POLICE ORGANIZATION AND ADMINISTRATION WITH POLICE PLANNING

MODULE 1
Prepared by:
PROF. RENOR NARCA APELA, RCrim, MAEd, MSCJ, CSP
Jail Intelligence and Investigator, JNOR

OVERVIEW
The course deals with the study of principles underlying police organization and management
with particular focus on the Constitutional mandate, Republic Acts 6975 and 8551, and previous laws and
issuances relating thereto. It includes the organizational structure and organization of the Philippine
National Police, on the national and local levels. Emphasis is given on direction, supervision,
coordination and control of all local police forces as a homogeneous body under a single command. It
also includes the basic management functions in so far as these are applied to the police organization.
Police planning is integrated into this course, and it is designed to equip the students with knowledge on
the development of effective plans, particularly on strategies and tactics for effective operations. The
emphasis is on the special techniques and procedure applicable to unusual needs like unusual criminal
activities, civil disturbances, special community events, disaster plans, and civil defense.

Introduction:
The organization with management and administration is directed towards the achievement of
goals and objectives. Goals are broad statements of general and long term organizational purposes often
used to define the role of the police, for instance, to prevent crime, maintain order or help solve
community problems. Objectives are specific short term statements consistent with an organizations goal.
The organization guides members in its operation of the assigned duties. It enhances better administration
of the department. Good organization and administration would eventually mean effective and efficient
police work.
Organization can also distinguished by their degree of formality and structure:
1. Formal Organization-is defined as those organizations that are formally established for explicit
purpose of achieving certain goals. (Stable social institutions.)
2. Informal Organization- are those sharing the basic characteristic of all organizations arise through the
social interactions of individuals or through family grouping.
What is Organization?
 It is a form of human association for the attainment of goal or objective.

 It is the process of identifying and grouping the work to be performed, defining and delegating
responsibility and authority establishing relationships for the propose of enabling people work
effectively.
What is Police Organization?
  Police organization 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 crimes.
Administration of Police Organization - It is the systematic structure of management of a police
organization.
What is Police?
 Police 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 term police are derived from the word POLITIA, meaning condition of a state, government
and administration, POLITIA organization is from the Greek word POLITEIA which means
government, citizenship, or the entire activity of a POLIS, a city.
POLICE (broadest sense) means the internal organization or regulation of a state, the control and
regulation of a community or state through the exercise of the constitutions power of the government.
POLICE (less broadest sense)it denotes the power of the government which concerns the tranquility,
public order, peace, security of persons and property and the protection of the public health and moral.
In the very restricted sense, the word police refer exclusively to that body of armed men which as an
institution is capable of exercising its duties by armed physical forces in the preservation and detection of
crime and the execution of laws.
Police Activities:
1. The prevention of Criminality.
2. Repression of Crime.
3. Apprehending of offenders.
4. Recovery of Property.
5. Regulation of Non-Criminal Conduct.
6. Performance of Related Miscellaneous Service.
The organization of the police force commonly requires the following organizational units:
Functional Units:
1. Bureau - the largest organic functional unit within a large department. It comprises of numbers
of divisions:
2. Division - a primary subdivision of a bureau.
3. Section -functional unit within a division that is necessary for specialization.
4. Unit -functional group within a section; or the smallest functional group within an organization.
Territorial Units:
1. 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.
2. Route -a length of streets designated for patrol purposes. It is also called LINE BEAT.
 3. Beat - an area assigned for patrol purposes, whether foot or motorized.
4. Sector - an area containing two or more beats, routes, or post.
5. District-a geographical subdivision of a city for patrol purposes, usually with its own station.
6. Area- a section or territorial division of a large city each comprised of designated districts.
Other Items and Terminologies
1. Sworn Officers-all personnel of the police department who have oath and who posses 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 senior rank in a team or group.
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.
6. On Duty - the period when an 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 an 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\superiors 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 – an instruction given by a ranking officer to a subordinate, either:
a. General Order,
b. Special, or
c. Personal
15. Report - usually a written communication unless otherwise specifies to be verbal reports; verbal
reports should be confirmed by written communication.
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 in a position where he is a decision maker
and manager of his area o responsibility from the first time he is given a beat to patrol.
There are indeed 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 Structures
An organizational structure is a mechanical means of depicting, by an arrangement of symbols, the
relationships that exist between individuals, groups, and functional relationships between groups and
individuals clearly defined to ensure accountability and compliance.
Line Organization
The straight line organization, often called the individual, military or departmental types of organization,
is the simplest and perhaps the oldest types; 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 weaknesses which, for
many organizations, make its use impractical.

Perhaps its greatest advantages it that, it is utterly simple. It involves a division of the work into units of
eight people with person in charge who has complete control and who can be hold directly responsible or
accountable for result, 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 administered in this type of the 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 in any organization can be minimized.
Functional Organization
The functional organization in its pure form is rarely found in present day organizations, except at or near
the top of the very large organizations.
Unlike the type of structure, those establishment organized on a functional basis violate the prime rule
that men perform best when they have but one superior.
The functional responsibility of each functional manager is limited to the particular activity over which he
has control, regardless of who performs the function.
Coordination of effort in this type of organization becomes difficult since the employees responsible for
results may be subject to functional direction of several persons.
Discipline is difficult to administer because of this multi-headed leadership.
There may be considerable conflict among the functional administrators, resulting in much conclusion
among line personnel.
Line of authority and responsibility are fragmented into many functional channels, making each superior
responsible to several superiors depending upon the function he happens to be performing.
The functional organization in its purest form is rarely found in present-day organization except at or near
the top level.
Advantages
1. divides responsibility and authority between several specialists;
2. Functional responsibility is limited to the particular activity over which he has control regardless
of who performs the functions.

Disadvantages
1. Coordination of effort becomes difficult;
2. Discipline is difficult to administer;
3. Conflict among the functional administrators.
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 criminalists, the training officers, the research and development
specialists, etc. channels of responsibility is to think and provide expertise for the line units.
The line supervisor must remember that he obtains advice from the staff specialist.
In normal operations, the staff supervisor 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 units with line organization so that
service of knowledge can be provided line personnel by specialist.
--- NOTHING FOLLOWS ---
 Chapter Review

Connections and Applications

Instructions: Answer the following questions briefly. Limit your answers into two paragraphs
only.
Reflective Essay

Test II. Essay. Discuss/Explain the following concepts.

1. Differentiate Formal Organization from Informal Organization by giving incites on the real
set-up of police organization today.
2. What is police organization? How is it important to its role in the criminal justice system?
3. Define the term Police and trace the origin of its word and concept.
4. What is the nature of police organization? Discuss it comprehensively.
5. Compare and contrast the different Types of Police Organizational Structures and discuss their own
advantages and disadvantages.
FUNCTIONS IN A POLICE ORGANIZATION

1. PRIMARY OR LINE FUNCTIONS

- functions that carry out the major purposes of the organization, delivering the services
and dealing directly with the public
- the backbone of the police department
- examples of the line functions of the police are patrolling, traffic duties, crime investigation

2. STAFF/ADMINISTRATIVE FUNCTIONS
- functions that are designed to support the line functions and assist in the performance of
the line functions
- examples of the staff functions of the police are planning, research, budgeting and legal
advice

3. AUXILIARY FUNCTIONS
- functions involving the logistical operations of the organization
- examples are training, communication, maintenance, records management, supplies and
equipment management

ORGANIC UNITS IN A POLICE ORGANIZATION

1. OPERATIONAL UNITS
- those that perform primary or line functions
- examples are patrol, traffic, investigation and vice control,
2. ADMINISTRATIVE UNITS
- those that perform the administrative functions examples are personnel, finance, planning
and training.
3. SERVICE UNITS
- those that perform auxiliary functions
- examples are communication, records management, supplies.

ORGANIZATIONAL STRUCTURE
- the systematic arrangement of the relationship of   the members, positions, departments
and functions or work of the organization
- it is comprised of functions, relationships, responsibilities and authorities of individuals
within the organization

ORGANIZATIONAL PRINCIPLES

FOUR PRIMAL CONDITIONS OF AN ORGANIZATION

1. AUTHORITY
- the supreme source of government for any particular organization
- the right to exercise, to decide and to command by virtue of rank and position
2. MUTUAL COOPERATION
- an organization exists because it serves a purpose.
3. DOCTRINE
- provides for the organization’s objectives
- provides the various actions, hence, policies, procedures, rules and regulations of the org. 
  are based on the statement of doctrines
4. DISCIPLINE
- comprising behavioral regulations

ELEMENTS OF POLICE ORGANIZATION

1. UNITY OF COMMAND
- dictates that there should only be ONE MAN commanding the unit to ensure uniformity in
the execution of orders

2. SPAN OF CONTROL
- the maximum number of subordinates that a superior can effectively supervise

Factors affecting the span of control:

a) Leadership qualities of the supervisors
b) Nature of the job and work conditions
c) Complexity of task
d) Education and skill of the employees

3. DELEGATION OF AUTHORITY
- conferring of an amount of authority by a superior position to a lower-level position.

4. HIERARCHY OF AUTHORITY
- the relationship between superiors and subordinates
- serves as the framework for the flow of authority downward and obedience upward
through the department

  HIERARCHY - represents the formal relationship among superiors and subordinates in

any given organization

5. SPECIALIZATION
- the assignment of particular personnel to particular tasks

SPECIALIZATION OF JOBS (AREAS OF SPECIALIZATION)

- the designation of certain activities or tasks as ones that must be performed in a highly.
  technological, scientific or precise manner
- areas of police specialization include undercover works, crime scene operations, legal
advising, computer work, SWAT operations and others

SPECIALIZATION OF PEOPLE (SPECIALISTS)

- the designation of particular persons as having expertise in a specific area of work
- signifies the adaptation of an individual to the requirements through extensive training

6. CHAIN OF COMMAND
- the arrangement of officers from top to bottom on the basis of rank or position and
authority.
7. COMMAND RESPONSIBILITY
- dictates that immediate commanders shall be responsible for the effective supervision and
control.

THEORIES OF POLICE SERVICE

1.  HOME RULE THEORY
    - policemen are regarded as servants of the community, who rely for the efficiency of their functions
upon the express needs of the people.
    - policemen are civil servants whose key duty is the preservation of public peace and security.
   
2. CONTINENTAL THEORY
    - policemen are regarded as state or servants of the higher authorities
    - the people have no share or have little participation with the duties nor connection with the police
organization.

CONCEPTS OF POLICE SERVICE

1. OLD CONCEPT
    - police service gives the impression of being merely a suppressive machinery
    - this philosophy advocates that the measurement of police competence is the increasing number of
arrests, throwing offenders in detention facilities rather than trying to prevent them from committing
crimes.

2. MODERN CONCEPT
    - regards police as the first line of defense of the criminal justice system, an organ of crime prevention
    - police efficiency is measured by the decreasing number of crimes
    - broadens police activities to cater to social services and has for its mission the welfare of the
individual as well as that of the community in general.

EARLY POLICING SYSTEM

1. KIN POLICING
    - the family of the offended individual was expected to assume responsibility for justice
    - the family of the victim was allowed to exact vengeance

2. EGYPT
    - ancient rulers had elite unit to protect them
    - created the MEDJAYS, a form of police force whose duties include guarding of the tombs and
apprehending thieves
    - introduced the use of dogs as guards and protectors.

3. ROME
    - created the first organized police force called VIGILES OF ROME, or VIGILES URBANI
(watchmen of the city), which had the primary task of firefighting and
    policing
    - the Vigiles acted as night watch, apprehending thieves, keeping an eye out for burglars and hunting
down runaway slaves, and were on occasion used to maintain order in the streets
    - the Vigiles dealt primarily with petty crimes and looked for disturbances of the peace while they
patrolled the streets
    - created a special unit called PRAETORIAN GUARDS, a special force of guards used by Roman
Emperors as the Emperors' personal guards
    - as personal guards of the Emperor, their primary duty was to protect the Emperor from assassination
and other forms of attack against the Emperor.

4. ENGLAND
 a) FRANKPLEDGE SYSTEM/MUTUAL PLEDGE SYSTEM
    - required all males aged 12 and above to join a group of nine to form a TYTHING
    - members of the tything are called a TYTHINGMEN
    - a CONSTABLE served as a leader of ten tythings
    - the primary task of the things was to protect their village from thieves and animals
    - tythings were later organized into SHIRES
    - a shire was headed by a leader called SHIRE REEVE, which is the origin of the word “sheriff”
    - their duty was to apprehend offenders
   
b) PARISH CONSTABLES
    - a parish official charged with controlling crimes
    - appointed to serve for one year
    - duties included organizing watchmen to guard the gates
    - during trouble, the watchman would raise a “HUE AND CRY”, a call to arms where the rest of the
parish would stop what they were doing and come to the aid of the constable.

MODERN POLICING SYSTEM

1) ENGLAND
    a. BOWSTREET RUNNERS - a group of men organized to arrest offenders.
      - organized by Henry Fielding, a magistrate in London,in 1749 in London, England.
      - the name was adopted from the name of the street where the office of Henry Fielding was located.
      - when Henry Fielding retired as magistrate, he was replaced by his blind brother, John Fielding.

    b. METROPOLITAN POLICE OF ACT 1829

      - the law that created the first modern police force in London England, called the Metropolitan
Police Service.
      - this law was passed through the initiative of Sir Robert Peel, a member of the Parliament
      - the headquarters of the Metropolitan Police Service is the Scotland Yard, now known as the
New Scotland Yard

SIR ROBERT PEEL - recognized as the father of modern policing system.

2. UNITED STATES OF AMERICA

    a. NEW YORK POLICE DEPARTMENT
     - created in 1845 in New York, USA
     - recognized as the first modern style police department in the US.
     - the largest police force in the world
     - modeled after the Metropolitan Police Service of London.

    b. BOSTON POLICE DEPARTMENT

     - the oldest police department in the US
     - the first night watch was established in Boston in 1631.
     - formally founded in May, 1854.

AUGUST VOLLMER - recognized as the Father of Modern Law Enforcement for his contributions in
the development of the field of criminal justice in the US
- author of the book, Police Administration, which served as the basic guide in the administration of the
police organization in the US
- was the first police chief of Berkeley, California.
BRIEF HISTORY OF THE PHILIPPINE POLICING SYSTEM
The institution of police in the Philippines formally started during the Spanish period. The establishment
of the police force was not entirely intended for crime prevention nor peacekeeping. Rather, it was
created as an extension of the colonial military establishment.
Ancient Roots
The forerunner of the contemporary police system was the practice of barangay chieftains to select able-
bodied young men to protect their barangay during the night and were not required to work in the fields
during daytime. Among the duties of those selected were to protect the properties of the people in the
barangay and protect their crops and livestock from wild animals.
Spanish Period
Carabineros de Seguridad Publica – organized in 1712 for the purpose of carrying the regulations of the
Department of State; this was armed and considered as the mounted police; years after, this kind of police
organization discharged the duties of a port, harbor and river police.
Guardrilleros/Cuardillo – this was a body of rural police by the Royal Decree of 18 January 1836, this
decree provided that 5% of the able-bodied male inhabitants of each province were to be enlisted in this
police organization for three years
Guardia Civil – this was created by a Royal Decree issued by the Crown on 12 February 1852 to
partially relieve the Spanish Peninsular troops of their work 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 Mayor
American Period
The Americans established the United States Philippine Commission headed by General Howard Taft as
its first governor-general. On January 9, 1901, the Metropolitan Police Force of Manila was organized
pursuant to Act No 70of the Taft Commission. This has become the basis for the celebration of the
anniversary of the Manila’s Finest every January 9th.
ACT NO 175 – entitled “An Act Providing for the Organization and Government of an Insular
Constabulary”, enacted on July 18, 1901.
Henry T. Allen - Captain of the 6th US cavalry, a graduate of West Point class 1882. Father of the
Philippine Constabulary. The first chief of the Philippine Constabulary in 1901.
ACT NO 183 - created the Manila Police Department, enacted on July 31, 1901.
CAPT GEORGE CURRY - the first chief of police of the Manila Police Department in 1901.
Act No 255 – the act that renamed the Insular Constabulary into Philippine Constabulary, enacted on
October 3, 1901
Executive Order 389 – ordered that the Philippine Constabulary be one of the four services of the Armed
Forces of the Philippines, enacted on December 23, 1940.
Post-American Period
RA 4864 – otherwise known as the Police Professionalization Act of 1966, enacted on September 8,
1966; created the Police Commission (POLCOM) as a supervisory agency to oversee the training and
professionalization of the local police forces under the Office of the President; later POLCOM was
renamed into National Police Commission (NAPOLCOM).

Martial Law Period

PD 765 – otherwise known as the Integration Act of 1975,enacted on August 8, 1975; established the
Integrated National Police (INP) composed of the Philippine Constabulary (PC) as the nucleus and the
integrated local police forces as components, under the Ministry of National Defense
- transferred the NAPOLCOM from the Office of the President to the Ministry of National Defense
Post Martial Law Regime
Executive Order No 1012 – transferred to the city and municipal government the operational supervision
and direction over all INP units assigned within their locality; issued on July 10, 1985.
Executive Order No 1040 – transferred the administrative control and supervision of the INP from the
Ministry of National Defense to the National Police Commission
RA 6975 – otherwise known as the Department of the Interior and Local Government Act of 1990,
enacted on December 13,1990; reorganized the DILG and established the Philippine National Police,
Bureau of Fire Protection, Bureau of Jail Management and Penology and the Philippine Public Safety
College.
RA 8551 – otherwise known as the Philippine National Police Reform and Reorganization Act of 1998,
enacted on February 25, 1998; this law amended certain provisions of RA 6975.
RA 9708 - law amending the provisions of RA 6975 and RA 8551 on the minimum educational
qualification for appointment to the PNP and adjusting the promotion system; approved on 12 August
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 thereof,
amending for the purpose pertinent provisions of RA 6975 and RA 8551 and for other purposes.

Important Personalities in the Evolution of Philippine Policing

Brig.Gen. Rafael Crame - the first Filipino Chief of the Philippine Constabulary in 1917.

Col. Antonio Torres - the first Filipino Chief of Police of the Manila Police Department in 1935.

Col. Lambert Javalera -  the first chief of police of the Manila Police Department after the Philippine
Independence from the United States of America in 1946

Dir.Gen. Cesar Nazareno - the first chief of the Philippine National Police.
Important dates in the history of modern Philippine Policing
1901 - ACT no. 175 of the Philippine Commission established the Philippine constabulary on august 8,
1901.
1905 - the Philippine constabulary school was established at the sta.lucia barracks in Intramuros on
February 17, 1905.
1908 - the Philippine constabulary school was transferred to Baguio City.
1916 - the Philippine constabulary school was renamed academy for officers of the Philippine
constabulary.
1917 - on December 17, 1917, Brigadier General Rafael Crame from Rizal Province, became the first
Filipino chief of the Philippine constabulary.
1926 - the academy for officers of the Philippine constabulary was renamed Philippine Constabulary
Academy.
1936 - the Philippine Constabulary Academy became the present day Philippine Military Academy.
1938 - The Philippine Constabulary became the existing and organized national police force of the
country pursuant to commonwealth act no. 343 dated June 23, 1938 and EO no. 389 dated December 23,
1950. This decree integrated local police forces into the Philippines constabulary operational and
organizational set up.
1966 - congress enacted RA no. 4864, the police act of 1966. This law also created the Police
Commission (POLCOM).
1972 - The POLCOM was reorganized as the National Police Commission.
1975 - PD 765 was enacted. This law is called the Police Integration Law of 1975. The Integrated
National Police was established with the Philippine Constabulary as nucleus under the Department of
national Defense. The NAPOLCOM, originally under the office of the President was transferred to the
Ministry of National defense.
1985 - The National Police Commission was returned to the office of the President pursuant to E.O 1040.
1989 - Executive order 379 placed the Integrated national Police directly under the command, supervision
and control of the President. This order vested the NAPOLCOM with the powers of administrative
control and supervision over the Integrated National Police.
1990 - RA 6975 was passed on December 13, 1990 establishing the Philippine National Police under a
reorganized Department of the Interior and Local Government (DILG). A new National Police
Commission was created under the DILG.
1998 - congress passed into law RA no. 8551 on February 25, 1998, otherwise known as the Philippine
National Police reform and reorganization act of 1998. This act strengthened and expanded
NAPOLCOM,s authority over the PNP to include administration of police entrance examination and
conduct pre-charge investigation against police anomalies and irregularities and summary dismissal of
erring police members.
HIGHLIGHTS OF RA 6975 – THE DEPARTMENT OF THE INTERIOR AND LOCAL
GOVERNMENT ACT OF 1990, RA 8551 – THE PHILIPPINE NATIONAL POLICE REFORM
AND REORGANIZATION ACT OF 1998 and RA 9708

A. THE DEPARTMENT OF THE INTERIOR AND LOCAL GOVERNMENT (DILG)

    - formerly Department of Local Government (DLG)
    - reorganized under RA 6975

ORGANIZATION: - consist of:

a) the Department proper
b) existing bureaus and offices of the DLG
c) local government units (LGU)
    1) provincial governors
    2) city and municipal mayors
d) the National Police Commission
e) the Philippine Public Safety College
f) Philippine National Police
g) Bureau of Fire Protection
h) Bureau of Jail Management and Penology

  - the PPSC, PNP, BFP and BJMP were created under RA

    6975
  - headed by the Secretary to be appointed by the
    President and who shall serve at the pleasure of the President
  - the Secretary shall be assisted by two (2) Undersecretaries and three (3) Assistant Secretaries
      a) Undersecretary for Local Government
      b) Undersecretary for Peace and Order
  - No retired or resigned military officer or police official may be appointed as Secretary within one (1)
year from date of retirement or resignation
  - the Secretary is also the ex officio chairman of the National Police Commission
 
POWERS AND FUNCTIONS OF THE DILG
1. Assist the President in the exercise of general supervision over local governments;
2. Advise the President in the promulgation of policies, rules, regulations and other issuances on the
general supervision over local governments and on public order and safety;
3. Establish and prescribe rules, regulations and other issuance's implementing laws on public order and
safety, the general supervision over local governments and the promotion of local autonomy and
community empowerment and monitor compliance
thereof;
4. Provide assistance towards legislation regarding local governments, law enforcement and public safety;
Establish and prescribe plans, policies, programs and projects to promote peace and order, ensure public
safety and further strengthen the administrative, technical and fiscal capabilities of local government
offices and personnel;
5. Formulate plans, policies and programs which will meet local emergencies arising from natural and
man-made disasters; Establish a system of coordination and cooperation among the citizenry, local
executives and the Department, to ensure effective and efficient delivery of basic services to the public;
6. Organize, train and equip primarily for the performance of police functions, a police force that is
national in scope and civilian in character.

RELATIONSHIP OF THE DILG WITH THE DEPARTMENT OF NATIONAL DEFENSE (DND)

- under RA 6975, the Armed Forces of the Philippines (AFP) was in charge with external security while
the DILG was in charge with internal security
- under RA 8551, the Armed Forces of the Philippines is now in charge with both internal and external
security with the PNP as support through information gathering and performance of ordinary police
functions.

NATIONAL POLICE COMMISSION

- an agency attached to the DILG for policy coordination
- shall exercise administrative control and operational supervision over the PNP.

VISION OF THE NAPOLCOM

"We envision the National Police Commission as a highly dynamic, committed and responsive
administering and controlling body, actively and effectively facilitating the
evolvement of a highly professional, competent, disciplined, credible and trustworthy PNP"

MISSION OF THE NAPOLCOM

"To administer and control the Philippine National Police with the end in view of maintaining a highly
professional, competent, disciplined, credible and trustworthy PNP”

POWERS AND FUNCTIONS OF THE NAPOLCOM

A. Exercise administrative control and operational supervision over the Philippine National Police
(PNP)  
    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 of personnel and the conduct of qualifying
entrance and promotional examinations for uniformed members;
  2. Examine and audit, and thereafter establish 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 annual self-report surveys and compile statistical data for 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 programs on education and training, logistical requirements,
communications, records, information systems, crime laboratory, crime
      prevention and crime reporting;
  6. Affirm, reverse or modify, through the National Appellate Board, personnel administrative
actions involving the demotion or dismissal from the service imposed upon members of the Philippine
National Police by the Chief of the Philippine National Police;
  7. Exercise appellate jurisdiction through the Regional Appellate Boards, over administrative cases
against policemen 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, medals of honor;
  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 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; and
  12. Monitor and investigate police anomalies and irregularities.

B. Advise the President on all matters involving police functions and administration;

C. Render to the President and to Congress an annual report of its activities and accomplishments 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 throughout the country, and recommendations for appropriate remedial legislations;

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

E. Perform such other functions necessary to carry out the provisions of R.A. 6975, as amended,
other existing laws and Presidential issuance's, and as the President may direct.

COMPOSITION OF NAPOLCOM
1. One chairperson
2. Four regular commissioner
3. The Chief PNP as ex officio member
Note:
    * shall serve a term of office of six (6) years without reappointment or extension
    * three of the four regular commissioners shall come from civilian sector and not former members of
the police or military
    * the fourth regular commissioner shall come from the law enforcement sector either active or retired
    * at least one (1) of the four regular commissioners shall be a woman
    * from among the three regular commissioners from the civilian sector, the Vice Chairperson shall be
chosen
    * the Vice Chairperson shall act as the Executive Officer of the Commission
    * refer to the organizational structure of the NAPOLCOM.
Police Operational Planning
Police Operational Planning - the act of determining policies and guidelines for police activities and
operations and providing controls and safeguards for such activities and operations in the department.
Involves strategies or tactics, procedures, policies or guidelines.
Operational Planning - the use of rational design or patten for all departmental undertakings rather than
relying on chance in an operational environment. The preparation and development of procedures and
techniques in accomplishing each of the primary tasks and functions of an organization.
Police Planning - an attempt by police administrators in trying to allocate anticipated resources to meet
anticipated service demands. The systematic and orderly determination of facts and events as basis for
policy formulation and decision making affecting law enforcement management.
Planning - the determination in advance of how the objectives of the organization will be attained;
involves the determination of a course of action to take in performing a particular function or activity.
The process of developing methods or procedures or an arrangement of parts intended to facilitate the
accomplishment of a definite objective. The process of deciding in advance what is to be done and how it
is to be done.
Plan - an organized schedule or sequence by methodical activities intended to attain a goal or objectives
for the accomplishment of mission or assignment. A method or way of doing something in order to attain
objectives and provides answers to the 5Ws and 1H.
Strategy - a broad design or method or a plan to attain a stated goal or objective.
Tactics - are specific design, method or a course of action to attain a particular objective in consonance
with strategy.
Procedures - are sequences of activities to reach a point or to attain what is desired.
Policy - a course of action which could be a program of actions adopted by an individual, group,
organization or government or the set of principles on which they are based.
Case Operational Plan (COPLAN) - a definite target - specific activity conducted in relation to an
intelligence project under which it is affected. Several case operations may fall under one intelligence
project.- refers to a preparatory plan on how to carry out a case operation which is the last resort to pursue
intelligence objectives when normal police operations fail.
command post/holding area - area where case conferences, briefings and debriefings are being
conducted by the responding agencies.
dragnet operation - is a police operation purposely to seal off the probable exit points of fleeing suspect
from the crime scene to prevent their escape.
Management or Administrative Functions
1. Planning
2. Organizing
3. Directing
4. Controlling
5. Staffing
6. Reporting
7. Budgeting
Guidelines in Planning
1. What - mission/objective
2. Why - reason/philosophy
3. When - date/time
4. where - place
5. How - strategy/methods
Characteristics of a Good Plan
1. A Plan must have a clearly defined objective
2. A Plan must be simple, direct and clear
3. A Plan must be flexible
4. A Plan must be attainable
5. A Plan must provide standards of operation
6. A Plan must be economical in terms of resources
needed for implementation.
Types of Plan
1. Procedural/Policy Plan
2. Operational Plan
3. Tactical Plan
4. Administrative/Management Plan
5. Extra-Departmental Plan