LAW ENFORCEMENT

ORGANIZATION AND
ADMINISTRATION
INTER-AGENCY APPROACH

Prepared by: Karolina Erika A. Buted, RCrim, CCS

 WHAT IS INTER AGENCY APPROACH OF LAW
ENFORCEMENT?
Inter Agency
= occurring between or involving two or more agencies
= the process of agencies joining together for the purpose of
interdependent problem solving that focuses on improving services.

Inter Agency Coordination = a process in which two or more agencies work to

solve a problem or meet a need.

Inter Agency Task Force (IATF) = group of different agencies working together
creating a task force organized to respond on a certain problem.
 What is Executive Order 292 Series of 1987?

= it is the law “Instituting the Administrative Code of 1987”

= signed by former Pres. Corazon C. Aquino

Aims of this E.O

• The effectiveness of the Government will be enhanced which incorporates
in a unified document the major structural, functional and procedural
principle and rules of governance
• It will be optimum benefit to the people and the government officers and
employees as it embodies changes in administrative structures and
procedures designed to serve the people,
 Title VII - National Defense
Chapter 11 = Integrated National Police
= composed of Philippine Constabulary as the nucleus
= Integrated Police Force
= Fire Services and Jail Management Services as components
Presidential Decree No. 765 = law created the INP also known as Police Integration
Law

Republic Act 4864 = the “Police Act of 1966” which created Police Commission
(POLCOM) under the office of the President later became National Police
Commission.

Republic Act No. 6975

= creation of “Department of Interior and Local Government Act of 1990”
= established the tri=bureau: PNP, BJMP and BFP
DEPARTMENT OF
THE INTERIOR
AND LOCAL
GOVERNMENT
(DILG)
 SECTION 6
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.
 SECTION 7
Department Proper. — The Department Proper shall consist of the existing
staff services as provided for under Executive Order No. 262 and the following
offices:

(a) Office of the Secretary. — The office of the Secretary shall consist of
the Secretary and his immediate staff; and

(b) Office of the Undersecretaries and Assistant Secretaries. — The

Secretary shall be assisted by two (2) Undersecretaries, one (1) for local
government and the other for peace and order, at least one (1) of whom must
belong to the career executive service, and three (3) career Assistant
Secretaries.
 SECTION 8
Head of Department. — The head of the 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 appointed 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 one (1) year from the date of his retirement or
resignation.
 SECTION 9
General Powers, Term of Office and Compensation of
the Secretary. — The authority and responsibility for the
exercise of the Department’s powers and functions shall be
vested in the Secretary, who shall hold office at the
pleasure of the President and shall receive the
compensation, allowances and other emoluments to which
heads of departments are entitled.
 SECTION 10
Specific Powers and Functions 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:

(a) Prepare and submit periodic reports, including a Quarterly Anti-Crime

Operations Report and such other reports as the President and Congress may
require;
(b) Act as Chairman and Presiding Officer of the National Police
Commission; and
(c) Delegate authority to exercise any substantive or administrative
function to the members of the National Police Commission or other officers
of rank within the Department.
 NATIONAL
POLICE
COMMISSION
Section 4. (RA 8551)

"SEC. 13. Creation and Composition. – A National Police Commission, hereinafter

referred to as the Commission, is hereby created for the purpose of effectively
discharging the functions prescribed in the Constitution and provided in this Act. The
Commission shall be an agency attached to the Department for policy and program
coordination. It shall be composed of a Chairperson, four (4) regular Commissioners, and
the Chief of PNP as ex-officio member. 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. 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: Provided,
further, That at least one (1) of the Commissioners shall be a woman. The Secretary of
the Department shall be the ex-officio Chairperson of the Commission, while the Vice
Chairperson shall act as the executive officer of the Commission."
 Section 5
"SEC. 14. Powers and Functions of the Commission. – The Commission shall
exercise the following powers and functions:
"(a) Exercise administrative control and operational 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 of personnel and the conduct of qualifying
entrance 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;
 Section 5
"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 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
disciplinary actions involving demotion or dismissal from the service imposed
upon members of the Philippine National Police by the Chief of the Philippine
National Police
 Section 5
"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, and medals of honor. Within ninety (90) days from the effectivity of this
Act, the standards of the uniformed personnel of the PNP must be revised
which should be clearly distinct from the military and reflective of the civilian
character of the police;
"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;
 Section 5
"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.
 Section 5
"b) Advise the President on all matters involving police functions and
administration;
"c) Render to the President and to the Congress an annual report on 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 legislation;
"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 this
Act and as the President may direct."
 Section 6.
"SEC. 15. Qualifications. – No person shall be appointed regular member of the
Commission unless:

"(a) He or she is a citizen of the Philippines;

"(b) 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; and
"(c) The regular member coming from the law enforcement sector should have practical
experience in law enforcement work for at least five (5) years while the three (3) other
regular commissioners must have done extensive research work or projects on law
enforcement, criminology or criminal justice or members of a duly registered non-
government organization involved in the promotion of peace and order."
 Section 7
"SEC. 16. Term of Office. – The four (4) regular and full-time
Commissioners shall be appointed by the President for a term of
six (6) years without re-appointment or extension.”

\
 SECTION 10
"SEC. 20. 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.
"(b) Staff Services. – The staff services of the Commission shall
be as follows:
 SECTION 20
"(1) The Planning and Research Service, which shall provide technical services
to the Commission in areas of overall policy formulation, strategic and
operational planning, management systems or procedures, evaluation and
monitoring of the Commission's programs, projects and internal operations;
and shall conduct thorough research and analysis on social and economic
conditions affecting peace and order in the country;

"(2) The Legal Affairs Service, which shall provide 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;
 SECTION 20
"(3) The Crime Prevention and Coordination Service, which shall undertake
criminological researches and studies; formulate a national crime prevention
plan; develop a crime prevention and information program and provide editorial
direction for all criminology research and crime prevention publications;

"(4) The Personnel and Administrative Service, which shall perform personnel
functions for the Commission, administer the entrance and promotional
examinations for policemen, provide the necessary services relating to records,
correspondence, supplies, property and equipment, security and general
services, and the maintenance and utilization of facilities, and provide services
relating to manpower, career planning and development, personnel
transactions and employee welfare;
 SECTION 20
"(5) The Inspection, Monitoring and Investigation Service, which shall conduct
continuous inspection and management audit of personnel, facilities and
operations at all levels of command of the PNP, monitor the implementation of
the Commission's programs and projects relative to law enforcement; and
monitor and investigate police anomalies and irregularities;

"(6) The Installations and Logistics Service, which shall review the
Commission's plans and programs and formulate policies and procedures
regarding acquisition, inventory, control, distribution, maintenance and disposal
of supplies and shall oversee the implementation of programs on transportation
facilities and installations and the procurement and maintenance of supplies
and equipment; and
 SECTION 20
"(7) The Financial Service, which shall provide the Commission with staff
advice and assistance on budgetary and financial matters, including the
overseeing of the processing and disbursement of funds pertaining to the
scholarship program and surviving children of deceased and/or permanently
incapacitated PNP personnel.
 SECTION 20
"(c) Disciplinary Appellate Boards – The Commission shall establish a
formal administrative disciplinary appellate machinery consisting of the
National Appellate Board and the regional appellate boards.

"The National Appellate Board shall decide cases on appeal from

decisions rendered by the PNP chief, while the regional appellate
boards shall decide cases on appeal from decisions rendered by
officers other than the PNP chief, the mayor, and the People's Law
Enforcement Board (PLEB) created hereunder."
 EFFICIENCY VS. EFFECTIVITY

POLICE EFFICIENCY
which measures how well resources
are being utilized.

POLICE EFFECTIVENESS
WHICH MEASURES WHETHER OR NOT LOW CRIME
IMPORTANT TASK GOALS ARE BEING RATE
ATTAINED.

ACTIVE PARTICIPATION
OF THE COMMUNITY
 POLICE EFFICIENCY
X
POLICE EFFECTIVENESS

HIGH
PRODUCTIVITY
 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.
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.
 FUNCTIONAL UNITS

The organization of the police force commonly requires the following

organizational 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.
 FUNCTIONAL UNITS

The organization of the police force commonly requires the following

organizational 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.
TYPES OF POLICE
ORGANIZATIONAL
STRUCTURES
 LINE ORGANIZATION

This is often called the individual, military

or departmental type of organization, 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.
 LINE FUNCTIONS
Line functions are the “backbone” of the police department; they include
such operations as patrol, criminal investigation, and traffic control, as well
as supervision of the personnel performing those operations. Line functions
are carried out by “line members,”. Line members are responsible for:

´Carrying out the major purposes of the police department.

´Delivering the services provided by the department.
´Dealing directly with the department’s clientele.
´Making final decisions with respect to the activities they perform.
MERITS OF LINE ORGANIZATION

´Simplest- It is the most simple and oldest method of administration.

´Unity of Command- In these organizations, superior-subordinate
relationship is maintained and scalar chain of command flows from top to
bottom.
´Better discipline- The control is unified and concentrates on one person and
therefore, he can independently make decisions of his own. Unified control
ensures better discipline.
´Fixed responsibility- In this type of organization, every line executive has
got fixed authority, power and fixed responsibility attached to every
authority.
MERITS OF LINE ORGANIZATION

´Flexibility- There is a co-ordination between the top most authority and

bottom line authority. Since the authority relationships are clear, line officials
are independent and can flexibly take the decision. This flexibility gives
satisfaction of line executives.

´Prompt decision- Due to the factors of fixed responsibility and unity of

command, the officials can take prompt decision.
 DEMERITS OF LINE ORGANIZATION
´Over reliance- The line executive’s decisions are implemented to the bottom.
This results in over-relying on the line officials.
´Lack of specialization- A line organization flows in a scalar chain from top to
bottom and there is no scope for specialized functions. For example, expert
advices whatever decisions are taken by line managers are implemented in the
same way.
´Inadequate communication- The policies and strategies which are framed by
the top authority are carried out in the same way. This leaves no scope for
communication from the other end. The complaints and suggestions of lower
authority are not communicated back to the top authority. So there is one way
communication.
 DEMERITS OF LINE ORGANIZATION
´Lack of Co-ordination- Whatever decisions are taken by the line officials, in
certain situations wrong decisions, are carried down and implemented in the
same way. Therefore, the degree of effective co-ordination is less.

´Authority leadership- The line officials have tendency to misuse their

authority positions. This leads to autocratic leadership and monopoly in the
concern.
 FUNCTIONAL ORGANIZATION

This 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 line type of
structure, those establishments 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.
 FUNCTIONAL ORGANIZATION
This 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 line type
of structure, those establishments
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.
FUNCTIONAL ORGANIZATION
• Functional organization divides responsibility and authority between
several specialists, such as a person responsible for all training, an
employee directing the community relations activities of all units, or a
person handling cases involving all juvenile activities.

• The functional responsibility of a commander is limited to the particular

activity over which he has control.

• depicts staff functions of the organization

• responsibilities are divided among authorities who are all accountable to

the authority above
MERITS OF FUNCTIONAL ORGANIZATION

• ´Specialization- Better division of labour takes place which results in

specialization of function and it’s consequent benefit.
• ´Effective Control- Management control is simplified as the mental
functions are separated from manual functions. Checks and balances keep
the authority within certain limits. Specialists may be asked to judge the
performance of various sections.
• ´Efficiency- Greater efficiency is achieved because of every function
performing a limited number of functions.
• ´Economy- Specialization compiled with standardization facilitates
maximum production and economical costs.
• ´Expansion- Expert knowledge of functional manager facilitates better
control and supervision.
DEMERITS OF FUNCTIONAL ORGANIZATION

• ´Confusion- The functional system is quite complicated to put into

operation, especially when it is carried out at low levels. Therefore, co-
ordination becomes difficult.
• ´Lack of Coordination- Disciplinary control becomes weak as a worker is
commanded not by one person but a large number of people. Thus, there is
no unity of command.
• ´Difficulty in fixing responsibility- Because of multiple authority, it is
difficult to fix responsibility.
• ´Conflicts- There may be conflicts among the supervisory staff of equal
ranks. They may not agree on certain issues.
• ´Costly- Maintainance of specialist’s staff of the highest order is expensive
for a concern.
 LINE AND STAFF ORGANIZATION

This 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 specialists.
 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 specialized training who serve within the department but
do not deal with daily operations on 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:

• ´Highly specialized.
• ´Involved in an advisory capacity
• ´Detached from the public
• ´Not directly responsible for the decisions made by department executive.
 ADVANTAGE

´RELIEF OF LINEOF EXECUTIVES = the advice and counselling which is

provided to the line executives divides the work between the two. The Line
Executives can concentrate on the execution on plans.
´EXPERT ADVICE = this organization facilitates expert advice to the line
executives in need.
´BENEFITS OF SPECIALIZATION = through division of whole concern into two
typesof authority divides the organization into parts and function.
BETTER COORDINATION = through specialization, this organization is able to
provide better decision making and concentration remains in few hands
 ADVANTAGE

´BENEFITS OF RESEARCH AND DEVELOPMENT = through the adviced of specialized

staff, the line executivesget time to execute plans by taking productive
decisions which are helpful for a concern.
´TRAINING = due to the presence of staff specialist and their expert advice
serves as ground for training to line officials.
´BALANCE DECISION = the factor of specialization which is achieved by line
staff helps in bringing coordination
´UNITY OF ACTION = is a result of unified control. Control and its effectivity
takes place when coordination is present and concern,
 DEMERITS OF LINE AND STAFF ORGANIZATION

Line and staff conflicts

 DEMERITS OF LINE AND STAFF ORGANIZATION

Assumption of authority
 THE LINE AND STAFF ORGANIZATION

The line and staff organization is the combination of line and functional types and is found in
almost all police agencies today.
It combines staff specialist with line organization so that service of knowledge can be
provided line personnel by specialists such as criminalist training officers and intelligence
specialist.
Channels or responsibility and authority are left intact since the specialist provides expertise
while the line does the task. Specialist only give advises not commands.
Generally more formal in nature and has many departments
AUXILIARY FUNCTIONS