Republic of the Philippines

Department of the Interior and Local Government

BUREAU OF FIRE PROTECTION
NATIONAL HEADQUARTERS
Agham Road, Barangay Bagong Pag-asa, Quezon City
Telefax Number: (02) 426 - 0219

_________________
Date
MEMORANDUM CIRCULAR
NO. ___________________

REVISED BUREAU OF FIRE PROTECTION

CAREER PROGRESSION POLICY

RULE I
GENERAL PROVISIONS

Section 1. References

1.1 Memorandum Circular No. 2019-002, Policy Guidelines in the Reassignment,

Designation, and Detail of Personnel in the Bureau of Fire Protection (BFP)

1.2 2017 Omnibus Rules on Appointments and Other Human Resource Actions;

1.3 Revised BFP Merit Selection Plan;

1.4 Memorandum Circular No. 2017-009, revised Guidelines on Mandatory

Trainings and Deferment of the BFP Uniformed Personnel;

1.5 Memorandum Circular No. 2012-003, BFP Uniformed Personnel Career

Progression Program; and

1.6 Memorandum Circular No. 2016-019, Policy on the Detail of Bureau of Fire
Protection (BFP) Personnel to Other Government Agencies

Section 2. Rationale 

2.1 Career development is the lifelong process of managing learning, work,

leisure, and transitions in order to move toward a personally determined and
evolving preferred future. It looks at how individuals manage their careers
within and between organizations. An organization’s defined and clear career
path maximize human resource capability and prepares uniformed personnel
to the right knowledge, skills, and experience as they go up in their ranks;

2.2 In any organization, having a definitive career track for its personnel provides
the platform for growth and stability among its ranks. By providing a means
for one personnel to grow in rank, position and designation encourages
discipline and order, confidence and trust in the system and most importantly
cultures an atmosphere of loyalty and respect from top level posts down to
the rank and file. For the Bureau of Fire Protection, having a clear and
definitive career path for its officers and personnel will allow it to truly
advance into its dream of modernity. It is therefore necessary, that such

Page 1 of 14
 fundamental system of managing human resource be instituted in the BFP,
hence this policy.

Section 3. Coverage and Objectives

This policy establishes the general rules for the BFP’s Career Path and
Development of its officers and personnel. It shall serve as the foundation for
subsequent programs and guiding policies geared to such effect.

Goal:

A competency driven and career oriented BFP, with a responsive, competitive

and dynamic career development for its officers and personnel resulting to a
progressive and efficient workforce.

Objectives:

3.1 Rationalize the BFP’s recruitment and distribution of officers and personnel to
close the current gaps in personnel to designation and positions handled by
30% in 2021, 50% by 2025 and 95% by 2034.

3.2 Balance the distribution of the BFP personnel’s technical and professional
skills set with detailed designations/positions by 30% in 2021, 50% by 2025
and 95% by 2034.

3.3 Institute wider learning platforms through mandatory and specialized

trainings for personnel at different levels of the hierarchy fully implemented
by 2021.

Section 4. Definition of Terms

4.1 Designation – is merely an imposition of additional duties to be performed by

a public official which is temporary in nature and can be terminated anytime
at the pleasure of the appointing authority (Rule III, Section 6.e, MC No. 15,
s. 1999)

4.2 Detail – temporary movement of an employee from one department or

agency to another which does not involve a reduction in rank, status or salary
(Rule III, Sectionn 6.b, MC No. 40, s. 1998, see also CSC Resolution No. 02-
118 Policies on Detail)

4.3 Geographical Duty Assignment – refers to the location and/or nature of unit
assignment of personnel which will be used as one of the bases for
evaluation of the well roundedness of an officer. Geographical duty
assignments shall be classified as urban or rural, national and regional or
local.

4.4 Promotion – is the advancement of an employee from one rank/position to

another with increased duties and responsibilities as authorized by law,
which is usually accompanied by an increase in salary.

4.5 Reassignment – movement of an employee from one organizational unit to

another in the same department or agency which does not involve a
reduction in rank, status or salary.

Page 2 of 14
 4.6 Selection – the systematic method of determining the best qualified
candidate for the position based on merit and fitness and the candidate’s
ability to perform the duties and responsibility of the position to ensure that
the key officers have ascendancy over their subordinates and possess the
highest standards of discipline and sense of responsibility.

4.7 Technical Service Officers – Commissioned Officers who were originally

absorbed to the BFP, either directly or through lateral entry, by virtue of their
specialized and technical qualification such as but not limited to Doctor of
Medicine, Members of the Philippine Bar, Chaplain, Civil Engineers,
Mechanical Engineers, electrical Engineers, Chemical Engineers, Chemists,
Architects, Criminologists, CPAs, Nurses, Physical Therapists, Dentists and
Information Officers. Commissioned Officers who possess or may acquire the
same highly specialized and technical skills but originally commissioned in
the regular corps of officers shall be considered as line officers.

4.8 Work History/Work Experience – refers to number of years incurred in the

present rank by a candidate in his field of expertise/ practice/specialization
including years of work experience while holding temporary status.

RULE II
THE POLICY

Section 5. Competency Based Human Recourse Management for Career

Development

The BFP shall endeavor a competency based human resource management for
its career management plans in order to achieve a truly responsive career development
for its officers and personnel. A competency based profiling shall be conducted as well
as work-load inventory in accordance with the Civil Service Commission procedures
and approved guidelines.

Section 6. Competency Profiling and Workload Inventory

6.1 It shall be the policy of the BFP to promote competency based human
resource management through competency profiling and workload inventory
based on the BFP’s approved organizational structure and or future
mandates;

6.2 Competency Profiling shall be conducted in order to establish accurate and

responsive manpower requirements for the different positions in the various
levels of the organizational structure of the BFP;

6.3 Said competencies shall be the basis for the appointment of personnel,
movement from one post to another and advancement in rank through
promotion and career growth.

6.4 Each position shall be duly rationalized and the duties and responsibilities
therein be explicitly declared through a position description form.

Section 7. Appointment of Commissioned and Non-Commissioned Officers

The BFP shall endeavor a competency based and workload responsive

recruitment and appointment of officers and personnel. It shall be in accordance with
the Civil Service Commission (CSC) Memorandum Circular No. 14, s. 2018 entitled

Page 3 of 14
2017 Omnibus Rules on Appointments and Other Human Resource Actions (Revised
July 2018), the Bureau of Fire Protection (BFP) adopts this Merit Selection Plan (MSP).
All recruitment of personnel shall be based on the MSP subject to the following
additional rules.

7.1 Appointment of Non-Commissioned Officers

7.1.1 The appointment of Non-Commissioned Officers shall be done in such a

way that it meets the competency requirements of the prevailing and
future demands of the agency’s mandates in fire safety education and
enforcement, fire suppression, investigation and intelligence,
emergency medical and disaster response as well as administrative
functions;

7.1.2 The appointment of personnel shall conform to the technical and

professional skill set requirements of the various positions provided for
in the BFP’s Organizational Structure and are available;

7.1.3 An annual inventory of personnel to position/designation ratio shall be

made and said data shall serve as the basis for the annual recruitment
plan of the agency; and

7.1.4 Considering that the BFP’s yearly recruitment quota is subject to the
approved annual budget appropriations, prioritization and rational
distribution of needed technical and professional skill set shall be made.

Section 8. Appointment of Commissioned Officers

8.1 The appointment of Commissioned Officers shall conform with Sections 7

and 8 of the Implementing Rules and Regulations of RA 9263 of the BFP and
BJMP Professionalization Act of 2004 which states;

8.2 The appointment of officers through lateral entry shall also conform with the
competency requirements of current and future demands of the mandates of
the agency in fire safety education and enforcement, fire suppression,
investigation and intelligence, emergency medical and disaster response as
well as administrative functions; and

8.3 An annual inventory of personnel to position/designation ratio shall also be

made that shall serve as the basis for the annual recruitment plan of the
agency.

Section 9. Career Paths and Career Strands

The BFP shall establish a clear and dynamic career path and career strands that
are reflective in the deployment and designation of its personnel. The designation and
deployment of BFP officers and personnel shall also be governed by the principles of
strategic allocation of manpower with individual competencies, responsive to the critical
delivery of service to the public. Placement of officers and personnel shall be tied with
the career paths and career strands within the organization.

9.1 Career Paths and Career Strands for BFP Officers and Personnel

Page 4 of 14
 9.1.1 All positions/ designations occupied with the structure of the BFP or
those to be created are hereby categorized into three career paths
which are further subdivided into career strands;

9.1.2 By definition, Career Path for the BFP refers to the various level of
growth of an officer or personnel within the hierarchical structure of the
organization. There shall be a well-defined and established career path
in every major final output or function of the BFP based on its
mandates;

9.1.3 Career strands or tracks are the various positions and designations with
individual and distinct level of competency needed that details
corresponding workload or job function;

9.1.4 The pre-identified career paths shall include:

A. Managerial and Executive Career – refers to third level

designations positions, and functions in the organizational structure
covering positions from Division Chiefs, Directorial and Command
Group;

B. Technical and Supervisory Career – refers to second level

designations, positions and functions in the organizational structure
including section chiefs and head of technical support services; and

C. Administrative and Support Service Career – refers to

designations, positions, and functions in the administrative, clerical
and support functions of the organizational structure.

9.1.5 Within these career paths, career strands/tracks shall be established

responsive to actual duties and functions within every major final output
or function of the BFP.

9.1.6 Initially, based on current mandates of the BFP, the fundamental career
strands, tracks shall include but are not limited to the following:

A. Fire Prevention and Safety Education Strand

B. Fire Safety Law Enforcement Strand
C. Fire Suppression Strand
D. Emergency Medical Response Strand
E. Special Rescue Service Strand
F. Administrative and Personnel Management Strand
G. Human Resource and Welfare Strand
H. Planning and Development Strand
I. Finance Management Strand
J. Logistics Management Strand
K. Legal Affairs Strand
L. Support Services Strand

9.1.7 Within each strand are specific designations and functions necessary in
the delivery of service within each strand.

Section 10. Designation and Movement of Officers and Personnel

Page 5 of 14
 10.1 It shall be the policy of the BFP to provide an opportunity for every officer and
personnel to advance in their career paths from the lowest ranks to the top
ranks.

10.2 Movement from one career strand to another shall be encouraged and be
endeavored by every officer and personnel in order to encourage career
growth.

10.3 Officers and Personnel

Section 11. Duty Details for CO and NCO

11.1 Each BFP Commissioned Officers shall go through the assignment rotation in
command, staff and training duties including exposure to a variety of field,
provincial, regional and national headquarters experiences to enhance
his/her competence to serve the bureau provided that he/she satisfactorily
completed the detailed duty in `his/her every assigned unit;

11.2 BFP personnel shall serve at least one (1) year and at most three (3) years in
prescribed position except key officers.

11.3 All BFP Personnel shall be assigned to any units/stations where there is a
need of personnel regardless of any geographical location. They could only
be relieved or reassigned for cause based on justifiable reason to another
locality preferably within the district or province or to another region.

They may choose their specialization in various functions of the BFP such as,
emergency medical and rescue services, intelligence, investigation, finance,
communication, electronics, medical/dental support and other field of
specialization, in order to maximize their contribution towards the attainment
of the BFP over-all mission and vision.

11.4 For those with the ranks of Inspector and up, their relief and assignment may
be effected when the exigency of the service so requires.

11.5 BFP personnel who are newly appointed in the service shall be
assigned/detailed to BFP stations after completion of orientation and
mandatory training, except those in the technical service.

In the case of those newly appointed in the technical services that had
already undergone orientation in their areas of specialization, they shall be
assigned to their respective technical service units.

11.6 Chief of Offices shall insure that their subordinates are regularly rotated to
other positions after a year and at most three (3) years in their current
position.

11.7 All Chief Superintendents shall, as much as possible, be assigned in the

National Headquarters (NHQ) to compose the Command Group and directors
of Directorates.

11.8 All BFP personnel has a privilege to study wherein they can continuously
learn and enhance their skills and cognitive abilities through studying that
they can use in their career through time. Therefore, guidelines in study leave
are formulated in consonance with Section 68 of CSC Memorandum Circular
No. 14, s. 1999 providing the conditions and qualifications of applicants for

Page 6 of 14
 the study leave with corresponding service obligations. (Check Bureau
Circular no. 2009-001 re: BFP Personnel Study Leave Guidelines dated 05
June 2009)

11.9 With respect to personnel actions such as promotion, transfer, renewal,

change of status, demotion, upgrading and reclassification of positions and
the like, which require the issuance of an appointment, and other personnel
movements such as reassignment, detail, secondment, job rotation and
designation which do not necessarily require the issuance of an appointment,
including salary adjustment, step-increment and monetization of leave credits
concerning the detailed employee, the same shall be under the jurisdiction of
the BFP notwithstanding that the personnel is detailed to another agency.

11.10 The BFP is vested with authority to discipline the personnel

notwithstanding his detail to other government units.

Section 12. Deployment of Personnel

12.1 The deployment of BFP officers and personnel shall be based on the
operational necessity of the agency. All uniformed personnel of the BFP can
be assigned and deployed to units and offices where their service and or
technical expertise are highly needed;

12.2 Deployment of NCO from one unit to the other within the region shall be
ordered in effect by the Regional Director. The City/Municipal and or
Provincial/District Fire Marshal can only recommend;

12.3 Deployment and assignment of Commissioned Officers handling key

positions shall be ordered in effect by the Chief, BFP through the National
Placement and Selection Board. (Check BFP policy on assignment of
officers.)

12.4 Assignment of Commissioned officers to any designation shall not exceed

three years except for highly technical positions

Section 13. Lined and Technical service position for CO

RULE III
MANDATORY AND SPECIALIZED TRAININGS

Section 14. Administration of Trainings

14.1 The Mandatory Training shall serve an essential role in BFP personnel’s
career growth aside from being a part of the promotional requirement. Aside
from being qualified for promotion it also aims to prepare the BFP personnel
for its mandates. Additionally, all specialized trainings eligible for every
corresponding rank shall be counted as points for qualifying in a promotion.
Each BFP personnel should acquire skills set, specialized trainings and
exposure for them to be qualified to their desired designation that requires
specific skills.

14.2 Trainings for BFP Personnel has two (2) categories, Line Mandatory and
Specialized Trainings.

Page 7 of 14
 14.2.1 Lined Mandatory Training – refers to the training requirement
appropriate to the rank of the BFP officers/personnel.

A. This training is handled under the Skills Development and

Specialization Section (SDSS);

B. All mandatory trainings shall be conducted by the National Fire

Training Institute (NFTI) and Philippine Public Safety College
(PPSC); and

C. Line Mandatory Training is required for the personnel’s

qualification for promotion.

14.2.2 Specialized Training – These are traininig courses offered by other

agencies and institutions. The main objective of these training
programs is to provide all members of the BFP with essential
knowledge and specialized skills in the administrative, technical, and
operational fields of firefighting services. The training programs are
primarily designed for all BFP uniformed personnel from the
headquarters down to the station levels and also the support services
from other agencies and institutions that shall be needed by the
personnel’s career and professional growth.

A. This training is handled under the Training Service Division with

the assistance of the Training Development Committee.

B. Foreign-assisted training:
 Abroad/overseas Training Program
 In-country Training Program

14.2.3 Individual Training Program

Section 15. Lined Mandatory Trainings

For Commissioned Officer:

15.1 Field Training Program (FTP) – Field training has a significant impact on
the individual trainee in terms of imprinting attitudes, styles, values, and
ethics in carrying out the duties of policing that will remain with the Officer
throughout a career. This program is designed for all Commissioned Officers
to prepare, train and mold them on being competent in managing personnel,
actual leadership and management. This is a ninety (90) days or three (3)
months program unified in Fire Officers Orientation Course (FOOC);

15.2 Fire Officers Orientation Course (FOOC) – This course is required for
Inspectors and senior Inspectors appointed/promoted through lateral entry.
These officers, though coming from within or outside the agency, should
likewise possess the basic knowledge and skills which an officer requires,
having shifted from a non-officer rank/civilian to officer rank. The duration of
this course is 800 hours or 5 months including the Field Training
Program (FTP).

Page 8 of 14
 15.3 Fire Officer Basic Course (FOBC) – This course is required for BFP Junior
Officers with the rank of INSP or higher, for them to acquire essential
knowledge and skills needed in discharging their responsibilities as middle
management staff officers. The duration of this course is 480 hours or 3
months.

15.4 Fire Officer Advance Course (FOAC) – This course is required for Senior
BFP Officers with the rank of SINSP. Its focus is on the administration and
management concepts, theories and practices as they apply to public safety
services. Participants must have satisfactorily completed the FOBC. The
duration of this is 480 hours or 3 months.

15.5 Public Safety Officers Senior Executive Course (PSOSEC) – This course
is required for Senior BFP Officers with the rank of SUPT. The CINSPs are
allowed when the training quota is not filled-up. It focuses on advance
management concepts and theories. Participants must have satisfactorily
completed the FOAC. The duration of this course is 1280 hours or 8
months.

For Non-Commissioned Officer:

15.6 Orientation Program – This program provides comprehensive guidelines
and systematic mandates to facilitate newly-assigned personnel transitioning
from an academic setting to field training where they gain hands-on
experience forming the foundation of their career. This is a sixty (60) days or
two (2) months program required for the newly appointed Fire Officer 1
before being qualified for Fire Basic Recruit Course. Alongside with this is a
thirty (30) days or one (1) month orientation program and 30 days or 1-month
on-the-job training program.

15.7 Fire Basic Recruit Course (FBRC) – This course is required to provide BFP
recruits with the basic knowledge and skills necessary in achieving the
minimum standards of personnel competence as well as instill in them
positive and ethical attitude towards the service. The duration of this course
is 640 hours or 4 months.

15.8 Fire Junior Leadership Course (FJLC) – This is a two-month course with
320 hours or with the equivalent to 8 weeks/2 months. The 256 hours (80%)
of the total duration of the course is allotted for academics and 64 hours
(20%) is allotted for non-academics.

The academic phase covers four modules, namely: Module I-General

Information, Module II-Leadership, Module III-Fire Service Administration and
Module IV- Fire Operations.
The non-acad phase is composed of the following activities; drills and
ceremonies, physical fitness test, moral and spiritual enrichment and sports
development.

15.9 Fire Senior Leadership Course (FSLC) – This is a two-month course with
320 hours or with the equivalent to 8 weeks/2 months. The 256 hours (80%)
of the total duration of the course is allotted for academics and 64 hours
(20%) is allotted for non-academics.

Page 9 of 14
 The academic phase covers five modules, namely: Module I-General
Information, Module II-Law, Module III-Supervision, Module IV-Fire Service
Administration and Module V-Sub-module I-Fire Operations and Sub-Module
II-Disaster Management. The non-acad phase is composed of the following
activities; Drills and ceremonies, physical fitness test, moral and spiritual
enrichment, sports development.

15.10 Fire Officer Candidate Course (FOCC) - This course is required for BFP
non-commissioned officers with the rank of SFO4 to enhance their
professional growth, develop and strengthen their responsibility, in
preparation for commissionship. Non-commissioned officers having the rank
of SFO3 may be allowed when the training quota is not filled-up. This is a
four-month or six hundred forty (640) hours training program covering the
academics and non-academic instructions. The academic phase consists of
eight (8) modules namely: General Information, Fire service Administration,
Management, Operations, Law, Skills, On-the-Job Training (OJT), and
Academic Integration Module.

The non-academic phase includes drills and ceremonies, sports

development, physical fitness test, defensive tactics, spiritual enrichment,
and local educational tour.

Section 16. Specialized Trainings

The Training Service Division shall exclusively be responsible in providing

specialized training to all BFP personnel. These trainings shall determine the
competency level skills of the BFP personnel which later

The main objective of these training programs is to provide all members of the
BFP with essential knowledge and specialized skills in the administrative, technical and
operational fields of BFP service. The goal is to ensure the effective and efficient
discharge of their duties and responsibilities as members of the organization.

Listed below are the approved but not limited to other specialized trainings
offered by other agency, institution, corporation or academy which are divided in five (5)
disciplines.

16.1 Discipline on Specialized Courses – This course deals with focus to equip
the participants with advance knowledge and specialized skills on fire and
rescue ground operations.
 Advanced firefighting
 Air Crash Firefighting
 Hydrocarbon Firefighting
 Forest Firefighting Course
 Maritime Firefighting
 SCBA Proficiency Course
 Emergency Vehicle Operator’s Course
 Vehicle with Alternative Fuel Emergency Response
 Rescue Techniques:
 Basic Rescue Techniques
 Advance rescue Techniques
 Collapsed Structure Search & Rescue
 Urban Search and Rescue
 Trench and Excavation Collapse
 Water Search and Rescue Training (WASAR)
Page 10 of 14
  Mountain Search and Rescue (MOSAR)
 Height and Confined Spaces
 Vehicular Accident Victim Extrication
 Emergency Medical Services
 Emergency Medical responder (EMR)
 Emergency Medical Technician (EMT)
 Advance EMT
 Paramedic Training Course
 Advance Trauma Life Support
 HAZMAT Response Course
 HAZMAT Awareness Training Course
 HAZMAT Operational Training Course
 HAZMAT Technician Course
 Chemical, Biological, Radiological, Nuclear Training (CBRN) Course

16.2 Discipline on Administrative Courses – This course deals with focus on

the development and enhancement of professional competence of personnel
in dispense of the respective organizational functions.
16.2.1 Logistic Course
16.2.2 Budget Officers Course
16.2.3 Comptrollership Course
16.2.4 Records Management
16.2.5 Re- orientation Program
16.2.6 Induction Program
16.2.7 Values Development Program
16.2.8 Employee Development Program
16.2.9 Administrative Investigation Course
16.2.10 Warehouse Management
16.2.11 Fire Marshal Course
16.2.12 Team Leader’s Course
16.2.13 Unit Chief Course
16.2.14 Executive Development Program
16.2.15 Middle Management Program

16.3 Discipline on Technical Courses – This course deals with focus to equip
the participants with technical knowledge and skills on investigation, legal,
forensic, communications, and fire safety engineering.
16.3.1 Fire Engineering Course
16.3.2 Forensic Science
16.3.3 Legal Course
16.3.4 Information and Communication Technology (ICT) Courses
16.3.5 Technical Writing
16.3.6 Public Speaking
16.3.7 Arson Investigation
16.3.8 Basic Intelligence Course
16.3.9 Emergency Telecommunication’s Training
16.3.10 Post Blast Investigation Training Course

16.4 Discipline on Incident/Disaster Management Course – This course deals

with focus to equip and enhance the participants’ disaster preparedness and
response ability to cope with the complexities of public safety and disaster
management.
16.4.1 Basic Incident Command System
16.4.2 ICS – Integrated Planning
16.4.3 ICS – Position Course

Page 11 of 14
 16.4.4 ICS – All Hazard Management Team
16.4.5 ICS – Training for Instructors
16.4.6 Earthquake Disaster Response
16.4.7 Emergency Operations Center Training
16.4.8 Contingency Planning
16.4.9 Oplan Construction Training Course
16.4.10 Emergency Management Response Drill
16.4.11 Critical Incident Stress Management (CISM) Course
16.4.12 Critical Incident Management (CIM)
16.4.13 Events Risk Management

16.5 Discipline on Auxiliary Enhancement Courses – This course deals with all
specialized and incident/disaster management courses intended for all allied
forces and volunteer fire and rescue groups for enhancement of network
building and collaboration.
16.5.1 Community Acton for Disaster Response (CADRE)
16.5.2 Specialized Courses suited for Volunteer Groups and Allied
Forces

Section 17. Standard Training Package

The Standard Training Package shall be formulated or developed by the Skills

Development and Specialization Section in every specialized training offered for/by the
agency. This aims to provide common guidelines and procedures in the development of
Standard Training Packages (STP) and to institutionalize the conduct of standardized
training for BFP Personnel. This is also established to ensure uniformity in the delivery
of instruction of all BFP in-service training courses and seminars in different training
schools and units.

RULE IV
PROMOTION

Pursuant to Civil Service Commission (CSC) Memorandum Circular No. 24, s.

2017 entitled 2017 Omnibus Rules on Appointment and Other Human Resource
Actions, the Bureau of Fire Protection (BFP) adopts the Merit Selection Plan (MSP)
which will be the principal reference in this policy for Career Progression Growth Path.
Section 18. Qualification Requirements for Promotion

BFP personnel applying for promotion to the next higher rank should satisfy and
comply to the requirements of the applied position or rank. There shall be description of
qualifications in every vacant position which will be part of the basis for selection and
designation of promoted personnel. This aims to put the right personnel for the right
position regardless of his/her tenure.

Section 19. Promotion Process

The following guidelines shall be a supplemental to the existing promotion

process stipulated in the revised Merit Selection Plan 2017,

20.1 A qualifying promotional examinations for all uniformed personnel shall be

required before advancing to the next higher rank.

20.2 For the promotion to the position of Senior Superintendent, the board shall
determine the list of candidates recommended for promotion in accordance
with their ranking for the approval of the appointing authority specifying the

Page 12 of 14
 top candidates therein. Only those as mentioned in the preceding statement
shall be eligible for appointment to a particular position/rank after
successfully passing the required MDPE test prior to endorsement to the
DILG through a HRMPSB resolution;

20.3 Applicants for lateral entry within the Bureau of Fire Protection shall have at
least with a rank of Fire Officer III (FO3);

20.4 Whereas, lateral entry for technical

Section 20. Educational Equivalency

The Bureau of Fire Protection should endeavor in looking ways for eligible
educational equivalency in relation in the career strand. Thus, the Office of the
Directorate for Human Resource Development shall explore educational equivalency
and other fields for the positions and trainings that is included in the career strand.

Section 21. Career Executive Service Eligibility

The Career Executive Service Eligibility shall be determined and recommended

by the Career Executive Service Board (CESB) and shall be appointed by the
President.

RULE V
CONTINUING PROFESSIONAL DEVELOPMENT

This program shall help all BFP personnel to continuously enhance their skills,
knowledge and experience not only while in the agency but also outside the agency in
relation to their chosen professional competency. This refers to the process of tracking
and documenting the skills, knowledge and experience that the personnel gain both
formally and informally as they work, beyond any initial training. Continuing Professional
Development is important because it ensures them to continue to be competent in their
profession while engaged in other fields of job scope.

RULE VI
REPEALING CLAUSE

RULE VII
SANCTIONS AND PENALTIES

RULE V
EFFECTIVITY

LEONARD R BAÑAGO, PME

FIRE DIRECTOR (DSC)
Chief, BFP

Distribution:
Dirs
RDs, POs

Page 13 of 14
Copy Furnished:
Command Group
DILG

jvrjr/jcm/desktop/MC

Page 14 of 14