executive of the
department.

Staff personnel tend to be:

1. Highly specialized
2. Involved in an advisory capacity
3. Detached from the public
4. Not directly responsible for the decisions made by department executive

3. AUXILIARY FUNCTIONS
Auxiliary functions involve the logistical operations of the department. These
include training, communications, jailing, maintenance, record keeping, motor vehicle
and similar operations.

ELEMENTS OF THE ORGANIZATION

1. WORK SPECIALIZATION
One popular organizational concept is based on the fundamental principle that
employees can work more efficiently if they are allowed to specialize.

Work specialization, sometimes called division of labor, is the degree to which

organizational task are divided into separate jobs. Employees within each department perform
only the task related to their specialized function,

When specialization is extensive, employees specialize in a single task, such as being

an investigator with the thief and robbery branch in a certain police station. Jobs tend to be
small, but worker can perform them efficiently. By contrast, if a PNP member performed a
large number of unrelated jobs, the results would be inefficient.

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Despite the apparent advantages of specialization, many organizations are moving

away from this principle. With too much specialization, employees are isolated and perform
only small, narrow, boring tasks. In addition, of that person leaves the company, his
specialized knowledge may disappear as well. Many organizations are enlarging jobs to
provide greater challenges and creating teams so that employees can rotate among several
jobs.

2. HIERARCHY OF AUTHORITY

HIERARCHY- It represent the formal relationship among superiors and subordinates in any
given organization. It can be visualized as a ladder, with each rank representing a higher or
lower level of authority

AUTHORITY- It is the right to command and control the behavior of employees in lower
positions within an organizational hierarchy. A hierarchy thus serves as the framework for the
flow of the authority downward through the department.

Example:
Authority can be illustrated by the situation in which a subordinate abstains from
making his or her choice among several courses of action and instead automatically
accepts the choice made by the supervisor regardless of whether one personally
agrees.

AUTHORITY ROLES
Authority within an organization must be viewed in term of prescribed roles rather than
of individuals. A particular position within an organization carries the same authority regardless
of two occupies that position. While the personality of the occupant may change the style or
manner in which authority is exercise, it should increase or decrease the basic obligations of
the occupant toward those in subordinate positions.

Example:
The authority of a police chief stems from the role that a chief executive must
play-whether he or she is referred to as chief, superintendent, commissioner or some
other title, and regardless the size or location of the department he or he commands.

Organizational authority has three important underlying principles:

1. Authority is based on the organizational positions, and anyone in the same position
has the same authority.

2. Authority is accepted by subordinates. Subordinates comply because they believe

that managers have a legitimate right to issue orders.

3. Authority flows down the vertical hierarchy. Positions at the top of the hierarchy are
vested with more formal authority than are positions are the bottom.

THREE TYPES OF AUTHORITY

1. LINE AUTHORITY

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It gives a manager the right to direct the work of his or her employees and
make many decisions without consulting others. Line managers are always in charge of
essential activities such as sales, and they are authorized to issue orders to
subordinates down the chain of command.

2. STAFF AUTHORITY
Supports line authority by advising, servicing and assisting, but this type of
authority is typically limited. For example, the assistant to the department head has
staff authority because he or she acts as an extension of that authority. These assistants
can give advice and suggestions, but they do not have to be obeyed.

The department head may also give the assistant the authority to act, such as
the right to sing off on expense reports or memos. In such cases, the directives are
given under the line authority of the boss.

3. FUNCTIONAL AUTHORITY
It is the authority delegated to an individual or department ever specific
activities undertaken by personnel in other departments. Staff managers may have
functional authority, meaning that they can issue orders down the chain of command
within the very narrow limits of their authority. For example, supervisors in a
manufacturing plant may find that their immediate bosses have line authority over them, but
that someone in corporate headquarters may also have line authority over some of their
activities decisions.

Why would an organization create positions of functional authority?

After all, this authority breaks the unity of command principle by having individuals
report to two bosses. The answer is that functional authority allows specialization of skills and
improve coordination. This concept was originally suggested by Frederick Taylor. He
separated “planning” from “doing” by establishing a special department to relieve the laborer
and the foreman from the work of planning. The role of the foreman became one of making
sure that planned operations were carried out. The major problem of functional authority is
overlapping relationships, which can be resolved by clearly designating to individuals which
activities their immediate bosses have authority over and which activities are under the
direction of someone else.

3. CHAIN OF COMMAND
It is an unbroken line of authority that links all persons in an organization and defines
who reports to whom.

This chain has two underlying principles: Unity of Command and Scalar Principles.

1. UNITY OF COMMAND
This principle states that an employee should have one and only one supervisor
to whom he or she is directly responsible. No employee should report to two or more
people. Otherwise, the employee may receive conflicting demands or priorities from
several supervisors at once, placing this employee in a no win or confusing situation.

Sometimes, however, an organization deliberately breaks the chain of

command, such as when a special team, like task force, is created to work on a specific
concern. In such cases, team members report to their immediate supervisor and also to a
team project leader.
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2. SCLAR PRINCIPLE
This principle refers to a clearly defined line of authority that includes all
employees in the organization. The classical school of management suggest that there
should be a clear an unbroken chain of command lining every person in the
organization with successively higher levels of authority up to and including the top manager.

When organizations grow in size, they tend to get taller, as more and more
levels of management are added. This increases overhead cost, adds more communication
layers and impacts understanding and access between top and bottom levels. It can
greatly slow decision and can lead to a loss of contact with the client of customer.

4. DELEGATION
Delegation is the downward transfer of authority from a manager to a subordinate.
Most organization today encourage managers to delegate authority in order to provide
maximum flexibility in meeting customer needs. In addition, delegation leads to empowerment,
in that people have the freedom to contribute ideas and do their jobs in the best possible ways.
This involvement can increase job satisfaction for the individual and frequently results in better
job performance. Without delegation, managers do all the work themselves and underutilize
their workers. The ability to delegate is crucial to managerial success.

Managers need to take four steps if they want to successfully delegate responsibilities
to their teams:

1. Specifically assign task to individual team members- the managers need to

make sure that employees know that they are ultimately responsible for carrying out specific
assignments.

2. Give team members the correct amount of authority to accomplish

assignments- typically, an employee is assigned authority commensurate with the
task. A classical principle of organization warns managers not to delegate without giving the
subordinate the authority to perform to delegated task.

When an employee has responsibility for the task outcome but little authority,
accomplishing the job is possible butt difficult. The subordinate without authority must
rely on persuasion and luck to meet performance expectations. When an employee
has authority exceeding responsibility, he or she may become a tyrant, using authority
toward frivolous outcomes.

3. Make sure that team members accept responsibility- responsibility is the flip side
of the authority coin.
Responsibility is the duty to perform the task or activity an employee has
assigned. An important distinction between authority and responsibility is that the
supervisor’s delegates authority, but the responsibility is shared. Delegation of
authority gives a subordinate the right to make commitments, use of resources, and take
actions in relation to duties assigned.

However, in making this delegation, the obligation created is not shifted from
the supervisor to the subordinate- it is shared. A supervisor always retains some
responsibility for work performed by lower level units or individuals.

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4. Team members need to know that they are accountable for their projects-
accountability means answering for one’s actions and accepting the consequences.
Team members may need to report and justify task outcomes to their superiors.

Managers can build accountability into their organizational structure by

monitoring performances and rewarding successful outcomes. Although mangers are
encouraged to delegate authority, they often find accomplishing this step difficult for the
following reasons:

a. Delegation requires planning, and planning takes time. A manager may say, “By
the time I explain this task to someone, I could do it myself”. This manger is
overlooking the first fact that the initial time spent up front training someone to do a task
may save much more time in the long run. Once and employee has learned how to do a
task, the manger will not have to take the time to show that employee how to do it again.
The improves the flow of the process form that point forward.

b. Managers may simply lack confidence in the abilities of their subordinates.

Such a situation fosters the attitude, if you want it done well, do it yourself. If managers feel
that their subordinates lack abilities they need to provide appropriate training so that all
are comfortable performing their duties.

c. Managers experience dual accountability. Managers are accountable for their

own actions of their subordinates. If a subordinate fails to perform a certain task or does so
poorly, the manager is ultimately responsible for the subordinate’s failure. But the same
token, if a subordinate succeeds, the managers shares in that success as well, as the
department can be even more productive.

d. Finally, managers may refrain from delegating because they are insecure about their
value to the organization. However, managers used to realize that they become more
valuable as their teams become more productive and talented.

Despite the perceived disadvantages of delegation, the reality is that a manager can
improve the performance of his or her work groups by empowering subordinates through
effective delegation. Few managers are successful in the long term without learning to
delegate effectively.

HOW TO EFFECTIVELY DELEGATE:

1. Match the employee to the task. Managers should carefully consider the employees
to whom they delegate task. The individual selected should possess the skills and
capabilities needed to complete the task. Perhaps even more important is to delegate
to an individual who is not only able to complete the task but also willing to complete the
task. Therefore, managers should delegate to employees who will view their
accomplishment as personal benefits.

2. Be organized and communicate clearly. The manager must have a clear

understanding of what needs to be done, what deadlines exists, and what special skills
are required . furthermore, managers must be capable of communicating their
instructions effectively of their subordinates are to perform up to their expectations.

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3. Transfer authority and accountability with the task. The delegation process is
doomed to failure if the individual to whom the task is delegated is not given the authority to
succeed at accomplishing the task and is not held accountable for the results as well.
Manager must expect employees to carry the ball and then let them do so. This means
providing the employees with the necessary resources and power to succeed, giving
them timely feedback on their progress, and holding them fully accountable for the
results of their efforts. Managers also should be available to answer questions as
needed.

4. Choose the level of delegation carefully. Delegation does not mean that the
manager can walk away from the task or the person to whom the task is delegated. The
manager must maintain some control of both the process and the results of the delegated
activities. Depending upon the confidence the manager has in subordinate and the
importance of the task, the manager can choose to delegate at several levels.

5. SPAN OF CONTROL (Sometimes called Span of Management)

It refers to the number of workers who report to one manager. For hundreds of years
theories have search for an ideal Span of Control. When no perfect numbers of subordinates
for a manager to supervise became apparent, they turned their attention to the more general
issue of whether the span should be wide or narrow.

A wide span of management exists when a manager has a large number of

subordinates, generally, the span of control may be wide when:

1. The Manager and the subordinates are very competent.

2. The Organization has a well-established set of standard operating procedures.

3. Few new problems are anticipated.

A narrow span of management exists when the manager has only a few subordinates.
The span should be narrow when;

1. Workers are located far from one another physically.

2. The manager has a lot of work to do in addition to supervising workers

3. A great deal of interaction is required between supervisor and workers

4. New problems arise frequently.

Keep in mind that the span of management may change from one department to
another within the same organization.

The general pattern of authority throughout an organization determine the extent to

which that organization is centralized or decentralized.

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CHIEF

PATROL TRAFFIC ADMIN INVESTIGATION PCR

SPAN OF CONTROL OF THE CHIEF IS FIVE

CHIEF

OPERATION ADMINISTRATION

INVES TRAFFIC PATROL ADMIN FINANCE HEALTH

THE CHIEF SPAN OF CONTROL IS TWO

Centralized Organization systematically works to concentrate authority at the upper

levels. In a decentralized organization, management consciously attempts to spread authority
to the lower organization levels.

A variety of factors can influence the extent to which an organization is centralized or

decentralized.

The following is a list of possible determinants;

1. The external environment in which the organization operates. The more complex
and unpredictable environment, the more likely it is that top management will let low level
managers make important decisions. After all, low level managers are closer to the

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problems because they are more likely to have direct contact with customers and
workers. Therefore, they are in a better position to determine problems and concerns.

2. The nature of the decision itself. The riskier or the more important the decisions, the
greater the tendency to centralize decision making.

3. The abilities of low level managers. If these managers do not have strong decision-
making skills, top managers will be reluctant to decentralize. Strong low-level decision-
making skills encourage decentralization.

4. The organizations tradition of management. As organization that has traditionally

practiced centralization or decentralization is likely to maintain that posture in the
future.

In principle, neither philosophy is right or wrong. What works for one organization may
or may not work for another. Every organization must assess its own situation and then
choose the level of centralization or decentralization that works best.

6. FORMAL COMMUNICATION
Basically, communication is the process of sharing understanding and information on
common subjects. More precisely, it is an intercourse between, through or more people by
means of words, letter symbols, or gestures for the purpose of exchanging information.
Procedures, channels, and standardized languages are essential to effective communication
within such large organization.

While the eight elements previously discussed are crucial to any police organization,
they would remain fragmented without some means of integrating them into a meaningful and
practical whole. The integrating elements is communication. Through communication,
personnel are kept informed of the objectives of the organization, of the means selected for
achieving them, and of the information necessary for the continuing operation of the
department. Effective communication would ensure a common understanding of department
goals, policies, and procedures and this helps to bind the agency together.

PRINCIPLES OF POLICE ORGANIZATION

1. Principle of Unity Objectives

Every police officer should play a part in the attainment of the objectives of the
police organization.

2. Principle of Organizational Efficiency

This principle requires that, in order that the PNP Organization is effective, it
must be structed in a certain manner to accomplish the objectives with a minimum cost.

3. Scalar Principle
This principle requires a vertical hierarchy of an organization which defines with
unbroken chain of units and command from top to bottom describing explicitly the flow
of authority.

a. Unity of command
It states that a group of police officers should only be under the control
of one superior or ranking police officers.
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b. Span of Control
It states that a senior police officer should be provided with men nor
more than what he can effectively direct.

c. Delegation of Authority
A superior officer must designate some of his immediate subordinates to
exercise a part of his administrative power. However, the power passed on by
the superior officer carries and appropriate responsibility.

4. Functional Principle
This principle is otherwise known as division of work according to type, place,
time and specialization.

5. Line and Staff Principle

It implies a system of varied functions arranged into a workable pattern.

It states that operational units are responsible for the direct accomplishment of
the objectives while the administrative unit are responsible for support or advisory
functions that facilitate the capacity of the operational units.

6. Principle of Balance
Application of the principles of organization must be balanced to ensure the
effectiveness of the patrol force in accomplishing its objectives.

7. Principle of Absoluteness of Responsibility

It states that the responsibility for performance of the deputy chief to the chief of
police is absolute (unconditional) and vice-versa and that the chief of police cannot
escape his accountability on the activities performed by his subordinates

8. Principle of Flexibility
It states that there is higher tendency that the PNP can fulfill its purpose if the
organization receives more provisions for flexibility (adaptability).

9. Principle of Authority Level (Hierarchy of Authority)

Decisions within the authority of the police station commanders should be made
by them and should not be refried to their superiors, such as the police district
commander (PNP provincial director)

10. Principle of Parity and Responsibility

The responsibility of the head of the Investigation Section for the action of his
detectives cannot be greater than that implied by the authority he has delegated nor
should it be less.

CHAPTER 3

THE POLICE ADMINISTRATION

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MANAGEMENT- it pertains to the utilization of available resources in an organization

ADMINISTRATION- refers to the processes used,

WHY DO POLICE ORGANIZATION EXITS?

Generally, organizations exist because individuals are limited in their physical and
metal capabilities. Specifically, police organizations are mechanism through which many police
officers combine their efforts and work together to accomplish more than one person could do
alone in the fight against crime and in the enforcement of the laws.

This logic applies in any work setting. In all cases, the goal is to utilized everyone’s
talent to the fullest and to achieve outcomes that are beyond individual capabilities alone.

THE REALITIES OF THE POLICE ORGANIZATION AND THE DYNAMIC WORKPLACE

1. The police Workplace is Changing:

Multiculturalism, police force skills, police values, etc.

Challenge to the Police Managers:

To deal well with police officers of different ethnic and racial backgrounds, of
different genders and ages, of different life style preferences and of different personal
values.

2. The Police Organization and Scheduling of work is changing:

Wok force flexibility

Challenge to the Police Manager:

To deal with the development of a wave of new work options promotion work
force flexibility (job sharing, partime, flexible work hours)

3. Community expectations are changing:

Total Quality Management: management that ensures that the police organization and
all its members operate with commitment to continuous improvement and to meeting
community needs completely.

Challenge to the Police Managers:

Since only organizations that are able to deliver what community want in terms
of quality, service, and cost will prosper, the manager must deal with the age of total
quality management- benchmarking trends (focus is on maintaining staff-customer
trust- and not just providing a basic service).

4. Police Organizations are changing:

In a complex environment, police organizations today are now forming alliances,
creating new structures, going global, engaging in joint ventures and employing sophisticated
technologies.

Challenges to the Police Manager:

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To deal with Competitive pressure- pursuing police productivity, empowering

officers, pressing for police innovations, and trying to adapt self to best fit changing
times.

5. Design and Conceptualization of police workplace is changing:

Re-engineering

Challenges to the Police Manager:

To deal with police office innovations such as the use of telecommunications
technologies (teleworking), location independent work, flexi place- the so-called virtual
office.

Police Managers must Change Too:

There is no doubt about it, the directions are clear, the future is there. But in
order to succeed, police managers must be willing to step forward and make the personal
and organizational changes necessary to secure it, to make the behavioral and attitudinal
adjustment necessary to succeed in every dynamic time.

THE POLICE MANAGER IN THE NEW WORKPLACE

MANAGER
It refers to t person in an organization who is responsible for work that is
accomplished through the performance contribution of one or more persons.
Traditionally, the other person have been identified as managers subordinates. In the
new workplace they are called Managers Team members or associates.

In the police service, the manager in turn are identified by a wide variety of
possible job titles, including police supervisor, police department head, police team
leader, police coordinator, police administrator, police director, police chief, etc.

In the new workplace, they formed a work team- a tasked oriented group that
includes the police manager and his team members or associate.

Fundamentally, any police manager should seek two key results for a police
work team:
1. Task Performance- the quality and quantity of police work produced or the
services provided by the work team as a whole.

2. Human and Material Resources maintenance- the attraction and

continuation of a capable police work force overtime and the care of sustainable
performance of other resources.

POLICE PRODUCTIVITY AND MANAGERIAL PERFORMANCE

An effective police manager must be concerned with the productivity of police work
teams and their members

PRODUCTIVITY

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It means that summary of measures of the quantity and quality of police work
performance achieved, with utilization considered.

Good police managers establish and support the conditions needed to ensure high
productivity for themselves, for individual contributors, for their work units, and for the
organization as a whole.

This involves a commitment to the accomplishment of two different, but complimentary,

police performance outcomes:

1. POLICE EFFECTIVINESS- which measures whether or not important task goal are
being attained.

2. POLICE EFFICIENCY- which measures how well resources are being utilized.

POLICE EFFECTIVNESS+ PERFORMANCE EFFICIENCY =HIGH PRODUCTIVITY

POLICE MANAGEMENT PROCES

The process involves:

1. PLANNING- It is the process of setting performance objectives and identifying the

actions needed to accomplish them.

2. ORGANIZING- It is the process of dividing the work to be done and coordinating

results to achieve a desired purpose.

3. LEADING- It is the process of directing and coordinating the work effort of other
people to help them accomplish important task.

4. CONTROLLING- It is the process of monitoring performance, comparing results to

objectives and taking corrective action as necessary.

POLICE MANAGERIAL ACTIVITIES AND ROLES

There are three sets of activities in which police mangers engage, often in an daily
basis.

1. INTERPERSONAL ROLES- working directly with other people

1. FIGUREHEAD- hosting and attending official ceremonies
2. LEADERSHIP- creating enthusiasm and serving people’s needs
3. LIASON- maintaining contacts with important people and groups.

2. INFORMATIONAL ROLES- exchange information with other people

1. MONITOR- seeking out relevant information
2. DISSEMINATOR- sharing information with insiders
3. SPOKESPERSON- sharing information with outsiders

3. DECISIONAL ROLES- make decision that affects other people

1. ENTREPRENUER- seeking problems to solve and oppourtunites to explore
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2. DISTURBANCE HANDLER- helping to resolve conflicts

3. RESOURCE ALLOCATOR- allocating resources to various uses
4. NEGOTIATOR- negotiating with other parties

POLICE MANAGERIAL SKILLS AND COMPENTENCIES

SKILLS- It is the ability to translate knowledge into action that results in desired
performance. It is the ability that allows a person to achieve superior performance in
one or more aspects of his or her work.

3 CATEGORIES OF MANAGERIAL SKILLS

1. Technical Skills- the ability to perform specialized task.

The skills involve being highly proficient at using selected methods, processes
and procedures to accomplish task.

2. Human Skill- the ability to work well with other people

It emerges as a spirit of trust, enthusiasms and genuine involvement in
interpersonal relationships. The skill essential in networking activities.

3. Conceptual- the ability to analyze and solve complex problems

This is analytical ability, which draws heavily on one’s mental capacities to
identify problems and opportunities, and to make good problem-solving decisions that
serves the organizations purpose.

Technical skills are shown as being more important at lower level police managers,
while supervisors must deal with concreate problems. Human skills are consistently important
across all managerial levels while conceptual skills are portrayed to be most essential for top
level managers.

ORGANIZATIONAL CONCEPTS AND PRINCIPLES

Traditional Organizational Theories

a. Theory of Organizational by Luther Gullick

1. PLANNING- working out in broad outline the things that need to be done and the
methods for doing them to accomplish the purpose set for the organization, in other
words, it is the act of knowing what to do and how to do it. It is the basic process of
selecting goals and determining how to achieve them. It involves selecting missions
and objectives, the policies programs and procedures and the action to achieve them. It
requires decision making, which is, choosing from among alternatives future courses of
action.

2. ORGANIZING- the establishment of the formal structure of authority, through which

world subdivisions are arranged, defined and coordinated for the defined objective. It is
the process of making the organizations fir with its objectives, its resources and its
environment.
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It is the identification and classification of required activities, the grouping of

activities necessary to attain objectives, and the assignment of its grouping to a
manager with the authority necessary to supervise it.

3. STAFFING- the whole personnel function of bringing in and training the staff and
maintaining favorable conditions of work. It is the filling and keeping filled positions n
the organizational structure. This is done by identifying work force requirements,
inventorying the people available, recruiting, placing personality, promoting, appraising,
compensating, and training of personnel.

4. DIRECTING- the continuous task of making decisions and embodying them in

specific and general orders and instructions and serving as the leader of the
organization. It is the process of giving orders, commands, directives or instructions to
personnel in order to rule or guide them in knowing or telling what to do, where to go, etc.
in accordance with the goals and objectives of the organizations.

5. COORDINATING- all important duty of interrelating the various parts of the work. It
is the manner of integrating the different elements within or outside the organization into
an efficient and harmonious relationship, thus making them work together or fit with
each other.

6. REPORTING- keeping those to whom the executive is responsible informed as to

what is going on, which thus includes keeping himself and his subordinates inform
through recorded, research and inspection.

7. BUDGETING- all that goes with budgeting in the form of fiscal planning, accounting
and control. It is the management of income and expenditures within the organization.
It includes the appropriation of funds to be distributed to functional unit sand the system of
determining expenses.

b. Bureaucratic Management by Max Weber

1. HEIRARCHY- each lower office is under the control and supervision of a higher one.

There is a right of appeal and of statement of grievances from the lower to the
higher.

2. DIVISION OF LABOR- is based on a specified sphere of competence.

3. RATIONAL RULES- applied uniformly thoughout the organization.

4. RECORD- administrative acts, decision and rules are put into writing

5. The “rights” associated with a position are the property of the office and not the
officeholders.

6. MERIT- employees are appointed and promoted on the basics of qualification and
special training.

7. Maintenance of Impersonal Relationships, because rational decision can only be

made objectively and without emotions.
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c. Scientific Management by Frederick Taylor

It is a theory of motivation in which employees will be guided in their actions by what is
in their economic self-interest.

Scientific Management sought to discover the best method of performing specific task.
Based on his studies, Taylor believed that if workers were taught the best procedures, with
play tied to output, they would produce the maximum amount of work.

d. Administrative Theory by Henry Fayol

1. Division of work or specialization

2. AUTHORITY AND RESPONSIBILITY- the right to give order and power to extract
obedience. Whoever exercise authority has responsibility.

3. DISCIPLINE- in essence the obedience, application, energy and behavior, and

outward marks of respect in accordance with the standing agreement between the
organization and its employees.

4. UNITY OF COMMAND- with an employee receiving orders from only one

supervisor.

5. UNITY OF DIRECTION- with one head and one plan for a group of activities having
the same objectives-unit of command cannot exist without unity of direction.

6. SUBORDINATION OF INDIVIDUAL INTEREST TO THE GENERAL INTEREST-

the interest of an individual or a group of employees does not prevail over the concerns of
the organizations.

7. RENUMERATION OF PERSONNEL- to be fair to the employee and employer

8. CENTRALIZATION- the objective is to pursue the optimum utilization of the

capabilities of personnel.

9. SCALAR CHAIN- the chain of superiors ranging from the ultimate authority to the
lowest ranks, often referred as to the chain of command.

10. ORDER- material and human resources should be in the right place at the right
time, and individuals should be in the jobs or positions most suited for them.

11. EQUITY- employees should be treated with kindness and justice.

12. STABILITY OF TENURE OF PERSONNEL- an employee needs time to adjust to a

new job and reach a point of a very satisfactory performance, high turn-over should be
avoided.

13. INITIATIVE- the ability to conceive and execute a plan should be encouraged and
developed at all levels of the organization.
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14. ESPRIT DE CORPS- since union is strength, harmony and teamwork become
essential ingredients to effective organizations.

OPEN SYSTEM THEORY

The organization described as flexible, adaptive and organic are associated
with open systems theory.

a. HUMAN RELATIONS APPROACH

This was developed in reaction to the mechanistic orientation of traditional
organization theories which were viewed as neglecting or ignoring the human
elements.

1. MASLOW’S NEED HIERARCHY

(arranged like the rungs on a ladder, from the lower-order to the higher order
needs)
1. Physiological or basic needs, such as foods, shelter and water.

2. Safety needs, including the desires to be physically safe, to have a savings

account for financial security, and to be safe in one’s job.

3. Belongingness and love needs, such as the acceptance of one’s work group
in the police department and the affection of one’s spouse, children and
parents.

4. Esteem needs
- including the desire for a stable, fairly based and positive evaluation of
one’s self as evidenced by compliments, commendations, promotions and other
cues.

5. Self-actualization needs- such as the want to test one’s self potential and
gain a sense of fulfillment.

2. HERZBERG’S MOTIVTION-HYGIENE THEORY

The hygiene factors relate to the work environment while the motivators relate
to the work itself.

Hygiene Factors (Work Environment) Motivators

Supervisory practices Achievement
Policies and administration Recognition for accomplishment
Working conditions Challenging work
Interpersonal relationship Respect and regard from others
Status Advance possibilities
Effect of the job on personal life Oppurtunity for growth and
development
Job Security Permanency on the job
Money Financial Security

3. CONTINGENCY THEORY
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Certain methods and practices are effective in one situation but not in others. It
recognized that many internal and external environmental variables affect
organizational behavior. Because these variables differ according to particular situations, there
is no one best way for structuring and managing diverse types of organizations; it all
depends on particular situation.
4. THEORY Z
This includes job security for workers, participatory decision making, group
responsibility, teamwork and informal controls, increased quality of products and
services, slow evaluation and promotion policies and broader career paths and greater
concern for employees work and nonwork welfare, including the family.

5. MC GREGOR’S THEORY X AND THEORY Y ASSUMPTIONS

This is under behavioral science theory. The assumption of the chief of a unit
toward his personnel determines how he manage them.

THEORY X THEORY Y
1. The average person inherently 1. Work, whether physical or mental, is as
dislikes work and will try to avoid it. natural as play or rest, and most people
do not inherently dislike it.
2. Most people must be coerced, 2. External control and the threat of
controlled, directed and threatened punishment are not the only means of
with punishment to get them to work bringing about effort toward
toward organizational goals. organizational goals. People will exercise
self-direction and self-control when they
are summoned.
3. The average person prefers to be 3. Commitment to goals is a function of
directed, want to avoid responsibility, the rewards made available, especially
has relatively little ambition and rewards that satisfy esteem and self-
seeks security above all actualization needs.
4. The average person learns, under
proper conditions, not only to accept but
to seek responsibility
5. The ability to exercise a relatively high
degree of ingenuity and creativity in the
solution of problem’s is widely distributed
throughout the organization.

THE NEW PARADIGMS OF ADMINISTRATION

1. CHAOS THEORY
This theory is used when too much happens too fast, things seem out of
control, and collapse of the organization seems not only possible, but imminent. Yet,
somehow, out of this chaos, order does emerge as the organization creates new
structures and procedures to adjust to the new realities thrust upon it.

2. QUANTOM THEORY
The police organization is an energy filed and focus should not only be done on
what exists, but also on what the possibilities are for the future.

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CONCEPTS OF POLICE SERVICE

1. OLD CONCEPT
1. Police is looked upon as a repressive machinery of the government

2. Punishment, which is throwing more people in jail rather than keeping them
out of jail, is the sole instrument of crime control.

3. The yardstick of police efficiency is more arrest. Thus, the job of the police is
to arrest and put people in jail rather than keep them out of jail.

2. MODERN CONCEPT
1. Police is an instrument of crime prevention

2. It is not only focused on criminal apprehension but it includes social services.

3. Objective of the police is to promote the welfare of the individual citizen as

well as the society in general.

4. The yardstick of police efficiency is the absence of crime.

THEORY AND PHILOSOPHY OF POLICE SERVICE

Theories of Police Service

1. HOME RULE THEORY

a. Police are considered servants of the community
b. Effectives of the polemen in their functions depends on the express wishes of the
people.
c. Policeman are civil employees whose primary duty is the preservation of the public
peace and security. This is applied in countries that have decentralized government
structures.

2. CONTINENTAL THEORY
a. Policeman are considered servants of a higher authority
b. Ordinary people have little or no share in all of the police duties, nor have any direct
connection with the police functions.
c. This theory is applied in countries that have centralized government.

CHAPTER 4
THE PHILIPPINE POLICE SYSTEM

THE CONSTITUTIONAL PROVISIONS ON THE NATIONAL POLICE

Article 16 Section 6 of the Philippine Constitution provides that the state shall establish
and maintain one police force, which shall be national in scope and civilian in character, to be
administered by a national police commission. The authority of the local executives over the
police units their jurisdiction shall be provided by law.

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REPUBLIC ACT NO. 6975- DEPARTMNET OF THE INTERIOR AND LOCAL

GOVERNMENT ACT OF 1990
It is hereby declared to the policy of the State to promote peace and order, ensure
public safety and further strengthen local government capability aimed towards the effective
delivery of the basic services to the citizenry through the establishment of a highly efficient and
competent police force that is national in scope and civilian in character.

Towards this end, the State shall bolster a system of coordination and cooperation
among the citizenry, local executives and the Integrated law enforcement and public safety
agencies.

THE DEPARTMENT OF INTERIOR AND LOCAL GOVERNMENT

ORGANIZATION- The Department shall consist of the

Department Proper, the existing bureaus and offices
of the Department of Local Government, the National
Police Commission, the Philippine Public Safety College,
and the following Bureaus: the Philippine National Police,
the Bureau of fire Protection, and the Bureau of Jail
Management and Penology.

HEAD OF DEPARTMENT- the head of the Department, hereinafter referred to as the

Secretary, shall also be the ex-officio Chairman of the National Police Commission and
shall be appointment by the President subject to confirmation of the Commission on
Appointments. No retired or resigned military officer or police official may be appointed
as Secretary within 1 year from the date of his retirement or resignation.

SPECIFIC POWERS AND FUNCTION OF THE SECRETARY

In addition to his powers and functions as provided in Executive Order No. 262,
the Secretary as Department head shall have the following powers and functions:

1. Prepare and submit periodic reports, including a Quarterly Anti-Crime

Operations Report and such other reports as the Presidents and Congress may
require.

2. Act as Chairman and Presiding Officer of the National Police Commission

3. Delegate authority to exercise any substantive or administrative function to

the members of the National Police Commission or other officer of rank within the
Department.

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PHILIPPINE PUBLIC SAFETY COLLEGE (PPSC)

It is mandated to provide training and education
needs to uniformed members of the
PNP, BJMP and BFP.

Constitutive Units under the PPSC:

a. National Police Training Institute (NPTI)

It consists of the Regional Training Schools for
the Police in every region in our country.

It caters for the training and education of the

Police Non-Commissioned Officer.

b. National Forensic Science Training

Institute (NFSTI)
This institute offers technical courses for
the police, fire and jail services like Criminal
Investigation and Detection Course, Narcotics
Investigation Course, Traffic Investigation Course,
Dactyloscopy, etc.

c. National Jail Training Institute (NJTI)

It provides training and education for Jail
Non-Commission Officers

d. National Police College (NPC)

It caters for the education and training for
commissioned officer of the police, fire and jail
services.

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e. National Fire Training Institute

It provides training and education for Fire
Non-Commissioned Officers.

f. Philippine National Police Academy

It caters for the cadetship program where
graduates are conferred the degree of Bachelor
of Science in Public Safety and Automatically given
the ranks of Inspector.

Republic Act 11279

It was signed by President Rodrigo R. Duterte on April 12, 2019, paved the
transfer of sole authority and jurisdiction of both the PNP Academy and the National
Police Training Institute (NPTI) to the PNP, amending some provisions of the
Department of the Interior and Local Government (DILG) Act of 1990.

Under the new setup, the PPSC still retains under its auspices 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 DILG

NATIONAL POLICE COMMISSION (NAPOLCOM)

(PAMBANSANG KOMISYON NG PULISYA)

a. Organizational Se-up
The National Police Commission is an
agency attached to the DILG for policy and
program coordination.

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1. It is composed of a Chairperson, four (4) regular commissioners and the Chief of

PNP as ex-officio member.

2. Three (3) of the regular commissioners shall come from the civilian sector who
are neither active nor former members of the police or military, one (1) of whom shall
be designated as vice chairperson by the President.

3. The fourth regular commissioner shall come from the law enforcement sector either
active or retired: Provided, that an active member of a law enforcement agency shall
be considered resigned from said agency once appointed to the Commission.

4. At least one (1) of the Commissioner shall be a woman

5. The DILG Secretary shall be the ex-officio Chairperson of the Commission.

6. The Vice Chairperson shall act as the executive officer of the Commission.

Qualification of the Regular Commissioners:

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

2. A member of the Philippine Bar with at least five (5) years’ 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.

3. The regular member coming from the law enforcement sector should have practical
experience in law enforcement work for at least 5 years while the three (3) other
regular commissioners must have done extensive research work or projects on law
enforcement, criminology or criminal justice or members of a duly registered non-government
organization involve in the promotion of peace and order.

Terms of Office
The four (4) regular and full-time Commissioner shall be appointed by the
President for a term of six (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
chair 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 and qualified.

Organizational Structure

The Commission shall consist of the following units:

a. Commission Proper
This is composed of the offices of the Chairman and four (4) Commissioners.

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

1. The Planning and Research Services

It provides technical services to the Commission in areas of overall
policy formulation, strategic and operational planning, management system or
procedures, evaluation and monitor of the Commission’s Program’s project and
internal operation; and shall conduct thorough research and analysis on social
and economic conditions affecting peace and order in the country.

2. The legal Affairs Service

It provides the Commission with 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 Philippine National
Police and the Commission.

3. The Crime Prevention and Coordination Service

It shall undertake criminological research 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.

4. The Personnel and Administrative Service

It shall perform personnel functions for the Commission, administer the
entrance and promotional examinations for policeman, 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 transaction and employee welfare.

5. The Inspection, Monitoring and Investigation Services

It shall conduct continuous inspection and management audit of
personnel, facilities and operation 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.

6. The Installations and Logistics Service

It shall review the Commission’s plan and programs and formulate
policies and procedures regarding acquisitions, inventory, control, distribution, maintenance
and disposal of supplies and shall oversee the implementation of programs on transportation
facilities and installation and the procurement and maintenance of supplies and equipment;
and

7. 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 decreased and or permanently incapacitated PNP personnel.

Qualifications of Regional Directors of NAPOLCOM Regional Offices:

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1. He or she is a citizen of the Philippine

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

Removal from Office

The members of the Commission may be removed from office for cause. All
vacancies in the Commission, except through expiration of term, shall be filled up for
the unexpired term only: Provided, that any person who shall be appointed in this case
shall be eligible for regular appointment for another full term.

Prohibitions
The Chairman and members of the Commission shall not engage in the
practice of any profession, or intervene directly or indirectly, in the management and
control of any private enterprise. They shall not directly or indirectly, have any financial or
material interest in any transaction requiring the approval of their office.

Powers and Functions of the Commission

a. Exercise administrative control and operation supervision over the Philippine National Police
which shall mean the power to:

1. 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 and promotional examinations for uniformed members.

2. 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;

3. Establish a system of uniform crime reporting

4. 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.

5. Approve or modify plans and program on education and training, logistical

requirements, communication records, information system, crime laboratory, crime
prevention and crime reporting.

6. Affirm, reverse or modify, through the National Appellate Board, personal disciplinary
actions involving demotion or dismissal from the service imposed upon members of the
Philippine National Police by the Chief of the PNP.

7. Exercise appellate jurisdiction through the regional appellate boards over

administrative cases against policeman and over decisions on claims for police
benefits;

8. 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. The standard of the uniformed personnel of the PNP must be revised

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which should be clearly distinct from the military and reflective of the civilian character
of the police.

9. 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;

10. 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.

11. Monitor the performance of the local chief executives as deputies of the
Commission.

12. Monitor and investigate police anomalies and irregularities

b. Advise the President of all matters involving police functions and administration

c. Render to the President and to the Congress an annual report on its activities and
accomplishment during the thirty (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 thorough the country, and recommendation
for appropriate remedial legislation;

d. Recommend to the President, through the Secretary, within sixty (60) days before the
commencement of each calendar year, a crime prevention program.

e. Perform such other functions necessary to carry out the provisions of this Act and as the
President may direct;

NAPOLCOM Major Thrust and Programs

1. Policy Formulation and Standard Setting

1. Create and enabling policy environment for community and service-oriented police
2. Strategic Policy Development Program
3. Crime Prevention and Deterrence Policy Development Program
4. Conduct of research and maintenance of updated polices and other statistical data
5. Development of a Policy Compliance-based Monitoring and Evaluation System
6. Strengthening of consultative and coordinative mechanisms
7. Conduct of Training Needs Assessment/Development of Training Programs for the
Police
8. Development of a Training Program on Community and Service-oriented Police

2. Regulatory Service of the PNP

1. Professionalize the police personnel to become highly capable, effective and

credible
2. Implementation of a NAPOLCOM Annual Inspection and Audit Program
3. Specification of Equipment
4. Implementation of a NAPOLCOM Annual Monitoring Program (NAMEP)
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5. LCE Monitoring and Partnership

6. Administration of Police Examination.
7. Administration of the administrative disciplinary system
8. Institutionalization of new PNP Recruitment, Selection and Appointment System
9. Enhance the involvement and participation of the community in crime prevention and
deterrence program
10. Criminological Research Program
11. Crime Prevention and deterrence Institution Building
12. Crime Prevention and deterrence Information Program
13. Uniform Crime Reporting System
14. Performance Evaluation Rating for Investigators
15. Databank creation for unsolved cases nationwide
16. Inter-agency cooperation on intelligence and information exchange (domestic and
foreign)
17. Expedite the timely provision of benefits
18. Investigation and adjudication of claims for police death, permanent total disability
and scholarship benefits.
19. Adjudication of appealed decision on PNP benefit claims
20. Payment of Police death and Permanent Total Disability benefits (gratuity, burial
and hospitalization expenses)
21. Payment of scholarship benefits
22. Payment of Pension benefits

3. Organizational Effectiveness

1. Rationalize the organizational structure of NAPOLCOM

2. Maintain a reservoir of highly capable and committed workforce to oversee and
nurture a world class PNP
3. Institutionalize e-governance
4. Establish harmonious relationship with the various stakeholders.

4. The Philippine National Police

A. Organizational Set-up

The Philippine National Police Initially consisted of the members of the:

a. Integrated National Police (INP) pursuant to Presidential Decree No. 765

b. Philippine Constabulary (PC)
1. Assigned with the Narcotic Command (NARCOM)
2. With the Criminal Investigation Service (Cis)
3. With the technical services of the AFP assigned with PC
4. Assigned as civilian operatives of the CIS

c. The regular operatives of the abolished NAPOLCOM inspection, investigation

and Intelligence branch.

The PNP has absorbed the following:

1. The office of the National Action Committee on Anti-Hijacking (NACAH) of

the Department of National Defense (DND)
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2. All the functions of the Present Philippine Air Force Security Command
(PAFSECOM)
3. The police function of the Coast Guard.
The PNP is composed of a national office, regional office, provincial offices,
district offices, city or municipal stations.

1. At the National Level, the PNP maintains its office in Metropolitan Manila which
houses the directorial staff, service staff and special support units

2. At the regional level, the PNP has regional offices, including that of the National
Capital Region. Each of these regional offices is headed by a regional director for peace and
order.

3. At the provincial level, the PNP have provincial offices, each headed by a provincial
director. In the case of large provinces, police districts may be established by the
Commission to be headed by a district director.

4. All the City or municipal level, the PNP have City Police Offices or Municipal Police
Stations, each headed by a City Director or Chief of Police, respectively.

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POLICE REGIONAL OFFICE ORGANIZATIONAL STRUCTURE

REGIONAL DIRECTOR

Deputy Regional Director Deputy Regional Director

for Administration for Operations

Chief, Regional Directorial Staff

R1 R2 R3 R4 R5 R6 R7 R8

Provincial Police Offices City Police Office

Municipal Police Stations City Police Stations

R1- Regional Personnel and Human Resource Development Division

R2- Regional Intelligence Division
R3- Regional Operations and Plans Division
R4- Regional Logistics and Research Development Division
R5- Regional Police Community Relations Division
R6- Regional Comptrollership Division
R7- Regional Investigation Management Division
R8- Regional Information and Communication Technology Management Division

12 STAFF DIRECTORATES (PNP NATIONAL HEADQUARTERS)

1. Directorate for Personnel and Records Management (DPRM)

It responsible for recruitment, promotion, reassignment, placement and
retirement.

2. Directorate for Intelligence (DI)

It is the eyes and ears of the police organization

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3. Directorate for Operations- for operations

4. Directorates for Integrated Police Operations (DIPO)
5. Directorate for Logistic (DL)
Provides supplies and/or materials

6. Directorate for Plans (DP)

7. Directorate for Comptrollership (DC)
It serves as the treasury of the PNP

8. Directorate for Police Community Relations (DPCR)

9. Directorate for Investigation Detective Management (DIDM)
10. Directorate for Human Resources and Doctrine Development
It is responsible for training plans.

11. Directorate for Research and Development (DRD)

It is the research or testing of equipment.

12. Directorate for Information and Communications Technology Management

(DICTM)

SUPPORT UNITS

The PNP shall be supported by administrative and operational support units. Each
support Unit is headed by a Director with the rank of Chief Superintendent.

a. Administrative Support Unit

1. Personnel and Retirement Benefit Services (PRBS)

2. Logistics Support Service (LSS)

It is responsible for the procurement, distribution and management of all its
logistical requirement of the PNP including firearms and ammunition.

3. Information Technology Management Services (ITMS)

4. Chaplain Services (ChS)
5. Finance Services (FS)
It is responsible for providing Finance services of the PNP

6. Headquarters Support Services (HSS)

7. Health Services (HS)
8. Communications and Electronic Services (CES)
It is responsible for establishing and effective police communications network.

9. Legal Service (LS)

10. Engineering Services (ES)
11. Training Services (TS)

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b. Operational Support Units

1. Criminal Investigation and

Detection Group (CIDG)
- is the primary investigation arm of the PNP

2. Crime Laboratory (CL)

-provide scientific investigation services and
other technical support to the PNP offices and other
agencies through fieldwork, scene of crime operations,
forensic laboratory service, criminalistics training and
research.

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

-Conduct intensive and sustained operations
against cybercrimes by organized crimes groups,
syndicated groups, high profile personalities that
use internet and computer related devices as
the major component in their criminal activities and
strengthen its capacity and capability to
implement anti-cybercrime operations, investigation
and digital examination.

4. Highway Patrol Group (HPG)

-his group enforces the traffic laws and
regulations, promote safety along the highways,
enhances traffic safety consciousness through
inter- agency cooperation concerning Police
Traffic Safety Engineering, Traffic Safety
Education and Traffic Law enforcement
functions and develops reforms in the crime
prevention aspect against all forms of
lawlessness committed along National Highway
involving the use of motor vehicles.

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5. Civil Security Group (CSG)

-This group regulates business operations
and activities of all organized private detectives,
watchmen, security guards/agencies and company
guard forces. It also supervises the licensing and
registration of firearms and explosives.

6. PNP Drug Enforcement Group (PNP-DEG)

- to be the lead unit in police anti-drug
operations.

It is responsible for the prevention and

Control of illegal drugs in support to the
PDEA as mandated

7. Maritime Group (MG)

-This group is responsible to perform
all police functions over 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.

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

-This Group serves as the primary unit
of the PNP in addressing kidnapping menace
in the country and in handling hostage situations.

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9. PNP EOD/K9 Group

- the primarily responsible for the
management, deployment, utilization and
development of EOD and Canine units of the
PNP.

10. Aviation Security Group (AVESEGROUP)

-This group provides security to all
airports throughout the country.

11. Special Action Group (SAF)

-This group is a mobile strike force
or a reaction unit to augment regional,
provincial, municipal and city police force
for civil disturbance control, internal
security operations, hostage-taking rescue
operations, search and rescue in times of
natural calamities, disasters and national
emergencies and other special police
operations such as ant-hijacking, anti-terrorism,
explosives and ordnance disposal.

On a special note, the PNP Air Unit is placed under the supervision of SAF.

12. Police Security and Protection

Group (PSGP)
-This group provides security to
government vital installations, government
officials, visiting dignitaries and private
individuals authorized to be given protection.

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13. Police Community Relations

Group (PCRG)
-This group undertakes and orchestrates
Police Community Relations program and
activities in partnership with concerned
government agencies, the community, and
volunteer organizations in order to prevent
crime and attain a safe and peaceful environment.

14. Intelligence Group (IG)

-This group serves as the intelligence and counter-intelligence operating unit of
the PNP.

POLICE REGIONAL OFFICES (1-13, CAR, ARMM)

-Regional Mobile Force Battalion

City Police Offices Police Provincial Offices

City Mobile Force Company Provincial Mobile Force Company

CPO Police Stations Municipal/Component City Police Stations
Precincts

PNP- IMEG (INTEGRITY MONITORING AND ENFORCEMENT GROUP)

National Police Commission Resolution No. 2019-149

“Approving the Activation of the Integrity Monitoring and Enforcement
Group (IMEG) as a National Operational Support Unit (NOSU) of the Philippine
National Police “

It was issued last February 22, 2019, The PNP National Headquarters activated
the PNP-IMEG (Integrity Monitoring and Enforcement Group which shall be
responsible for information gathering and conduct of offensive operation against erring PNP
personnel.

As planned, the PNP-CITF

(Counter Intelligence Task Force) which
was activated on February 23, 2017 shall
be deactivated. Consequently, the human
resource, equipment, records, funds and
other resources of the CITF shall be
transferred to the IMEG.

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Specifically, the PNP-IMEG shall conduct intelligence build-up and law

enforcement operations against PNP personnel who are believed to be involved or
protecting any illegal activities such as drug trafficking, human trafficking, financial
crimes, cybercrime, malversation, pilferage, graft and corrupt practices, security
violations and others.

The PNP Directorate for Plans with the provisions of the NHQ-PNP Circular No.
DPL-03-02 entitled ‘Specific Authority Delegate to the Directorial Staff’ and issued on
October 26, 2003, the PNP Director for Intelligence shall exercise functional authority
over the Integrity and Anti-Corruption Group.

As such, the PNP Director for Intelligence who is under the PNP Deputy Chief
for Operations has the power to control specified processes, practices and other matters of the
said Group.

As planned, the PNP-IMEG shall perform seven functions.

1st is to receive complaint and information against erring personnel and

conduct relevant information-gathering activities;
2nd, to detect and conduct intelligence build-up on the involvement of PNP
personnel in illegal activities, acts of graft and corruption and other crimes for the conduct of
prompt counter-measures.
3rd to initiate law enforcement operations against rogue police personnel;
4th to prepare and update the watchlist of undesirable PNP personnel;
5th to prepare and submit special and other relevant reports regarding
undesirable PNP personnel.
6th to conduct Personnel Security Investigations (PSI) to include threat
assessment, complete and partial background investigation toerring PNP personnel in
coordination and in collaboration with the Regional Intelligence Divisions of the 17 Police
Regional Offices and other concerned units;
7th, to perform other tasks as directed by the Chief, PNP.

The PNP-IMEG will be headed by a Director with the rank of a Police Colonel
while his Command Group: Deputy Director for Administration and Operations and
Chief of Staff will also have the rank of Colonel.

It will maintain five Divisions namely which will be headed by a Police

Colonel:

1. The Administrative and Resource Management Division,

2. Intelligence Division,
3. Operations Management and Plans Division,
4. Investigation and Detection Division
5. Legal Division

It will also maintain units in Luzon specifically based in Metro Manila, Visayas
based in Cebu City and Mindanao based in Zamboanga City.

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The PNP-IMEG will also have a complement of 306 uniformed personnel

including 55 Commissioned Officers and will be supported by a 72-man company from
the elite PNP Special Action Force.

The PNP leadership said that personnel to be assigned or detailed with the
IMEG shall be subjected to an extensive background investigation and screening/vetting
process to include neuropsychiatric examination. Preferably, they should be graduates
of intelligence courses or seminar

THE NEW PNP RANK CLASSIFICATION

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CHAPTER 5
POLICE UNIFORMS, ATTIRE, AND ACCESSORIES

PNP SEAL Meaning and Symbolism

Lapu-Lapu Hero
The great Filipino Hero of Mactan, as the prototype of the best and most noble in
Filipino manhood is the symbol of embodiment of all the genuine attributes of leadership,
courage, nationalism, self-reliance and 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 and a prototype as well of people power
to preserve our values, customs, traditions, way of life and the rule of law thru a solidly
community-based police system. Lapu-Lapu also personified for us today as a civilian
constitutional authority.

Laurel
Green Laurel with 14 leaves, symbolizes the 14 Regional Commands. It is also a
symbol of honor, dignity and the privilege of being a member of a noble organization where the
call to public service is par excellence a commitment to public trust.

Shield
This is the symbol of the Philippine Constabulary, the first National Police by Virtue of
Organic Act No. 175, enacted by the Philippine Commission on July 18 1901. The Philippine
Constabulary 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
Philippines history, as attested by its proudly and deservedly garnering 86 of the 92 “Medal of
Valor” the highest honor that a grateful Filipino nation can bestow on its gallant sons in the
service of the Republic.
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Three Stars
These symbolizes Luzon, Visayas and Mindanao and the 1,7000 island 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.

Service. Honor. Justice

There are added distinct ideals for the officers, men and women of the PNP to insure
efficiency, integrity, cohesiveness, camaraderie and equanimity to enhance community
acceptance and support to attain its mission of peace keeping and law enforcement.

Sun
It symbolizes the flowering, maturing and ultimate realization of the glorious evolution
of the PC/INP into a National Police Organization “national in scope, civilian in character”, as
enshrined in the 1986 Constitution. The traditional light rays represent the fightingest
provinces whose ideals of courage and patriotism and members of the National Police must
possess.

PNP BADGE MEANING AND SYMBOLISM

Philippine Monkey Eating Eagle- The National Bird

This is the symbol of swiftness and ferocity, power, courage and immortality.

PNP Shield
This symbolize the protection of all citizens.

Three Stars
This stands for Luzon, Visayas and Mindanao which constitute the Republic Territorial
Integrity over which the PNP must enforce the law and maintain peace and order with
professionals, zeal and dedication in keeping with the highest ideals and traditions of service
to God, Country and People.

Eight Sun Rays

These represent the eight (8) province whose ideas of courage, gallantry, patriotism
led to their revolt against Spain.
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Lapu-Lapu
This symbolize the bravery of the Philippine National Police.

Service. Honor. Justice.

Service- is the vibrant and cogent deeds and actions in response to the needs and
wants of the people in distress;

Honor- it could be the overriding criterion and consideration in the performance of their
entrusted task or mission;

Justice- dispensed to everyone whatever is due to him without favoritism or

discrimination of any sort.

Laurel Leaves
These symbolize the competency, brilliance and honor in the field of endeavor
expected from each and every member of the PNP.

Philippine National Police

It stands for identity of Solidarity.

PNP LOI (LETTER OF INSTRUCTION) 06/09 “TAMANG BIHIS”

Tamang Bihis- proper wearing of prescribed uniformed of PNP personnel with complete
accoutrements as embodies under the existing LOI of the Higher Office.

Political Patronage- inhibiting personnel from soliciting political patronage, high ranking
government officials, persons affiliated with civic and religious organization on matters
pertaining to assignment, award, and promotion.

TAMANG BIHIS IN RELATION TO PATROL SYSTEM

Prescribed proper wearing of authorized PNP uniforms, insignis and other

accoutrements. It likewise sets the series of administrative actions to be carried out by
Planner/Supervisors to recognize the significance of “TAMANG BIHIS” of our personnel while
on duty.

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1. PNP GOA (GENERAL OFFICE ATTIRE) TYPE A

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2. GOA (GENERAL OFFICE ATTIRE) TYPE B

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3. GOA (GENERAL OFFICE ATTIRE) TYPE C

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4. PATROL UNIFORM

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5. TOURIST POLICE

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6. MESS JACKET

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7. FULL-DRESS BLUE AND FULL-DRESS WHITE

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8. CAMOUFALGE GREEN FSU (FIELD SERVICE UNIFORM)

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NAPOLCOM RESOLUTION NO. 2019-224

APPROVING PNP-UESB (Uniform and Equipment Standardization Board)

RESOLUTION NO. 2018-21 DATED OCTOBER 29, 2018 AMENDING NAPOLCOM
RESOLUTION NO. 2005-385 PARTICULARLY ON THE REPLACEMENT OF THE TYPE A
CAMOFLAGE GREEN FIELD UNIFORM TO PNP FIXELIZED FIELD SERVICE UNIFORM

In order to improved its functionality of camouflaging; warrant the safety and

security of police personnel during operations; and ensure its authenticity and
exclusivity;

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9. GREEN PIXELIZED PRINTED FSU

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10. BLACK TROPICAL FATIGUE

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11. SEARCH AND RESCUE UNIFORM

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12. ATHLETIC UNIFORM

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13. BICYCLE PATROL UNIFORM

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CHAPTER 6
PNP RANK STRUCTURE AND KEY POSITION

Rank Classification Key Position Title

Police General Chief, PNP
Deputy Chief of PNP for Administration
(2nd in Command)
Police Lieutenant General Deputy Chief of PNP for Operations
(PLTGEN) (3rd in Command)
Chief, Directorial Staff
Police Major General Directors of the Directorial Staffs
(PMGEN) NCRPO Director
Regional Director, Police Regional Offices
Police Brigadier General Heads of Administrative and Operational Support Units
(PBGEN) Inspector General, Internal Affairs Service
District Director, National Capital Region Police Office
Police Colonel (PCOL) Provincial Director, Provincial Police Offices
City Director, City Police Offices
Police Lieutenant Colonel District Director, PNP District Offices
(PLTCOL)
Police Major (PMAJ) Chief of Police, Municipal Police Stations
Police Captain (PCPT)
Police Lieutenant (PLT)
Police Executive Master
Sergeant (PEMS)
Police Chief Master
Sergeant (PCMS)
Police Senior Master
Sergeant (PSMS)
Police Master Sergeant
(PMSg)
Police Staff Sergeant
(PSSg)
Police Corporal (PCpl)
Patrolman/Patrolwoman
(Pat)

APPOINTMENT AND DESIGNATION

General Qualification for Appointment into the PNP

a) A citizen of the Philippines;

b) A person of good moral conduct;

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c) 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;

d) Must possess a formal baccalaureate degree from a recognized institution of

learning;

e) Must be eligible in accordance with the standards set by the Commission;

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

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

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

i) 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

j) 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.

APPOINTMENT OF PNP OFFICERS AND MEMBERS

The appointment of the officers and members of the PNP is effected in the following
manner:

a. Patrolman to Police Executive Master Sergeant are appointed:

1. By the PNP Regional Director for applicants at the regional level
2. By the Chief of the PNP for applicants recruited at the national level
3. By the Director of the concerned NSU for applications recruited by such
particular unit and attested by the Civil Service Commission.

b. Police Lieutenant to Police Lieutenant Colonel

Appointed by the Chief of the PNP, as recommended by their immediate
superiors, attested by the Civil Service Commission.

c. Police Colonel to Police Lieutenant General

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Appointed by the President upon recommendation of the chief of the PNP, with
proper endorsement by the Chairman of the Civil Service Commission and subject to
conformation by the Commission on Appointments.

d. Police General
Appointed by the President from among senior officers down to the rank of
Police Brigadier General in the service, subject to confirmation by the Commission on
Appointments.
1. The Chief of the PNP shall serve a tour of duty not to exceed four (4) years
2. In times of war or other national emergency declared by Congress, the
President may extend such tour of duty.
3. In no case shall any officer who has retired or is retiring within six (6) months
form his compulsory retirement age be appointed as Chief of the PNP.

WAIVERS FOR INITIAL APPOINTMENTS TO THE PNP

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:

1. An applicant shall not be below twenty (20) nor over thirty-five (35) years of age:

2. Any applicant not meeting the weight requirement shall be given reasonable time but
not exceeding six (6) months within which to comply with the said requirement:

3. Only applicants who have finished second year college or have earned at least
seventy-two (72) collegiate units leading to a bachelor's degree shall be
eligible for appointment:

4. Anybody who will enter the service without a baccalaureate degree shall be given a
maximum of four (4) years to obtain the required educational qualification:

5. A waiver for height requirement shall be automatically granted to applicants

belonging to the cultural communities, i.e., Ifugao, Ibalois, Manobo

SELECTION CRITERIA UNDER THE WAIVER PROGRAM

The selection of applicants under the Waiver Program shall be subject to the following
minimum criteria:

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

b) The requirements shall be waived in the following order:

(a) age,
(b) height,
(c) weight, and
d) education

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STATUS OF PNP APPOINTMENT

For Uniformed members of the PNP. There are only two (2) appointments status.

1. Permanent- It is issued to PNP members who successfully completed all the

requirements necessary for the rank.

2. Temporary- This is the appointment status of a newly recruited PNP member who
meet all the required minimum qualifications, except the training requirement or an
applicant who entered the PNP via the waiver program. It is in this regard that recruits
shall be on probation for one (1) year pending the completion of the one-year Police
Basic Recruit Course (PBRC). Such temporary appointment shall not exceed 12
months from the date it was issued.

The PBRC is divided into two (2) phases: The Academics phase for the first six
months and The Field Training Exercise for the next five (5) months in which the recruits will
be fielded to the different police stations to undergo direct experiences in the areas of patrol,
investigation and traffic. The last one month is for the evaluation of the recruits whether they
passed or not.

NATURE OF APPOINTMENT UNDER A WAIVER PROGRAM

Any PNP uniformed personnel who is admitted due to the waiver of the educational ore
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 services.

RE-APPLICATION OF DISMISSED PNP MEMBERS UNDER A WAIVER PROGRAM

Any PNP member who shall be dismissed under a waiver program shall be eligible to
re-apply for appointment to the PNP; provided, that he or she possess the minimum
qualifications and his or her reappointment is not by virtue of another waiver program.

THE FIELD TRAINING PROGRAM

All uniformed members of the PNP shall undergo a field Training Program for five (5)
months involving actual experience and assignment in patrol, traffic and investigation as a
requirement for permanency of their appointment.

POLICE CADETSHIP PROGRAM

The Philippine National Police Academy (PNPA) was established under Section 19,
Presidential Decree 1184 and became a primary components of the Philippine Public Safety
College (PPSC) pursuant to Section 67 of Republic Act No. 6975 which was created to provide
preparatory education and training of the tree uniformed bureaus of Department of Interior and
Local Government (DILG) namely, Philippine National Police (PNP), Bureau of Fire Protection
(BFP) and Bureau of Jail Management and Penology (BJMP).

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INITIAL REQUIREMENT FOR PNPA ADMISSION

PNPA needs able, responsible and well-motivated youths who have the aptitude for
service to meet the varied and challenging duties of a public safety service officer.

1. Natural born Filipino citizen

2. Of Good moral Character
3. Male or female, single and with no parental and financial obligation to anybody.
4. Must be 18 years old and not more than 22 years old on appointment.
5. Height of at least 162.5 cm (5ft. 4 inches) for male and 157.5 cm (5 ft 2 inches) for
female;
6. Weight must not be more than or less than five (5) kilograms of the standard weight
corresponding to height, age and sex.
7. At least high school graduate

8. Must be able to perform the following physical fitness exercise:

Exercise Male Female

Pull-ups 3
Pull Arms Hanging 30 seconds
2-minute Push-ups 15 20
2-minute Sit-ups 30 25
100-meter Dash 18 seconds 20 seconds
3- kilometer Run 27 minutes 30 minutes

9. Physically and mentally fit for cadetship training

10. No Criminal, administrative, or civil case and other derogatory record (s).
11. Not a former cade of PNPA or other service academies

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12. Must pass the Cadet Admission Test (CAT)

Coverage of the Examination:

1. Communication Skills
2. Logical and Reasoning Abilities
3. Math and Sciences
4. General Information and Current Events
5. Values and Aptitude for the Service

Submit duly accomplished application together with a self-stamped WINDOW

ENVELOPE to the Office of the Registrar or mail to:

The Director (Attn: Registrar), Philippine National Police Academy, Camp

General Mariano N. Castaneda, 4129 Silang, Cavite.

Grounds for Medical Disqualification

1. Defective Visual Perception (color blindness, near sighted/far sighted with corrective
eyeglasses or lens, nystagmus);

2. Physical Deformities Example: bowlegged or congenital defects

3. Perforated ear drum, Chromic sinusitis, bleeding tendencies, hemorrhoids, hernia (if
not treated), varicocele, extensive skin disorders.

4. History of heart disease, hypertension, asthma, active PTB, kidney and liver
diseases, epileptic seizure disorders, major surgical operations; communicable disease
such as (AIDS, Hepatitis, VD etc.);

5. Full dentures, Cleft Lip and palate, malocclusions, deformities of the face, open bite,
speech defects.

6. Four (4) missing front teeth and or six (6) posterior/molars;

7. Tattoos and other brotherhood marks, ear piercing (male only);

8. Goiter, History of Pregnancy; Presence of breast mass; Painful menstruation;

9. Any other similar defects which may hinder in the Cadetships Training Program;

Benefits
While undergoing the 4-year cadetship program, cadets receive monthly pay and
allowances to meet education and training requirements such as uniforms, substance, books,
school equipment and supplies, toiletries, laundry, haircut, etc.

Upon Completion of the course, graduates:

1. Are conferred the Bachelor of Science in Public Safety (BSPS) degree;
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2. Has the option to choose the branch of service: PNP, BFP, or BJMP;
3. Are appointed as Police, Fire and Jail Inspector
4. May pursue graduate studies

The PNPA Cadetship Program is a government scholarship program. Admitted cadets

must complete the Cadetship Program and serve the government either in the PNP, BFP or
BJMP services for the prescribed period (two years of service for every year of scholarship).

Admitted Cadet shall pay back the expenses incurred for his/her scholarship should
he/she fail to complete the Cadetship Program. Graduates shall reimburse the government the
expenses incurred ruing their Cadetship Program if they fail to complete the required years of
service (Two years for every year of stay with PNPA).

BSPS (Bachelor of Science in Public Safety) Curriculum

The revised curriculum for the four-year BSPS cadetship Program composed of
academic and non-academic instructions was implemented effective Academic Year 2006-
2007 to Class 2010 and future classes. Cadets undergoing the program should earn 221 total
academic units which is more than the CHED requirement to obtain a bachelors degree.

Subjects and activities under the academic instructions relation to a particular discipline
or branch of knowledge that involves cognitive learning such as those under the branches of
Law, Language, Forensic Sciences, Humanities and Social Sciences, and Public Safety
Services.

The first and second years of the program are anchored on the basic public safety
knowledge, skills, competence and qualities of officership. Third year is focused on the
specialization/integration subject depending on the service the cadets would opt to join after
graduation. Fourth year is for thesis wiring and integrated review of public safety subjects.

Criminology subjects are incorporated in the course to qualify the graduates for
Criminology Licensure/Board Examination as may be certified by appropriate Special Orders
from the Commission on Higher Education (CHED). The Non-Academic Subjects deal within
the technical, practical and affective domain of learning which include but not limited to
aptitude, conduct, tactics and physical fitness test (PFT).

I. ACADEMIC COURSE
1. Math and Science (24 units)
2. Law (21 units)
3. Language and Arts (27 units)
4. Forensic Science (12 units)
5. Humanities and Social Science (42 units)

6. Public Safety Services

1. Police Science (33 units)
2. Fire Science and Technology (15 units)
3. Jail Management and Penology (15 units)

II. NON-ACADEMIC COURSE

1. Conduct
2. Aptitude for the Service
3. Organizational Leadership
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4. Physical Education
5. Drills and Ceremonies
6. Marksmanship and Police Tactics

III. Practicum (Cadet Attachment Program)

Training
Every Cadet undergo the preparatory education and training to meet the
challenges of public safety services. For four years, cadets reside in the same
barracks, eat the same food, wear the same uniform, and pass through the same courses
of cadetship program.

To hone their knowledge, skills and attitudes toward competence and

professionalism as future public safety officers, cadets are required to undergo the
following programs:

1. Cadet Attachment Program (CAP)

2. Special Action Force Operation Orientation Course (SAFOOC)
3. Jungle Environment Survival Training (JEST) Camp
4. Air to Ground Operation Support (AGOS)
5. Crisis Management
6. Disaster Preparedness and Management
7. Basic Rescue Training
8. Close Quarter Battle Training
9. Art of Negotiation
10. Scuba Diving

DESIGNATION TO KEY POSITIONS IN THE PNP

Increased Qualification for Provincial Directors

No person may be appointed Director of a Provincial Police Office unless:

1. He or she holds 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;

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

Examination of Policeman- The National Police Commission shall administer the

entrance and promotional examination for policeman on the basis of the
standards set by the Commission.

Qualification of Chief of City Police Offices and Municipal Police Stations

No person shall be appointed chief of a City Police Station unless he/she is a
graduate of Bachelor of Laws or has finished all the required courses of a master’s degree
program in public administration, criminology, criminal justice, law enforcement, national
security administration, defense studies, and other related disciplines from a recognized
institution of learning.

No person shall be appointed chief of Municipal Police Station unless he or she has
finished at least second year of Bachelor of Laws or has earned at least twelve (12) units in a
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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.

Provide, that members of the Bar with at least five(5) years of law practice, license
criminologist or graduates of the Philippine National Police Academy and who possess the
general qualifications for initial appointment to the PNP shall be qualified for appointment as
Chief of a City or Municipal Police Station: provided, further, that the appointee has
successfully passed the required field training program and has complied with other
requirements as may be established by the Commission.

QUALIFICATION STADARDS FOR THE CERTIFICATION PROGRAM OF FIELD

INVESTIGATORS FOR THE PNP

Investigator (PNCO Category)

Education BS Degree
Training
Must have taken Criminal Investigation Course (CIC) and
Criminal Investigation and Detective Development
Course (CIDDC)

Experience Minimum of 2
years as First Minimum of 5 years as Investigator/Filed at least 30
cases (minimum) with status
Responder
Eligibility
Communication Must pass the initial screening and evaluation of his/her
Skills Chief of Police/Supervisor

Detective
Education Earned at least 18 units in MS Criminology/LLB
Graduate
Training Must have taken Police Detective Course (PDC)
Experience
Minimum of at Has handled at least 60 cases (minimum). Has filed at
least 10 years least 10 cases which eventually led to the arrest of a
suspect by virtue of Warrant of Arrest. At least one case
as investigator
filed which resulted to a conviction with punishment of at
and assigned least 6 years and 1-day imprisonment. Has solved at
in the least 3 major/sensational cases and caused the
Investigation preparation of at least 5 Search Warrants. Must have
Office/Unit handled at least one Cold Case (Capital Offense) .

Eligibility Licensed Criminologist

Communication

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Skills

Investigator (PCO Category)

Education BS Degree/LLB Graduate
Training Must have taken Investigation Officers Basic Course
(IOBC)

Minimum of at
least 10 years Filed at least 60 cases (minimum) which status
as (Sensitive cases). Has conducted at least 8 hours of
Investigator lecture on Investigation (Instructor Duty on Investigation
and assigned Training). Has caused the preparation of at least 5
Experience
in the Search Warrants. Has at least conducted an autopsy.
investigation
Office/Unit

Eligibility
Board Passer
(Criminology
License Criminologist
board
Examination)

Communication
Skills

Case Manager
Education MS Criminology/LLB Graduate
Training Must have taken Investigation Officer Management
Course (IOMC)

Minimum of at
least 10 years At least 3 years as Case Manager. He managed and
Experience as filed cases that led to the solution of at least 25 cases.
investigator Has conducted at least 5 case studies on major cases.
and assigned Must have handled at least 6 cold cases (Capital
in the Offense). Has conducted at least 8 hours of lecture on
investigation investigation (Instructor’s Duty on Investigation Training).
office/Unit

Eligibility Board Passer License Criminologist or at least Bar Passer

(Criminology
board
Examination)

Communication

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Skills

CHAPTER 7
ATTRITION SYSTEM FOR UNIFORMED PERSONNEL
AND ITS BENEFIT SYSTEM

Attrition by Attainment of Maximum Tenure in Position

The Maximum tenure of PNP members holding key position is hereby
prescribed as follows:

POSITION MAXIMUM TENURE

Chief Four (4) years

Deputy Chief Four (4) years
Director of the Staff Services Four (4) years
Regional Directors Six (6) years
Provincial Directors Nine (9) years

The president may extend the PNP Chief’s tour of duty in times of war or other national
emergency declared by Congress, but no other PNP member who has less than one (1) year
of service before reaching the compulsory retirement age shall be promoted to a higher rank
or appointed do any other position.

ATTRITION BY RELIEF
A PNP uniformed personnel who has been relieved for just cause and has not been
given an assignment within two (2) years after such relieve shall be retired or separated.

ATTRITION BY DEMOLITION 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 eighteen (18) months
after such demotion in position shall be retired or separated.

ATTRITION BY NON-PROMOTION
Any PNP personnel who has not been promoted for a continuous period of ten (10)
years shall be retired or separated.

This Mode of Attrition was deferred because it will affect the operation of the PNP as it
will decrease the police-to population ration and will be costly on the part of the government
considering the financial requirement for the recruitment and t raining of new police officers.

ATTRITION BY OTHER MEANS

A PNP member or officer with at least five (5) years of accumulated active service shall
be separated based on any of the following factors:

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a. Inefficiency based on poor performance during the last two (2) successive annual
rating periods.

b. Inefficiency based on poor performance for three (3) cumulative annual rating
periods.

c. Physical and /or mental incapacity to perform police functions and duties:

d. Failure to pass the required entrance examination twice and/or finish the required
career courses except for justifiable reasons.

Any dismissed PNP personnel via the Attrition Program shall be retired if he or she has
rendered at least twenty (20) years of service and separated if he or she has rendered less
than twenty (20) years of service.

PROMOTION SYSTEM
1. Promotion by Virtue of Position
Any PNP personnel designated to any key position whose rank is lower than 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:

1. That the personnel shall be reassigned to a position calling for a higher rank until
after two (2) years from the date of such rank adjustment.

2. That any personnel designated to the position who does not possess the established
minimum qualification therefore shall occupy the same temporarily for not more
than six (6) months without reappointment or extension.

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

1. Successfully passed the corresponding promotional examination given by the

Commission, or the Bar, or the corresponding board examination for technical
services and other professions.

2. Has satisfactorily completed the appropriate and accredited course in the PNPN or
equivalent training institutions.

3. Has satisfactorily passed the required psychiatric/psychological and drug test.

4, No uniformed member of the PNP shall be eligible for promotion during the
pendency of his or her administrative and/or criminal case or unless he or she has
been cleared by the Peoples Law Enforcement Board (PLEB) and the office of the
Ombudsman of any complaints proffered against him or her, if any;

3. Meritorious Promotion
Any uniformed member of the PNP who has exhibited acts of conspicuous
courage and gallantry at the risk or his/her life above and beyond the call of duty, shall
be promoted to the next higher rank; Provided, that such acts shall be validated by the
Commission on established criteria.
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RETIREMENT SYSTEM
1. Compulsory Retirement
Compulsory Retirement, for officer and non-officer shall be upon the attainment
of age of fifty-fix (56); Provided, that, in case any officer with the rank of Chief
superintendent, Director or Deputy Director General, the Commission may allow his
retention in the service for an unextendible period of one (1) year.

2. Optional Retirement
Upon accumulation of at least twenty (20) years of satisfactory active service,
an officer or non-officer at his own requires and with the approval of the Commission, shall
be retired from the service and entitled to receive benefits provided by law.

Status of Members of the Philippine National Police

The uniformed members of the PNP shall be considered employees of the National
Government and shall draw their salaries therefrom. They shall have the same salary grade
level as that of public school teachers: Provided that PNP members assigned in Metropolitan
Manila, chartered cities and first-class municipalities may be paid financial incentive by the
local government unit concerned subject to the availability of funds.

POLICE WELFARE AND BENEFIT SYSTEM

PERFORMANCE EVALUATION SYSTEM

The performance evaluation system is administered in such a way 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.

INCENTIVES AND AWARDS

There shall be an established incentives and awards system which shall be
administered by a board under such rules, regulations and standards as may be promulgated
by the Department: Provided, that equivalent award shall be given by the Department for every
award duly given by respectable civic organization is a nationwide selection for outstanding
achievement and or performance of any members.

HEALTH AND WELFARE

It shall be the concern of the Department to provide leadership and assistance in
developing health and welfare program for its personnel.

The heads of all bureaus and other offices created under this R.A 6975 shall take all
proper steps towards the creation of an atmosphere conducive to a good supervisor-
subordinate relationship and the improvement of personnel morale.

LONGEVITY PAY AND ALLOWANCES

Uniformed personnel of the Department shall be entitled to an longevity pay of ten
percent (10%) of their basic monthly salaries for every five (5) years of service, which shall be
reckoned from the date of the personnel original appointment in the AFP, or appointment in
the police, fire, jail or other allied services to the integration of the PC, and the INP:
Provided, that the totality of such longevity pay shall not exceed fifty (50%) of the basic pay.
They shall also continue to enjoy the subsistence allowance, quarters allowance, clothing
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allowance cost of living allowance, hazard pay and all other allowances as provided by
existing laws.

ACTIVE SERVICE
For purposes of this Act, active service of the uniformed personnel shall refer to
services rendered as an officer and non-officer, cadet, trainee or draftee in the PNP, Fire and
Jail Force or in the municipal police to the integration of the PC-INP or in the AFP, and
services rendered as a civilian official or employee in the Philippine Government prior to the
date of separation or retirement from the PNP, Fire or Jail Force.

PERMANENT PHYSICAL DISABILITY

An officer or non-officer who is permanently and totally disabled as a result of injuries
suffered or sickness contracted in the performance of his duty as duly certified by the National
Police commission, upon finding certification by the appropriate medical officer, that the extent
of the disability or sickness renders such member unfit or unable to further perform the duties
of his position. Shall be entitled to one-year salary and to lifetime pension equivalent to eighty
percent (80%) of his salary, in addition to other benefits as provided under existing laws.

Should such member who has been retired under permanent total disability under this
section die within five (5) years form his retirement, his surviving legal souse or if there be
none, the surviving dependent legitimate children shall be entitled to the pension for the
remainder of the five (5) years guaranteed period.

RETIREMENT IN THE NEXT HIGHER RANK GRADE

Uniformed personnel covered under this Act 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.

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 (90%) for thirty (36) years of active service and over: Provided , that the
uniformed personnel shall have the option to receive in advance and in lump sum his
retirement pay for the first five (5) years; Provided, further, that payment of the retirement
benefits in lump sum shall be made within six (6) months from effectivity date of retirement
and/or completion: Provided finally, That retirement pay of the officers/non-officers of the
PNP shall be subject to adjustment based on the prevailing scale of base pay of police
personnel in the active service.

DEATH AND DISABILITY BENEFITS

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

EXEMPTION FROM ATTACHMENT AND TAXES

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All benefits granted by this Act, including benefits received form the Government
Service Insurance system, shall not be subject to attachment, levy, execution or any tax
of whatever nature.

COMPLAINTS AND GRIEVANCES

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 and adverse decision to higher
authorities.

THE NEW PNP SALARY

Effective January 1, 2019

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CHAPTER 8
DISCIPLINARY MECHANISM

DISCIPLINE
Is a mental or moral training that makes a man willing to be subjected to control and
regulations for the good and the entire group for which he is a member.

PRINCIPLES OF DISCIPLINE

1. Disciplinary actions should not be taken unless there is an obvious necessity for it.
2. The reason for the disciplinary action should be made clear
3. Give the man a chance to present his side of the story and do not argue.
4. Disciplinary actions should be consistent-no favoritism
5. Reprimand immediately after the act
6. Never try to discipline anyone in the presence of others
7. Forgive and forget
8. The discipline must be just, but serve enough to meet the requirements of the
situation.
9. The disciplinary measure should be applied by the supervisor or superior officer of
the personnel affected.
10. Negative Disciplinary action is not fit to large group of personnel representing a
substantial portion of the organization.
11. To determine the nature and degree of disciplinary action, the intent should be
considered.
12. Discipline should be constructive- it should show the offender how to correct his
errors and leave him willing to improve rather than feel bitter and
resentful.
13. Except in serious offenses, no disciplinary action should take place unless the
superior has talked over the matter with the personnel
concerned.
14. Discipline should not be administered on a routine basis- each one should be
treated individually.
15. Maintain a sincere interest in your people’s welfare on and off the job
16. Motivation is the secret of good discipline. When a man is sufficiently motivated,
discipline will take care of itself.

TYPES OF DISCIPLINE

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1. Positive Discipline
Emphasizes training and leadership by example: development of esprit de
corps, professionalism and a system of rewards and recognition.

2. Punitive Discipline
Emphasizes on the rules and regulations, on intensive investigation of
complaints and on the imposition of penalties for disvalued and non-conforming behaviors.

POLICE ADMINISTRATIVE DISCIPLINARY SYSTEM

Citizens’ Complaints
Any complaints 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 fifteen (15) days.

2. Mayors of cities and municipalities, where the offense is punishable by withholding

or privileges, restriction to specified limits, suspension or forfeiture of salary, or any
combination thereof, for a period of not less than sixteen (16) days but not exceeding
thirty (30) days.

3. People’s Law Enforcement Board, as created under Section 43 thereof, 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 exceeding
thirty (30) days or by dismissal.

STRENGHTHENING THE PEOPLE’S LAW ENFORCEMENT BOARD

The Sanguguniang Panlungsod/Bayan in every

City and Municipality shall crated such number of Peoples
Law Enforcement Board (PLEB) as may be necessary:

Provided, that there shall be at least one (1)

PLEB in every five hundred (500) city or municipal
police personnel and for each of the legislative district
in a city.

The PLEB shall be the central receiving entity for any citizen’s complaint against the
officers and members of the PNP. It shall take cognizance of or refer the complaint to the
proper disciplinary or adjudicatory authority within three (3) days upon the lifting of the
complaint.

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 three (3) years from assumption of
office. Such member shall hold office until his successor shall have been chosen and qualified.

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The three (3) other members who are removable only for cause to be chosen by the
local peace and order council from among the respected members of the community known
for their probity and integrity, one (1) of whom must be a woman and another a member of the
Bar, or, in the absence thereof, a college graduate, or the principal of the central elementary
school in the locality.

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 form the city or municipal funds. The DILG shall provide for the per diem and
insurance coverage of PLEB members in certain low-income municipalities.

Request for Preventive Suspension

The PLEB may ask any authorized superior to imposed preventive suspension against
a subordinate police officer who is the subject of a complaint lasting up to a period as may be
allowed under the law. A request for preventive suspension shall not be denied by the superior
officer in the following cases:

1. When the respondent refuses to heed the PLEB’s summons or subpoena

2. When the PNP personnel has been charged with offenses involving bodily harm or
grave threats.

3. When the respondent is in a position to tamper with the evidences and;

4. When the respondent is in a position to unduly influence the witness.

Any superior who fails to act on any request for suspension without valid grounds shall
be held administratively liable for serious neglect of duty.

INTERNAL DISCIPLINE
On dealing with minor offenses involving internal discipline found to have been
committed by any regular member of the respective commands, the duly designated
supervisors and equivalent officers of the PNP shall, after due notice and summary hearing,
exercise disciplinary powers as follows:

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 suspensions; or any of the combination of the
foregoing; Provided, that, in all cases, the total period shall not exceed fifteen (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 thirty (30) days;

3. Police Regional Directors or equivalent supervisors shall have the power to impose
upon any member the disciplinary punishment of dismissal from the service. He may
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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 sixty (60) days.

4. The Chief of the PNP shall have the power to impose the disciplinary punishment of
dismissal from the service; suspension or forfeiture of salary; or any combination
thereof for a period not exceeding one hundred eighty (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 cased filed against him or even
after the filing of a criminal complaint, grave in nature, against such police personnel.

EXCLUSIVE JURISDICTION
A complaint or a charged filed against the 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.

MINOR OFFENSE- shall refer to any act or omission not involving moral turpitude, but
affecting the internal discipline of the PNP, and shall include, but not limited to:

1. Simple Misconduct or negligence;

2. Insubordination;
3. Frequent Absences and tardiness;
4. Habitual drunkenness
5. Gambling prohibited by law

FORUM SHOPPING OF MULTIPLE FILING OF COMPLAINTS

When an administrator complaint is filed with a police disciplinary authority such as the
Peoples Law Enforcement Board (PLEB), no other case involving the same cause of action
shall be filed with any other disciplinary authority.

In order to prevent forum shopping or multiple filing of complaints, the complainant or

party seeking relief in the complaint shall certify under oath in such pleading, in a sworn
certification annexed thereto and simultaneously filled therewith, to the truth of the following
facts and undertaking;

1. That he has not therefore commenced any other action or proceeding involving the
same issues in other disciplinary forum;

2. That to the best of his knowledge, no such action or proceeding is pending in other
police administrative disciplinary machinery or authority;

3. That if there is any such action or proceeding which is either pending or may have
been terminated, he must state the status thereof;

4. That if he should thereafter learn that a similar action or proceeding has been filed or
is pending before any other police disciplinary authority, he must undertake to report
that fact within five (5) days therefrom the disciplinary authority where the original complaint
or pleading has been filed.
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SUMMARY DISMISSAL POWERS OF THE NAPOLCOM, PNP CHIEF AND PNP REGIONAL
DIRECTORS

The National Police Commission, the chief ot he PNP and PNP Regional Directors,
after due notice and summary hearings, may immediately remove or dismiss any respondent
PNP member in any of the following cases:

a. When the charge is serious and the evidence of guilt is strong;

b. When the respondent is a recidivist or has been repeatedly charge and there are
reasonable grounds to believe that he is guilty of the charges; and

c. When the respondent is guilty of a serious offense involving conduct unbecoming of

a police officer.

Any member or officer of the PNP who shall go on absence without official leave
(AWOL) for a continuous period of thirty (30) days or more shall be dismissed immediately
from the service. His activities and whereabouts during the period shall be investigated and if
found to have committed a crime, he shall be prosecuted accordingly.

DISCIPLINARY APPELLATE BOARDS

The National Appellate Board

It shall be composed of the four (4) regular commissioner and shall be chaired
by the executive officer. The Board shall consider appeals from decisions of the Chief
of the PNP. It may conduct its hearing or sessions in Metropolitan Manila or any part of the
country as it may deem necessary.

The Regional Appellate board

These shall be at least one (1) regional appellate board per administrative
region in the country composed of a senior officer of the Regional Commission as Chairman
and one (1) representative each from the PNP, and the regional peace and order
council as members. It shall consider appeals from decisions of the regional directors, other
officials, mayors and the PLEBS:

Preventive Suspension Pending Criminal Case

Upon 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 six (6) years and
one (1) day or more, the court shall immediately suspend the accused from office for a period
not exceeding ninety (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 six (6) years and one (1) day; Provided, further, that the preventive
suspension shall not be more than ninety (90) days except if the delay in the disposition of the
case is due to the fault, negligence or petitions of the respondent; Provided,

LEGAL ASSISTANCE
The Secretary of Justice, the chairman of the Commission or the Chief of the PNP may
authorize lawyers of their respective agencies to provide legal assistance to any member of
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the PNP who is facing before the prosecutor’s office, the court or any competent body, a
charge or charges arising from any incident who is related to the performance of his official
duty.

INTERNAL AFFAIRS SERVICE

Powers and Functions

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

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 against PNP members before the court as evidence
warrants and assist in the prosecution of the case.

6. Provide assistance of the Office of the Ombudsman in cases involving the personnel
of the PNP.

7. 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.

The IAS Conducts, motu proprio, automatic investigation of the following cases:
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

5. Incident where the established rules and engagement have been violated.

Organization
1. The IAS headed by an Inspector General who shall be assisted by a Deputy
Inspector General
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2. Each area office is headed by a Director

3. Each provincial office is headed by a Superintendent

4. The head of Internal Affairs Service is a civilian who meets all qualification
requirements.

Appointments
The Inspector General shall be appointed by the President upon the
recommendation of the Director General and duly endorsed by the Commission.
Appointment of personnel who shall occupy various position shall be made by the
Inspector General and shall be based on established career pattern and criteria to be
promulgated by the Commission.

Entry Qualification to IAS

Entry to the Internal Affairs Service shall be voluntary and subject to rigid
screening where only PNP personnel who have at least five (5) years’ experience in
law enforcement and who have no derogatory service records shall be considered for
appointment.

Initial Appointment to the National, Directorial and Provincial Internal Affairs

Services Offices
Initial appointments of the heads of the offices in the Internal Affairs Service
shall be made by the President upon recommendation by the Commission. Thereafter,
appointments and promotions to the Service shall follow the established requirements
and procedures.

Promotions
The Commission shall establish the promotion system within the IAS which
shall follow the general principles of the promotion system in the PNP.

Prohibitions
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
deliberation on the appointment, promotion, or assignment of any PNP personnel.

Career Development and Incentives

1. Personnel of the Internal Affairs shall in addition to other allowances
authorized under existing laws be granted occupational specialty pay which shall not exceed
fifty percent (50%) of their basic pay.

2. IAS members shall also have priorities in the quota allocation for training and
education.

Records Management of the IAS

1. When a PNP personnel is reassigned or transferred to another location or
unit outside the jurisdiction of the current Internal Affairs Office, the original records
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of such personnel shall be transferred over to the Internal Affairs Office that will
acquire jurisdiction over the transferred personnel while copies will be retained
by the former Internal Affairs Office.

2. In cases where a PNP personnel has been relieved of his/her position and
has not been given an assignment, the Internal Affairs Office where the person has
been assigned last shall continue to have jurisdiction over his or her records
until such time that the officer or member shall have been given a new
assignment where the records will be forwarded to the Internal Affairs Office
acquiring jurisdiction over the PNP personnel.

Inclusion of Supervisor and Superiors in IAS Supervision

The immediate superior or supervisor of the personnel or units being
investigated under the preceding section shall be automatically included in the investigation of
the IAS to exclusively determine lapses in administration or supervision.

Disciplinary Recommendation of the IAS

1. Any uniformed PNP personnel found guilty of any of the cases in which the
IAS could conduct, motu proprio, automatic investigation and any immediate
superior or supervisor found negligent to effectively administer or
supervise his guilty PNP member shall be recommended automatically for dismissal or
demotion, as the case may be:

2. Recommendations by the IAS for the imposition of disciplinary measures

against an erring PNP personnel, once final, cannot be revised, set-aside, or unduly delated
by a disciplining authority without just cause. Any disciplining authority who fails to act or who
act with abuse of discretion on the recommendation of the IAS shall be made liable for gross
neglect of duty.

Complaints against IAS

A complaint against any personnel or office of IAS shall be brought to the
Inspector General’s Office or to the Commission as ma be appropriate.

GENDER SENSITIVITY PROGRAM

The PNP has established 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 offense.

Prioritization of Women for Recruitment

Within the next five (5) years, 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

The Commission has formulated a gender sensitivity program that has
established 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.

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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: Provided, that
any personnel who violates the rules more than twice shall be recommended for
demotion of dismissal from the PNP.

Policewoman could be assigned to other position in the PNP or promoted to

higher positions.
PARTICIPATION OF LOCAL CHIEF EXECUTIVES IN POLICE ADMINSTRATION

Automatic Deputation of LCE’s as Commission Representatives

Governors and Mayors upon having been elected and living qualified as such,
are automatically deputized as representatives of the National Police Commission,
local government executives can inspect police forces and units, conducted audit, and
exercise other functions as may be duly authorized by the Commission.

a. Provincial Governor
1. Power to Choose the Provincial Director
The provincial governor shall choose the provincial director from a list of
three (3) eligible recommended by the PNP Regional Director

2. Overseeing the Provincial Pubic Safety Plan Implementation

The governor, as chairman of the provincial peace and order council,
shall oversee the implementation of the provincial public safety plain.

b. City and Municipal Mayors

Powers:

1. Operation Supervision and Control

The City and Municipal mayors shall exercise operational supervision and
control over PNP units in their respective jurisdiction except during the thirty (30) days period
immediately preceding and the thirty (30) days following any national, local and
barangay elections.

During the said period, the local police forces shall be under the
supervision and control of the Commission on Election.

OPERATIONAL SUPERVISION AND CONTROL

Shall mean the powers to direct, superintend, and oversee the day-to-day
functions of police investigation of crime, crime prevention activities, and traffic control
in accordance with the rules and regulations promulgated by the Commission.

It shall include the power to direct the employment and deployment of units or
elements of the PNP, through the station commander, to ensure public safety and
effective maintenance of peace and order within the locality.

EMPLOYMENT
It refers to the utilization of units or elements of the PNP for purposes of
protection of lives and properties, enforcement of laws, maintenance of peace and order,
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prevention or crimes, arrest of criminal offenders and bringing the offenders to justice
and ensuring public safety, particularly in the suppression of disorders, riots,
lawlessness, violence, rebellious and seditious conspiracy, insurgency, subversion or
other related activities.

DEPLOYMENT
Shall mean the orderly and organized physical movement of elements or units
of the PNP within the province, city or municipality for purposes of employment as herein
defined.

2. Administrative Disciplinary Powers

In the areas of discipline, city and municipality 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.

3. Authority to choose the Chief of Police from a list of five (5) eligible applicants
recommended by the Provincial Police Director, preferably from the same
province, city or municipality: Provided, however, that in no case shall an office-
in-charge be designated for more than thirty (30) days: Provided, further, that the
local peace and order council may, through the city or municipal mayor,
recommended the recall or reassignment of the Chief of Police when its
perception, the latter has been ineffective in combating crime or maintaining
peace and order in the city or municipality.

4. Authority to recommend to the provincial director the transfer, reassignment

or detail of PNP members outside of their respective city or town residence

5. Authority to recommend from a list of eligible applicants previously screened

by the peace and order council the appointment of new members of the PNP to
be assigned to their respective cities or municipalities without which no such
appointments shall be attested: provided, that whenever practical and consistent
with the requirements of the service, PNP members shall be assigned to the city
or municipality of their residence.

6. The control and supervision of anti-gambling operations shall be within the

jurisdiction of local government executives.

7. Authority to conduct inspection and audit.

Responsibilities

1. Integrated Community Safety Plans

The municipal/City mayors, in coordination with the local peace and order
council of which he is the chairman pursuant to Executive Order No. 309, as amended,
develop and establish an integrated area/community public safety plan embracing priority of
action and program thrust for implementation by the local PNP stations.
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2. It is likewise the duty of the city or municipal mayor to 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.

GROUNDS FOR SUSPENSION AND DEPUTATION

Suspension or Withdrawal of Deputation

Unless reversed by the President, the Commission may, after consultation with
the provincial governor and congressman concerned, suspend or withdraw the deputation of
any local executive for any of the following grounds:

1. Frequent unauthorized absences:

2. Abuse of authority
3. Proving material support to criminal elements
4. 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.

CHAPTER 9
BUREAU OF FIRE and BUREAU OF JAIL

Bureau of Fire Protection

(Kawanihan ng Pagtatanggol sa Sunog)

It is the government fire service of the

Philippines under the jurisdiction of the Department
of Interior and Local Government.

With a motto: “To save lives and properties”

FUNCTIONS AND DUTIES

1. Prevention and extinguishing all destructive fires on:

a. Building, houses and other structures
b. Forest
c. Land Transportation vehicles and equipment
d. Ships and vessels docked at piers or wharves anchored in major sea ports
e. Petroleum Industry Installations
f. Plans Crashes
g. Other similar Activities

2. Enforcing the Fire Code of the Philippines (PD 1185) and related laws.
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3. Investigate the causes of fires and if necessary, file a complaint to the city or
provincial prosecutor relating to the case
4. In the events of national emergency, will assist the military on the orders of the
President of the Philippines
5. And establish at least on fire station with all personnel and equipment per
municipality and provincial capital.

HISTORY

1900 - The first department was established in Manila during the American
occupation.
1940 - Fire Department were established in neighboring cities and towns each
has their own organizational set-up.

1975 - Integration of the Local Fire Departments in the City/Municipality police

force the Philippine Constabulary- Integrated National Police
(PC-INP).

1977 - PD 1185- The First Code of the Philippines was enacted.

1990 - It was created under Republic Act No. 6975 together with the PNP and
BJMP which is national in scope and civilian in character.

2004 - It was reorganized and professionalized by virtue of Republic Act No.

9263 entitled “Bureau of Fire Protection and Bureau of Jail
Management and Penology Professionalization Act of 2004”.

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Bureau of Jail Management and Penology

(Kawanihan ng Pamamahala ng
Kulungan at Penolohiya)

It is an agency mandated to direct,

supervise and control the administration
and operation of all district, city and municipal
jails in the Philippines with pronged tasked
of safekeeping and development of its inmates,
officially classes as person deprived of liberty (PDL).

HISTORY
Prior to its creation, the Office of Jail Management and Penology of then Philippine
Constabulary-Integrated National Police was agency handling the local penology of the
Philippines. It aimed to speared the agency from the national police, reporting directly to the
Secretary of Interior and Local Government.

It was created by virtue of Republic Act No. 6975 together with PNP and BFP and later
amended by Republic Act. 9263 entitled “Bureau of Fire Protection and Bureau of Jail
Management and Penology Professionalization Act of 2004”.

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VISION
The bureau envisions itself as a premier institution highly regarded by society
for its humane and secure treatment of persons deprived of liberty by its competent
and motivated corps.

MISSION
The Bureau aims to enhance public safety by ensuring humane, safekeeping
and development of persons deprived of liberty in all district, city and municipal jails for
their reintegration to the society.

CORE VALUES
Professional
Team work
Efficiency/Competence
Commitment
Self-Discipline

OBJECTIVES
1. To improve the living conditions of inmates in accordance with the accepted
standards set by the United Nations.

2. To enhance the Safekeeping and development of inmates in preparation for

their eventual reintegration into the mainstream of society upon their
release.

3. To professionalize Jail Service.

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REPUBLIC ACT NO. 9263

AN ACT PROVIDING FOR THE PROFESSIONALIZATION OF THE BUREAU OF FIRE

PROTECTION (BFP) AND THE BUREAU OF JAIL MANAGEMENT AND PENOLOGY
(BJMP), AMENDING CERTAIN PROVISIONS OF REPUBLIC ACT NO. 6975, PROVIDING
FUNDS THEREOF AND FOR OTHER PURPOSES

SECTION. 1. Title.
— This Act shall be known as the “Bureau of Fire Protection and Bureau of Jail
Management and Penology Professionalization Act of 2004.”

SEC. 2. Declaration of Policy and Principles.

— It is the declared policy of the State to maintain peace and order, protect life,
`liberty and property, and promote the general welfare essential for the enjoyment by
all the people of the blessings of democracy (Article II, Section 5 of the Philippine
Constitution).

Moreover, it recognizes the responsibility of the State to strengthen government

capability aimed towards the strengthening of the delivery of basic services to the
citizenry through the institutionalization of highly efficient and competent fire and jail
services.

It is provided for under Republic Act No. 6975, otherwise known as the
“Department of the Interior and Local Government Act of 1990,” that the tasks of fire
protection, and jail management and penology shall be the responsibility of the Bureau
of Fire Protection (BFP) and the Bureau of Jail Management and Penology (BJMP),
respectively.

Moreover, Section 3 of Republic Act No. 8551, otherwise known as the

“Philippine National Police Reform and Reorganization Act of 1998,” provides that in
times of national emergency, the BFP and the BJMP along with the Philippine National
Police (PNP) shall, upon the direction of the President, assist the Armed Forces of the
Philippines (AFP) in meeting the national emergency, in addition to the performance of
their inherent functions as mandated by law.

It is therefore recognized that the uniformed personnel of the BFP and the
BJMP, as members of the uniformed service of the government under the Department of the
Interior and Local Government (DILG), are required the same amount of sacrifice,
service and dedication like their counterparts in the PNP and the AFP to carry out their
respective duties to the extent of risking their lives and limbs.

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Towards this end, the State shall provide for the professionalization and
restructuring of the BFP and the BJMP by upgrading the level of qualifications of their
uniformed personnel and standardizing their base pay, retirement and other benefits,
making it at par with those of the PNP and the AFP.

SEC. 3. Organization and Key Positions of the BFP and the BJMP.
— The BFP and the BJMP shall be respectively headed by a Chief who shall be
assisted by two (2) deputy chiefs, one (1) for administration and one (1) for operations,
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: Provided, That in no case shall any officer who has
retired or is retirable within six (6) months from his/her compulsory retirement age be
appointed as Chief of the Fire Bureau or Chief of the Jail Bureau, as the case may
be: Provided, further, That the Chief of the Fire Bureau and Chief of the Jail Bureau shall
serve a tour of duty not to exceed four (4) years: Provided, however, That in times of war or
other national emergency declared by Congress, the President may extend such tour of duty.

The heads of the BFP and the BJMP with the rank of director shall have the
position title of Chief of Fire Bureau and Chief of the Jail Bureau, respectively. The
second officers in command of the BFP and the BJMP with the rank of chief
superintendent shall have the position title of Deputy Chief for Administration of the
Fire Bureau and Deputy Chief for Administration of the Jail Bureau, respectively. The third
officers in command of the BFP and the BJMP with the rank of chief superintendent
shall have the position title of Deputy Chief for Operations of the Fire Bureau and Deputy
Chief for Operations of the Jail Bureau, respectively. The fourth officers in command of the
BFP and the BJMP with the rank of chief superintendent shall have the respective
position title of Chief of Directional Staff of the Fire Bureau and Chief of Directorial Staff
of the Jail Bureau, who shall be assisted by the directors of the directorates in the
respective national headquarters office with at least the rank of senior superintendent.

The BFP and the BJMP shall establish, operate and maintain their respective
regional offices in each of the administrative regions of the country which shall be
respectively headed by a Regional Director for Fire Protection and a Regional Director
for Jail Management and Penology with the rank of senior superintendent. He/she shall
be respectively assisted by the following officers with the rank of superintendent:
Assistant Regional Director for Administration, Assistant Regional Director for
Operations, and Regional Chief of Directorial Staff.

SEC. 4. Professionalization and Upgrading of Qualification Standards in the

Appointment of Uniformed Personnel to the BFP and the BJMP.
— No person shall be appointed as uniformed personnel of the BFP and BJMP
unless he/she possesses the following minimum qualifications:

a) A citizen of the Republic of the Philippines;

b) A person of good moral character;

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c) Must have passed the psychiatric/psychological, drug and physical tests for the
purpose of determining his/her physical and mental health;

d) Must possess a baccalaureate degree from a recognize institution of learning;

e) Must possess the appropriate civil service eligibility;

f) Must have not been dishonorably discharged or dismissed for cause from previous
employment;
g) Must not have been convicted by final judgment of an offense or crime involving
moral turpitude;

h) Must be at least one meter and sixty-two centimeters (1.62 m.) in height for male,
and one meter and fifty-seven centimeters (1.57 m.) for female: Provided, that a
waiver for height and age requirements shall be automatically granted to
applicants belonging to the cultural communities; and

i) Must weigh not more or less than five kilograms (5 kgs.) from the standard weight
corresponding to his/her height, age and sex;

Provided, That a new applicant must not be less than twenty-one (21) nor more
than thirty (30) years of age: except for this particular provision, 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: Provided,
further, That the uniformed personnel who are already in the service upon the
effectivity of this Act shall be given five (5) years to obtain the minimum educational
qualification and one (1) year to satisfy the weight requirement.

After the lapse of the time period for the satisfaction of a specific requirement,
current uniformed personnel of the BFP and the BJMP who will fail to satisfy any of the
requirements enumerated under this Section shall be separated from the service if they
are below fifty (50) years of age and have served in the government for less than
twenty (20) years, or retired if they are from age fifty (50) and above and have served in the
government for at least twenty (20) years without prejudice in either case to the
payment of benefits they may be entitled to under existing laws.

SEC. 5. Appointment of Uniformed Personnel to the BFP and the BJMP.

— The appointment of uniformed personnel to the BFP and the BJMP shall be
effected in the following manner:

a) Fire/Jail Officer I to Senior Fire/Jail Officer IV.

— Appointed by the respective Regional Director for Fire Protection and
Regional Director for Jail Management and Penology for the regional office
uniformed personnel or by the respective Chief of the Fire Bureau and
Chief of the Jail Bureau for the national headquarters office uniformed personnel, and
attested by the Civil Service Commission (CSC);

b) Fire/Jail inspector to Fire/Jail Superintendent.

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— Appointed by the respective Chief of the Fire Bureau and Chief of the
Jail Bureau, as recommended by their immediate superiors, and attested by the
CSC;

c) Fire/Jail Senior Superintendent.

— Appointed by the Secretary of the DILG upon recommendation of the
respective Chief of the Fire Bureau and Chief of the Jail Bureau, with the proper
attestation of the CSC; and

d) Fire/Jail Chief Superintendent to Fire/Jail Director.

— Appointed by the President upon, recommendation of the Secretary of
the DILG, with the proper endorsement by the Chairman of the CSC.

SEC. 6. Lateral Entry of Officers into the BFP and the BJMP.
— In general, all original appointments of officers in the Fire Bureau and the Jail
Bureau shall commence with the rank of fire/jail inspector wherein applicants for lateral
entry into the BFP shall include all those with highly specialized and technical
qualifications such as, but not limited to, civil engineers, mechanical engineers,
electrical engineers, chemical engineers, chemists, architects, criminologists, certified public
accounts, nurses, physical therapists, and dentists, while applicant for lateral entry into
the BJMP shall include all those with highly specialized and technical qualifications
such as, but not limited to, social workers, psychologists, criminologists, teachers, nurses,
dentist and engineers. Doctors of medicines, members of the Philippine Bar and
chaplains shall be appointed to the rank of fire/jail senior inspector in their particular
technical service. Graduates of the Philippine National Police Academy (PNPA) shall
be automatically appointed to the initial rank of fire/jail inspector.

SEC. 7. Professionalization and Upgrading of Qualification Standards in the

Designation of Uniformed Personnel of the BFP and the BJMP to Key
Positions. —

a) No person shall be designated to the following key positions of the BFP unless
he/she has met the qualifications provided therein:

1) Municipal Fire Marshal.

— Should have the rank of senior inspector, who must have finished at
least second year Bachelor of Laws or earned at least twelve (12) units in a
master’s degree program in public administration, management,
engineering, public safety, criminology or other related disciplines from a recognized institution
of learning, and must have satisfactorily passed the necessary training or career courses for
such position as may be established by the Fire Bureau;

2) City Fire Marshal.

— Should have the rank of chief inspector, who must have finished at
least second year Bachelor of Laws or earned at least twenty-four (24)
units in a master’s degree program in public administration, management, engineering, public
safety, criminology or other related disciplines from a recognized institution of learning, and
must have satisfactorily passed the necessary training or career courses for such position as
may be established by the Fire Bureau;

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3) District Fire Marshal, Provincial Fire Marshal, Assistant Regional

Director for Administration, Assistant Regional Director for Operations
and Regional Chief of Directorial Staff.
— Should have the rank of superintendent, who must be a graduate of Bachelor of Laws or a
holder of a master’s degree in public administration, management, engineering, public safety,
criminology or other related disciplines from a recognized institution of learning, and must have
satisfactorily passed the necessary training or career courses for such position as may be
established by the Fire Bureau;

4) District Fire Marshal for the National Capital Region, Regional Director
for the Protection and Director of the Directorate of the National
Headquarters Office.
— Should have at least the rank of senior superintendent, who must be
a graduate of Bachelor of Laws or a holder of a master’s degree in public administration,
management, engineering, public safety, criminology or other related disciplines from a
recognized institution of learning, and must have satisfactorily passed the necessary training
or career courses for such position as may be established by the Fire Bureau;

5) Deputy Chief for Administration of the Fire Bureau, Deputy Chief for
Operations of the Fire Bureau and Chief of Directorial Staff of
the Fire Bureau.
— Should have the rank of chief superintendent, who must be a
member of the Philippine Bar or a holder of a master’s degree in public administration,
management, engineering, public safety, criminology or other related disciplines from a
recognized institution of learning, and must have satisfactorily passed the necessarytraining or
career courses for such position as may be established by the Fire Bureau; and

6) Chief of the Fire Bureau.

— Should have the rank of senior director, who must be a member of
the Philippine Bar or a holder of a master’s degree in public administration, management,
engineering, public safety, criminology or other related disciplines from a recognized
institution of learning, and must have satisfactorily passed the necessary training or career
courses for such position as may be established by the Fire Bureau;

b) No person shall be designated to the following key positions of the BJMP unless
he/she has met the qualifications provided therein:

1) Municipal Jail Warden.

— Should have the rank of the senior inspector, who must have finished
at least second year Bachelor of Laws or earned at least twelve (12) units in a
master’s degree program in management; public administration, public safety,
criminology, penology, sociology, national security administration defense
studies or other related disciplines from a recognized institution of learning, and
must have satisfactorily passed the necessary training or career courses for
such position as may be established by the Jail bureau.

2) City Jail Warden.

— Should have the rank of the chief inspector, who must have finished
at least second year Bachelor of Laws or earned at least twenty-four (24) units in a
master’s degree program in management, public administration, public safety;
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criminology, penology, sociology, national security administration, defense

studies or other related disciplines from a recognized institution of learning, and
must have satisfactorily passed the necessary training or career courses for such
position as may be established by the Jail Bureau: Provided, That in city jails with a population
of one thousand (1,000) or more inmates, the city jail warden shall have the rank and
qualifications of a district jail warden;

3) District Jail Warden, Provincial Jail Administrator, Assistant Regional

Director for Administration, Assistant Regional Director for Operations
and Regional Chief of Directorial Staff.
— Should have the rank of superintendent, who must be a graduate of
Bachelor of Laws or a holder of a master’s degree in management, public
administration, public safety, criminology, penology, sociology, national
security administration, defense studies or other related disciplines from a recognized
institution of learning, and must have satisfactorily passed the necessary training
or career courses for such position as may be established by the Jail Bureau;

4) Regional Director for Jail Management and Penology and Director of

the Directorate of the National Headquarters Office.
— Should have at least the rank of senior superintendent, who must be a
graduate of Bachelor of Laws or a holder of a master’s degree in management,
public administration, public safety, criminology, penology, sociology, national
security administration, defense studies or other related disciplines from a
recognized institution of learning, and must have satisfactorily passed the
necessary training or career courses for such position as may be established by
the Jail Bureau.

5) Deputy Chief for Administration of the Jail Bureau, Deputy Chief for
Operations of the Jail Bureau and Chief of Directorial Staff of the
Jail Bureau.
— Should have the rank of chief superintendent, who must be a member of the Philippine Bar
or a holder of a master’s degree in management, public administration, public safety,
criminology, penology, sociology, national security administration, defense studies or other
related disciplines from a recognized institution of learning, and must have satisfactorily
passed the necessary training or career courses for such position as may be established by
the Jail Bureau; and

6) Chief of the Jail Bureau.

— Should have the rank of director, who must be a member of the
Philippine Bar or a holder of a master’s degree in management, public
administration, public safety, criminology, penology, sociology, national
security administration, defense studies or other related disciplines from a recognized
institution of learning, and must have satisfactorily passed the necessary training or career
courses for such position as may be established by the Jail Bureau.

Any uniformed personnel of the BFP and the BJMP who is currently occupying
such position but lacks of the qualifications mentioned therein shall be given three (3) years
upon the effectivity of this Act to comply with the requirements, otherwise he/she shall be
relieved from the position.

SEC. 8. Professionalization and Qualifications Upgrading Program.

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— The DILG shall design and establish a professionalization and qualifications

upgrading program for the uniformed personnel of the BFP and the BJMP in
coordination with the CSC and the Commission on Higher Education (CHED) through an off-
campus education program or other similar programs within ninety (90) days from the
effectivity of this Act.

SEC. 9. Attrition System for the Uniformed Personnel of the BFP and the BJMP.
— There shall be established a system of attrition for the uniformed personnel
of the BFP and the BJMP within one (1) year from the effectivity of this Act to be submitted
by said bureaus to the DILG for approval. Such attrition system shall include, but is not
limited to, the provisions of the following principles:

a) Attrition by Demotion in Position or Rank.

— Any uniformed personnel of the BFP and the BJMP who is relieved
and assigned to a position lower than what is established for his/her
grade in the respective staffing pattern of the Fire Bureau and the Jail Bureau, and who shall
not be assigned to a position commensurate to his/her grade within two (2) years after such
demotion in position shall be separated or retired from the service;

b) Attrition by Non-Promotion.
— Any uniformed personnel of the BFP and the BJMP who has not
been promoted for a continuous period of ten (10) years shall be separated or retired
from the service, except for those who are occupying a third-level position;

c) Attrition by Other Means.

— Any uniformed personnel of the BFP and the BJMP with at least five
(5) years of accumulated active service shall be separated from the service
based on any of the following factors:

1) Inefficiency based on poor performance during the last two (2)

successive semestral rating periods;
2) Inefficiency based on poor performance for three (3) cumulative
semestral rating periods;
3) Physical and/or moral incapacity to perform his/her duties and
functions;
4) Failure to complete the required career courses and/or appropriate
civil service eligibility for his/her position except for justifiable reasons;

d) Separation or Retirement from the Bureau and the Jail Bureau under
this Section.
— Any personnel who is dismissed from the BFP and the BJMP pursuant
to the above-enumerated principles in this Section shall be separated if he/she
has rendered less than twenty (20) years of service, and be retired if he/she has
rendered at least twenty (20) years of service unless the concerned personnel is
disqualified by law to receive such benefits.

SEC. 10. Promotion System for the Uniformed Personnel of the BFP and the
BJMP.
— Within six (6) months after the effectivity of this Act, the DILG shall establish
a system of promotion for the uniformed personnel of the BFP and the BJMP through the
following principles:
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a) Rationalized Promotion System.

— The system of promotion shall be based on merits and on the
availability of vacant ranks in the BFP and the BJMP staffing pattern. Such
system shall be gender-fair so as to ensure that women personnel of the
Fire Bureau and the Jail Bureau shall enjoy equal opportunity for promotion as of men;

b) Requirements for Promotion.

1) Any personnel of the BFP and the BJMP shall not be eligible for a
promotion to a higher rank unless he/she has met the minimum qualification standards or
the appropriate civil service eligibility set by the CSC, and has satisfactorily passed the
required psychiatric/psychological, drug and physical tests;

2) Any personnel of the BFP and the BJMP who has exhibited acts of
conspicuous courage and gallantry at the risk of his/her life above and
beyond the call of duty, or selected as such in a nationwide search
conducted by any accredited civic organization, shall be promoted to the
next higher rank: Provided, That these shall be validated by the DILG and
the CSC based on established criteria.

SEC. 11. Performance Evaluation System.

— There shall be established a performance evaluation system which shall be
administered in accordance with the rules, regulations and standards, and a code
conduct for the uniformed personnel of the BFP and the BJMP to be promulgated by
the Fire Bureau and the Jail Bureau through the DILG. Such 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 commitment to service.

The rating system as contemplated herein shall be based on standards

prescribed by the Fire Bureau and the Jail Bureau through the DILG and shall consider
the results of the annual psychiatric/psychological and physical tests conducted on the
uniformed personnel of the BFP and the BJMP.

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SEC. 12. Standardization of the Base Pay, Retirement and Other Benefits of the
Uniformed Personnel of the BFP and the BJMP.
— In order to enhance the general welfare, commitment to service and
professionalism of the uniformed personnel of the BFP and the BJMP, they shall
receive the minimum starting salary equivalent to the salary grade level of the
corresponding rank classification of their counterparts in the PNP, as provided under
Section 36 of the Republic Act No. 8551, and in the AFP, as provided under Section 2 of
Republic Act No. 9166.

The rate of base pay of the uniformed personnel of the BFP and the BJMP shall
be adjusted in accordance with the following salary grade schedule:
Provided, That all benefits currently received by the uniformed personnel of the BFP
and the BJMP under other existing laws shall continue to be received by
them: Provided, further, That their retirement pay shall be subject to the adjustment/s
based on the prevailing scale of base pay of the uniformed personnel in the active
service.

SEC. 13. Implementation.

— The implementation of this Act shall be undertaken in staggered phases, but
not to exceed three (3) years, taking into consideration the financial position of the
national government: Provided, that any partial implementation shall be uniform and
proportionate for all ranks.

SEC. 14. Implementing Rules and Regulations.

— The DILG, in coordination with the BFP, the BJMP, the CSC, the Department
of Budget and Management (DBM), and the Department of Finance (DOF) shall, within
ninety (90) days from the effectivity of this Act, promulgate the rules and regulations
necessary to implement the provisions of this Act.

SEC. 15. Annual Report.

— The BFP and the BJMP through the DILG and the DBM shall jointly submit
to the President of the Senate and the Speaker of the House of Representatives an
annual report on the implementation of this Act. This report shall include information on
the application of the budget for the salary and other benefits provided under this Act.
The DBM, in consultation with the BFP and the BJMP through the DILG, shall
periodically review and adjust every five (5) years the rates of base pay, taking into
consideration labor productivity, consumer price index, oil price and other similar
economic indicators as may be determined by the National Economic and
Development Authority (NEDA).

SEC. 16. Separability Clause.

— If any position or provision of this Act is declared unconstitutional, the same
shall not affect the validity and effectivity of the other provisions not affected thereby.
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SEC. 17. Repealing Clause.

— All laws, decrees, orders, rules and regulations, and other issuances, or
parts thereof, which are inconsistent with the provisions of this Act, are hereby deemed
repealed, amended or modified accordingly.

SEC. 18. Effectivity.

— This Act shall take effect fifteen (15) days after its complete publication in the
Official Gazette or in at least two (2) newspapers of general circulation, whichever
comes earlier.

Approved: March 10, 2004

REFERENCES

Padduyao, F. (2016). Police Organization and Administration: Law Enforcement 1. Wiseman

Books Trading Inc., Quezon City.

Manwong & Diego. (2010). Law Enforcement Administration: A Textbook in Criminology.

Wiseman Books Trading Inc., Quezon City.

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