Police-Organization-8 5x11

M.D.B-25, A.Y.
2016-2017 POLICE ORGANIZATION AND ADMINISTRATION WITH POLICE

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POLICE ORGANIZATION AND ADMINISTRATION W/ POLICE PLANNING – The course

deals with the study of principles underlying the police organization and management of the police
with particular focus on the Constitutional mandate, Republic Act 6975 and Republic Act 8551
together with previous laws and issuances relating thereto. It includes the organizational structure and
administration of the Philippine National Police, both 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 includes the basic management functions insofar as these are applied to
the police organization.
CHAPTER 1. HISTORICAL BACKGROUND OF POLICE ORGANIZATION AND ADMINISTRATION
THE EARLY BEGINNINGS (Development of Police System)
PRIMITIVE POLICING
- Primitive Policing Law enforcement can be
traced back to the cave dwellers, who were expected to
follow certain rules or face banishment or death. The
customs depicted in early cave dwelling may represent
the beginning of law and law enforcement. The
prehistoric social order consisted of small family groups
living together as tribes or clans. Group living gave rise to
customs everyone was expected to observe. The tribe’s
chief had executive, legislative and judicial powers and
often appointed tribe members to perform special task to
include guarding the community against depredation of
lawless elements.
- Ordealis the system of trial.
- Retaliatory (blood feuds/personal vengeance) were
the system of punishment enforced.
A. KIN POLICING (Ancient Era, 3000 B.C. – 4000

A.D.)
- a rudimentary form of lawenforcement derived
from the power and authority of KINSHIP (moral
enforcement/family enforcement).
- Characters: Rulers kept elite, select units close at
hand to protect them from threats and assassination
attempts. They called also the first known civilization as
POLICE STATE.
- the family of the offended individual was expected
to assume responsibility for justice
- the family of the victim was allowed to exact
vengeance
LAW ENFORCEMENT ADMINISTRATION [A Review Notes in Criminologist Licensure

Examination – CLE] |Page 1
M.D.B-25, A.Y. 2016-2017 POLICE ORGANIZATION AND ADMINISTRATION WITH POLICE
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ANCIENT LAW ENFORCEMENT (Police in the Ancient Time)

The Sumerians
The earliest record of ancient peoples need to
standardize rules and methods of enforcement to control
human behavior dates to approximately 2300 B.C., when the
Sumerian rulers Lipithstar and Eshumma set standards on
what constituted an offense against society.
The Babylonians
The Code of King Hammurabi (2100 B.C.) – during
the time of Babylonian King Hammurabi, he established rules
for his kingdom that designated not only offenses but
punishment as well. The principle of the code was that the
strong shall not injure the weak. Hammurabi originated the
legal principle of LEX Talionis- the eye for an eye, tooth for a
tooth doctrine.
Ancient Egypt
The early Egyptians established laws and court and
a rudimentary rule of law. The first account of a developing
court system originated in Egypt in approximately 1500 B.C.
the court system was presided by judges who were
appointed by the pharaoh. They later organized marine
patrols and customhouses to protect commerce.
Note:
- 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.
- they also invented the lock.
Ancient Greece
The Greeks had an impressive of law enforcement
called theEphori. Each year at Sparta, a body of Ephors
was elected and given almost unlimited powers as
investigator, judge, jury and executioner. These five men
also presided over the senate and assembly, assuring that
their rules and decrees were followed. From the Greek
philosopher PLATO, who lived from 427 to347 B.C., was
the idea that punishment should serve the purpose rather
than simple retaliation.
Ancient Rome
The Romans had a high development
system of administering justice. The 12Tabulae (12
tables) were the first written laws of the Roman

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Empire. It deals with legal procedures, property ownership, building codes, marriage customs and
punishment for crimes.
At the reign of Emperor Augustus, he

created the Praetorian Guard, which consisted of
about 7000 men\soldiers to protect the palace and
the City of Rome, together with the Urban Cohorts
to patrol the city. He created the so called Vigiles
(Roman Vigiles)who were assigned as firefighters
and eventually given law enforcement
responsibilities. As the first civilian police force the
Vigiles sometimes kept the peace very ruthlessly,
hence the word vigilantes.
Another important event was the time of
Justinian I, ruler of the Eastern Roman Empire (527
to 265 A.D.) who collected all Roman laws and put it into his Justinian Code-they became known the
Corpus Juris Civilis which means Body of Law.
Note:
- 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.
- Vigiles acted as night watch, apprehended
thieves, watched out for burglars and hunted down
runaway slaves, and on occasion used to maintain
order in the streets.
- 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 whose
primary duty was to protect the Emperor from assassination and other forms of attack.
Note:
The term “law enforcer”originated in ROME, during the time of the Roman Empire (from about100
BC to 200 AD).
The city limits are guarded by Roman soldiers
carefully selected by the commander of the city
garrison under the authority of Caesar from the
Roman Legion called the CENTURIONS whose
main task is to maintain internal peace and order, to
arrest all violators of law, and to defend and protect
the city of Rome.

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The “Centurions” were recognized as the exclusive authority task with the peace and order in the
city (they are used and regarded as both military and paramilitary units for policing purposes.)
Some evidence revealed that in about 100

AD, the Romans established the first
investigative units in Western History,
known as FRUMENTARII.
ENGLAND
a) FRANKPLEDGE SYSTEM/MUTUAL
PLEDGE SYSTEM
- required all males aged 12 and above to
join a group of nine to form a tything the
primary task of the things was to protect
their village from thieves and animals
- members of the tything are called a tythingmen
- a CONSTABLE served as a leader of ten tything
- 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.
EARLY POLICING SYSTEM (The History of Policing)

1. Anglo-Saxon period (871-899)
2. Norman period of policing (1066-1285)
3. Westminster period of policing (1285-1500)
4. Modern policing system
POLICE DEVELOPMENT IN ANGLO-EUROPEAN SOCIETY (The Anglo – Saxon Period 871-899)

The fall of the Roman Empire in 395 A.D. had
brought about centuries of bitter war among the nations
which were formerly under the empire and the other
groups of people who were against the empire. All gains
in terms of social order, government and laws were
obliterated. On fifth and sixth centuries, German tribes
known as Angles and Saxons poured into England as
conquerors bringing them new ideas and forms of
government which would radically transform the history
of law enforcement.
Anglo-Saxon king Alfred the Great (872-901)

- established the most important development in
law enforcement system for the period.
- He formulated a new legal code or dooms which specified the penalties to be leveled for
particular offenses, and sought to place the burden of keeping the peace squarely on the back of the
citizenry through the mutual pledge system.

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ANGLO-SAXON PERIOD (871-899)

1. Tun Policing System
- Tun is the forerunner of the word“town”. Under this
system all male residents are required to guard the town to
preserve the peace maintain order, and protect life and
property from harm and disturbance.
- Each Tun was subdivided into a number of ten-
family called tithings(tything). Every abled-bodied male from
12 years and above was required by law to attach himself to
a tithing, which was held strictly accountable for the conduct
of all of its members.
- Accordingly, the tithing man (tything men), the
elected head of the tithing must mobilize his group for pursuit
and apprehension of a criminal who had committed an offense.
This process, known as the “hue and cry”, or equivalent to citizen’s arrest today.
2. HUE and Cry

- This was a system of apprehending criminal which the victim goes to the middle of the street and
shouts, calling all males to assemble. The victim will report his complaint to the assembly and the
whereabouts of the perpetrator. They would then proceed to locate and apprehend the culprit and
subjected to trial.
As the organization became bigger and complex, there

gradually emerged a larger unit known as hundred. Each
hundred consisted of ten tithings and was presided over by a
reeve, while the take of maintaining and equipping its ranks
was done by the comes stabuli or constable (horse master).
Still a large enforcement unit appeared known as the shire,
which was jurisdiction over an area equal to a country and
place under the authority of a new official known as the shire-
reeve (the predecessor of the modern day and historical
sheriff). The shire-reeve assumed the duties of collecting
taxes and generally acting in the crown’s interest, as well as
enforcing the laws.
3. The Royal Judge

- Appointed to conduct criminal investigation and impose punishment which usually fits to the crime
committed.
- a person who conducts criminal investigation & gives punishment. Punishment usually fits the
crime committed.
4. Trial by Ordeal
- A system of determining guilt and innocence in the ancient times which was based on painful test
of skills. It is usually accompanied by harsh punishment. For instance, suspects were required to place
their hands in boiling oil or water. When not hurt, suspect should be acquitted, when hurt it is indicated the
suspect’s guilt & the suspect should be placed on punishment.
THE NORMAN PERIOD (1066-1285)
1. Shire- Reeve System

- At the time of William Norman,England was divided into 55 military districts known as the Shire-
Reeve. Shire was the district, Reeve was the ruler who makes law, pass judgment and impose
punishment, with the assistance of the Constable.

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2. The Travelling Judge

- A person responsible for passing judgment taken from the Shire-Reeve for the abuses committed
by the Reeves.
- one responsible of passing judgment, which was taken from the Shire-Reeve in view of some
abuses by the Reeves.
3. Leges Henri
- During the time King Henry I, the following were established:
a) Offenses were considered as a committed against the king and individual;
b) Police men were regarded public officials;
c) Police and citizens have the broad power to arrest; and
d) A grand jury was created to inquire on the facts of the law.
4. The Magna-Carta
- Laws enacted upon the demand of the Knights of the Round Table which the King compelled to
sign.
Examples of which are the following:
a) No freemen shall be taken or imprisoned, disposed or outlawed except by legal
judgment of his peers;
b) No persons should be tried for murder unless there is the body of the victim; and
c) The establishment of the national and local government as well as legislation.
THE WESTMINSTER PERIOD (1285-1500)

1. The Statute of 1295
- This law prescribes the closing of the gates of London at Sundown. It was the beginning of
Curfew Systems.
2. Justice of the Peace

- A position in the government that gives a person the power to arrest, pursue and impose
imprisonment.
3. The Star Chamber Court
- A special court which try offenses against the state.
MODERN POLICING SYSTEM s(The Beginning of the Modern Policing System)
1. 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.
2. METROPOLITAN POLICE OF ACT 1829
“The police are the public and the public are the police.” –
Robert Peel
Sir Robert Peel

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The founder and leader of the Conservative Party, Sir Robert Peel served as British prime minister
for four months in 1834 and 1835 and again from 1841 to 1846. As home secretary in 1829, he
reorganized the London police, who have been called “bobbies” after his first name since that time.
- In 1829, Sir Robert Peel introduced the Metropolitan
Police Act which was passed by the Parliament of England.
- This is milestone of England’s police force. For his contribution to the modernization of the police
force, Sir Robert Peel was regarded as the Father of Modern PolicingSystem.
- 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.
 Peel’s Concepts of Policing

According to Peel, the police should be:
1. Organized along military lines;
2. Screened and trained;
3. Hired on a probationary basis;
4. Deployed by time and area;
5. Accessible to the people; and
6. Record-keeping is essential
 Principles of Law Enforcement Advocated by Sir Robert

Peel
1. Prevention of Crime is the basic mission of the police.
2. Police must have the full respect of the citizenry.
3. A citizen’s respect for law develops his respect for the police.
4. Cooperation of the public decreases as the use of force increases.
5. Police must render impartial enforcement of the law.
6. Physical force is used only as a last resort.
7. The police are the public and the public are the police.
8. The police represent the law.
9. The absence of crime and disorder is the test of police efficiency.
FRANCE- 16th century

- During the day of the Roman Empire, France was the Roman province of Gaul. The French
seemed to expand through Augustus Caesar’s idea of police by giving them very wide powers including
such duties as price control, welfare, public morals, and even sitting in judgments of offenders. The police
handled duties that we consider as civil matters. Their power comes directly from the king and not from the
community.
- The city of Paris in 16th century organized
two patrols, namely the citizen’s night guards and the royal guards. The French police were responsible
for conceiving street signs, house numbers, street lighting, emergency rescue services, and a system of
police ambulance. They also founded children’s hospitals and school for the poor and even assumed the
duty if finding for the unemployed.
- The position of officers de paix formed in 1971 was the origin of the present day peace officer.
This position came out from the ranks of military. Since only officers and the military wore uniforms, the
major form of identification was a warrant card, which gave the policemen the authority to make arrests,
and was used as combination of loyalty oath and police identification card.
- Louis Mari Debelleyme, appointed prefect or chief of the Paris police in 1828, and formed the
first police organization in March 1829, six months ahead of Robert Peel’s metropolitan police. These

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uniformed policemen were called sergeants de ville, meaning “servants of the city.” They wore tall
cocked hats and blue uniforms. Their weapons were canes during daytime and sabers or swords at night
time.
Note:
- Paris had 2 patrols:
a. Citizen Night Guard
b. Royal Guard
- In truth, the French were the first to establish a group of uniformed police officers which is called
Sergent De Ville (Servant of the City) which was organized 6 months earlier before the creation of Metropolitan
Police Force in London.
UNITED STATES OF AMERICA

- Most concepts of policing in the United States were
patterned from those formulated in England. The country’s
policing concept in the northern states were the watch or
constable system, while that of the southern part was the
sheriff system.
- Boston formed the first night watch in 1636. New
York formed the ralewatch or ralle watch. Philadelphia set
up a system of obliged duty where citizens served as the
watchmen. Generally, the American watchmen were called
leatherheads because they wore varnished leatherheads or
hats.
- New York organized the first modern American
police force in 1845 based on the English metropolitan police
system. The enforcement of their laws was based on the legal concept of posse comitatus (the power of
the state to summon assistance in enforcing the law). To assist in law enforcement, the New York police
used the methods of posting wanted posters and using bounty hunters. The bounty hunters tracked down
wanted criminals, especially those wanted “dead or alive” and they were often shot by ambush.
- The modern period of policing began in 1920 when automobile patrol and radio communications
were used in New York.
- It was around 1960s when the Americans first introduced its own concept of crime prevention,
utilizing an improved version of the British innovation. In 1971
, a decade after the introduction of crime prevention programs in America, the University of Louisville
successfully established the National Crime Prevention Institute.
Note:
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
US- In Colonial Times

 North- constable system
 South- sheriff system
 Boston, 1636- formed first “Night Watch”
 Philadelphia- system that obligated duty where citizens
served as “Watchmen”
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 American Watchmen were called “Leatherman”, because they wore varnished leather hats
AUGUST VOLLMER (patriarch of police system of US)

 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
Orlando Wilson
 Father of modern police administration (father of police management)
 Classification of police function
HISTORICAL BACKGROUND OF THE PHILIPPINE POLICE SYSTEM
PHILIPPINES
- Policing and police patrol developed from the practice of different tribes.
 Pre-Spanish Regime
 Spanish Regime
 American Regime
 Japanese Regime
Police functions originated from human society of family life to the most developed trend of family
group like states and nations. In the Philippines, Negrito tribes, Tagbanuas and other clans have their own
family rules and regulations which are to be followed by every
member composing the clans.
Like the head of any nation, their desire is to have a peaceful
community in order for them to live harmoniously.
That system or method of preserving harmony among the
individuals of the group is the basis of creating our present police
system, not only here in the Philippines but in all civilized nations in
the world.
Date back to the early 15th century; rulers in the Philippines
were called Sultan, Gat, Datu, Rajah or Hari.
They have their own way of protecting lives and properties of
their own people; they were not united, although their police
functions and organization differ in many forms from our present
police system, yet their primary purpose are the same.
A. Pre-Spanish Regime
- During the pre-Spanish era, the datu was the head and
leader of a barangay or community settlers. He imposed discipline
and punishment, as well as the conduct of government. As the number
of settlers increased, the datu had to appoint certain trustworthy people to keep watch. These people
served as “eyes and ears” of the barangay chief, and made reports to him, not only regarding their
protection, but also regarding suspicious outsiders infiltrating within the settlement.
- Headman or tribe leaders mandate all male residents in the village to protect their crop from wild
animals.
B. Spanish Regime
- Police functions during the Spanish Regime consist mainly of
the following:
(a) the suppression of brigandage by patrolling
unspecified areas;

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(b) the detection of local or petty uprisings by spying upon the work and movements of the
people; and
(c) the enforcement of tax collection including church revenues.
- Police force was considered part of the military system by the
Spanish Government.
1. Carabineros de SeguridadPublica/Publico(Mounted Police)

- It was established on 1712.
- Armed with carbines, this police body was organized for the
purpose of carrying out the regulations of the department of State.
- It is responsible in carrying out the policies of the Spanish
government.
- They were members of the Spanish militia or rifleman.
2. Guardrilleros (Cuardillo)
- It was created by virtue of Royal Decree of January 8, 1836.
- It was a body of police organized in each town during the Spanish
Regime. The Royal
Decree which established it provided that five percent (5%) of the able-bodied male inhabitants of each
province was to be enlisted in this organization for three years.
- The duties consisted of maintaining peace and order in the towns, patrolling, guarding the tribunal
and prison cells, and other odd duties in the town. Each members of the organization in each town were
formed into company.
- Administered like a military unit, having officers of different ranks and enlisted men of different
grades.
3. Cuerpo de Carabineros de Seguridad Publico

- It was established on December 20, 1842 which changed the name of the Carabineros to
Cuerpo de Carabineros de Seguridad Publico.
- Its specific duties were watching and guarding the custom houses, rivers, seacoasts, tobacco
warehouses and the prevention of entry of contraband.
- It developed into a more special kind of police for land and sea.
4. Guardia Civil
- Police organization created by virtue of a royal decree on
February 12, 1852.
- This police institution was created to partially relieve the
colonial army troops of their work in policing the towns. But since those
duties were not wholly police in nature, it did not advance the
development of the local police. On the contrary, being a part of the
army in fact, it strengthened the old doctrine of military control in civil
affairs. It was very military in organization and control in the same way
that the Philippine Constabulary is built and administered.
- As a national police body the Guardia Civil was instrumental in
checking highway robbery to a certain extent.
- It consisted of Filipino Policemen (mestizos, indios, and
Spaniards) organized originally in each provincial capitals of the central
provinces of Luzon.
C. American Regime(American Occupation)

- The Americans are credited for creating the Philippine
Constabulary, the principal instrument of the civil authorities for the
maintenance of peace and order. The PC began as a small unit—the Insular
Force in 1901.

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The Americans established the United States Philippine Commission headed by General William
Howard Taft as its first governor-general on July 1901.
- During this time Manila fell into the Americans, the city was placed under military rule. All powers
of the government were vested upon the Military Governor and his representatives.
- Philippine Division issued General Order No. 43 on August 8, 1899 vesting in the “Lieutenant of
Police the powers to arrest or order the arrest of persons violating city ordinances, disturbing the peace or
accused of a crime.” The Lieutenant of the Police is equivalent of our police station commanders at
present. The local police was organized for pacification duties and as adjunct to the military.
Metropolitan Police Force of Manila

- On January 9, 1901, the Metropolitan Police Force of Manila was organized pursuant to Act
No. 70 of the Taft Commission.
Insular Constabulary
- Upon termination of the Filipino-American War,
ThePhilippine Commission was established. To pursue
further pacification in the provinces, the Commission
passed Act No. 175on July 18, 1901 entitled. “An Act
Providing for the Organization and Government of
Insular Constabulary and for Inspection of the
Municipal Police”. And thus the Philippine Constabulary
was born; the local police force continued to exist, under
“inspection “of the Insular Constabulary.
- OnJuly 31, 1901, Act No. 183 was passed creating

the Metropolitan Police District.
- Capt. George Eastman Curry – the first chief of police of the
Manila Police Department in 1901.
- Capt. Columbus Piatt – last American police chief in manila
- Col. Antonio C Torres – First Filipino Police Chief
Philippine Constabulary
- Act No 255– the act that renamed the Insular Constabulary into Philippine Constabulary,
enacted on October 3, 1901.
- The Constabulary was the national police institution for preserving the peace, keeping order, and
enforcing the law as provided under Section 825 of the Revised Administrative
Code of 1917. Its police nature was expressly and clearly stated in Section1 of
Act No. 175, the Organic Act creating the Constabulary.
- Capt. Henry T. Allen, first chief of Police of Philippine Constabulary.
- Brig. General Rafael Crame– First

Filipino PC chief (Dec. 1917)
D. Japanese Regime (Japanese Occupation Period)

- The Japanese occupation of the Philippines had brought about terrors and fears among the
Filipino people. Enforcement of the laws was done by the Japanese Imperial Army but mainly by the
Japanese secret police known as Kempetai on January 2, 1942.
- The main function of the Kempetai was the identification, location and arrest of Filipino guerillas
including their supporters. The Kempetai was the most feared unit of the Japanese army because of their
brutality in enforcing their functions.

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- They were usually helped by Filipino traitors who were made to identify guerillas and
sympathizers while their head were covered by a bag or cloth with openings for their eyes.
Post-World War (Post War Period)

- The defeat of the Japanese Imperial Army
brought about the re-establishment of the Philippine
Commonwealth. The Americans slowly handed down the
governance of the Philippines to the Filipinos by
appointing Filipino officials in the national and local levels
of the government.
- The Philippine Constabulary was revived on July
1, 1947. About 12,000 officers and men were withdrawn
from the Military Police Command and transferred to the
Department of Interior and constituted the National Police Force designated in the Philippine Constabulary.
- In addition to, the Philippine Constabulary was then separated from the Army and was created by
operation of the law as one of the major service of the Armed Forces of the Philippines upon the
assumption of Brig. Gen. Manuel Cabal as Chief of Staff. Its main task is to maintain the internal peace
and security of the nation. Since then, the Philippine Constabulary, consisting of the proud and elite
graduates of the Philippine Military Academy assumed the responsibility to oversee the internal peace and
order of all the regions, provinces, cities and municipalities nationwide with implied authority.
- The Bureau of Investigation was created under Republic Act No. 157 on June 19, 1947 as a
modification of the Division of Investigation under the Department of Justice.
- Republic Act No. 2678 enacted on 1960, as provided the expansion and reorganization of the
National Bureau of Investigation and transformed the bureau into an investigative body and a research
service agency at the same time.
PHILIPPINE REPUBLIC
-In July 4, 1946, the Philippines were granted its independence by the American government.
Although present historians calls this as the second Philippine Republic after they recognized the short-
lived Philippine Republic proclaimed by Gen. Emilio Aguinaldo in Kawit, Cavite on June 12, 1898; yet the
American system of governance remained in the Philippines after the American left. Inherited also the two
types of policing which were national and local in jurisdiction. The PC, although still under the Armed
Forces of the Philippines, and therefore Military in nature was considered as a national police pursuant to
Commonwealth Act No. 343 dated June 23, 1938 and Executive Order No. 389 dated December 13,
1940, while the cities and municipalities had their own police forces whose jurisdiction were limited to their
respective areas.
- The areas of standards in the selection of policemen in the local government coupled with their
absolute power of the mayor to appoint whoever he likes to become his policemen had created more
problems to the local government in terms of law enforcement. Corruptions, brutal used of force in
enforcement of the laws were common among the police forces. The use of the police as goons during
elections was a common practice among the elected officials because most of the appointed policemen
owned their loyalty to appointing authority, the mayor.
- The police reformation and professionalization started after the enactment of Police Actof 1966
(Republic Act No. 4864) on September 8, 1966. The main objective of this act is to improve the efficiency
of the police performance. Under the law, the National Police Commission (NAPOLCOM) was created to
oversee the police function.
- The said law was passed and approved by Congress with end in view of professionalizing police
service which serves as the Code of all local police departments in the country, some of its pertinent
provisions read:
Sec. 2. Purposes. – It is hereby declared to be the policy and purpose of this Act to achieve and attain
high degree of efficiency with the end in view that peace and order may be maintained more effectively
and the laws enforced with more impartiality. It is also the object of this Act to place the local police service
on a professional level.

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- One of the most significant provisions of R.A. 4864 is section 7 which specifically define the
duties of peace officers expressly provides, that:
sec. 7. Duties of Peace Officers. – All members of the police agency shall be peace officers. It shall be
their duty to preserve peace and order; prevent the commission of crimes, protect life, liberty and property;
and arrest all violators of laws and ordinances within their jurisdiction. They shall exercise the general
powers to make arrest, searches and seizures in accordance with the law. They shall detain and arrest a
person only within the period prescribed by law.
- By virtue of this provision, the local police agencies were expressly granted the authority in law as
peace officers to lawfully exercise general police powers limited within its respective jurisdiction.
- On September 21, 1972, Proclamation No. 1081 was declared and Martial Law imposed
throughout the country.
- Consequently, military officers from the Philippine Constabulary were designated as Officers-In-
Charge of the respective police department of the different cities and municipalities and took control of the
supervision, administration and operation thereof.
- The unification of the Philippine Constabulary and the Integrated National Police occurred after
the Marcos regime. Republic Act No. 6975 was signed into law on December 13, 1990 by then President
Corazon C Aquino. It provided the unification of the local and national police, comprised by the Philippine
Constabulary and Integrated National Police, into the Philippine National Police to establish only one police
organization that is national in scope and civilian in character. This is in conformity with the
constitutional mandate as provided under Sec. 6, Article 16, of the 1987 Philippine Constitution.
- The law was amended on February 25, 1998 by virtue of Republic Act No. 8551 (The
Philippine National Police Reform and Reorganization Act of 1998). To date, this law governs the
Philippine National Police organization it aimed to provide an effective and efficient police organization and
also the professionalization in the performance of their functions.

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Evolution of Policing in the Philippines (Diagram)

CSP – 1712
G – Royal Decree on January 8, 1836
CCSP – Dec. 20, 1842
GC – Feb. 12, 1852
MPF – Act No. 70, Jan. 9, 1901
IC – Act No. 175, July 18, 1901
MPD – Act. 183, July 31, 1901
IC renamed into PC – Act. 255, Oct. 3, 1901
KEMPETAI – Jan. 2, 1942
POLCOM – R.A. 4864, Sept. 8, 1966
PC INP – P.D. 765. August 8, 1975

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DILG Act of 1990 – R.A. 6975, Dec. 13, 1990
PNP Reform and Reorganization Act of 1998 – R.A. 8551, Feb. 25, 1998
Police Education and Promotion Act of 2009 – RA 9708, August 12, 2009
CHAPTER 2 – CONCEPT OF POLICE ORGANIZATION
THE FOUNDATIONS OF POLICE ORGANIZATION AND MANAGEMENT

CLASSICAL APPROACH
The three primary areas in the development of the classical approach are:
1. Scientific Management (Frederick Taylor, 1856-1915)

Scientific Management sought to discover the best method of performing specific task. Based on
his studies, Taylor believed that if workers were taught the best procedures, with pay tied to output, they
would produce the maximum amount of work.
With respect to this philosophy, the role of management changed abruptly from the earlier use of
the “rule of the thumb” to a more scientific approach, including scientifically selecting, training, and
developing workers, and ensuring that all the work would be done in accordance with scientific principles,
thus scientific management strongly adhered to the formal organization structure and its rules.
2. Bureaucratic Management ((Max Weber, 1864-1920)

The concept of Bureaucracy is generally associated with the work of Max Weber, who was the
major contributor to modern sociology.
He studied the effect of social change in Europe at the end of the 19 th Century and coined the term
BUREAUCRACY to identify the complex organizations that operated on a rational basis.
Weber believed that such an approach was a means of lessening the cruelty, nepotism, and
subjective managerial practices common in the early stages of the Industrial Revolution. (For example, it
was a standard practice to hire relatives regardless of their competence and to allow only individuals of
aristocratic birth to attain high-level positions within government and industry)
Characteristics of Bureaucratic Organization
 Division of labor based on a specified sphere of competence

 Hierarchy of authority where its lower office is under the control and supervision of a higher one.
 Specified set of rules applied uniformly throughout the organization
 Maintenance of interpersonal relationships, because rational decisions can only be made
objectively and without emotions
 Selection and promotion based on competence, not on irrelevant considerations
3. Administrative Management - It emphasizes broad administrative principles applicable to higher

levels within the organization.
Henri Fayol (1841-1945) – in his most influential work “Industrial and General Management”, 14
principles of efficient management was identified.
 Division of Work - work specialization can increase efficiency with the same amount of effort.

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 Authority and Responsibility – authority includes the right to command and the power to
require obedience; one cannot have authority without responsibility.
 Discipline – Discipline is necessary for an organization to function effectively, however, the
state of the disciplinary process depends upon the quality of its leaders.
 Unity of Command - employee should receive orders from one superior only.
 Unity of Direction – there should be one manager and one plan for a group of activities that
have the same objective.
 Subordination of individual interest to general interest – the interest of one employee or
group of employees should not take precedence over those of the organization as a whole.
 Remuneration of Personnel – compensation should be fair to both the employee and the
employer.
 Centralization – the proper amount of centralization depends on the situation. The objective is
to pursue the optimum utilization of the capabilities of personnel
 Scalar Chain – the hierarchy of authority is the order of ranks from the highest to the lowest
levels of the organization. Besides this vertical communication should also be encourage as
long as the managers is in the chain are kept informed.
 Order – materials and human resources should be in the right place at the right time;
individuals should be in jobs or position that suits them.
 Equity – employees should be treated with kindness and justice
 Stability of personnel tenure - an employee needs time to adjust to a new job and reach a
point of satisfactory performance; high turnover should be avoided.
 Initiative – the ability to conceive and execute a plan (through initiative and freedom) should
be encouraged and developed throughout all levels of the organization.
 Espirit de Corps –“union” Unity is strength; Harmony and teamwork are essential to effective
organizations.
4. Gulick and Urwick (1920-1937) - Pioneers of “The Science of an Administration” (1937). In this
book, they have described the major functions of administration using the acronym POSDCRB.
1. Planning – working out in broad outline the things that need to be done and the methods for
doing them to accomplish the purpose set for the enterprise.
2. Organizing – establishment of the formal structure of authority through which work
subdivisions are arranged, defined, and coordinated for the define objective.
3. Staffing – personnel function of bringing in and out training the staff and maintaining the staff
the favorable conditions of work. Filling the organization with the right people and right position.
4. Directing – task of making decisions and embodying them in specific and general orders and
instructions and serving as the leader of the enterprise
5. Coordinating - the all-important duty of interrelating the various parts of the work.
6. Reporting – is keeping those to whom the executive is responsible informed as to what is
going on, which thus includes keeping himself and his subordinates informed through records
research and inspection.
7. Budgeting – with all that goes of budgeting in the form of fiscal planning, accounting, and
control
HUMAN RELATIONS APPROACH
Elton Mayo (the Hawthorne study)

The results of Hawthorne experiment contradicted the traditional views of management
emphasized by the classical theorists and led to the behavioral approach emphasizing concern for the
workers. The study suggests that when special attention is paid to employees by management, productivity
is likely to increase regardless of changes in working conditions. This phenomenon was labeled the
“Hawthorne effect”.
BEHAVIORAL SCIENCE APPROACH

In order to be classified as behavioral science, a field must:

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 Deal with human behavior
 Study its subject matter in a scientific manner
The behavioral science approach utilizes scientific method as the foundation for testing and
developing theories about human behavior in organizations that can be used to guide and develop
managerial policies and practices.
Contributors to this approach are:
1. Abraham Maslow (Maslow’s hierarchy of needs theory) - 1940
2. D. McGregor (McGregor’s Theory X and Y)
Theory X assumes that people have little ambition, dislike work, and must be coerced in order to
perform satisfactorily. Theory Y assumes that people do not inherently dislike work and if properly
rewarded, especially satisfying esteem and self-actualization needs, will perform well on the job.
Theory X Assumptions
 The average person inherently dislikes work and will try to avoid it
 Most people must be coerced, controlled, directed, and threatened with punishment to get them to work towards
organizational goals
 The average person prefers to be directed, wants to avoid responsibility, has relatively little ambition, and seeks security
above all.
Theory Y Assumptions
 Work, whether physical or mental, is as natural as play or rest, and most people do not inherently dislike it
 External control and threat of punishment are not the only means of bringing about effort toward organizational goals,
people will exercise self-direction and self-control when they are committed
 Commitment to goals is a function of the rewards made available
 An average person learns, under proper conditions, not only to accept but to seek responsibility
 Ability to exercise a high degree of creativity in the solution of problems
Theory X and Y: Importance to the Police Manager

Police managers who believe in theory X will set up strict controls and attempt to motivate workers
strictly through economic incentives. Employees are most likely to respond in an immature manner that
reinforces the manager’s assumption.
By contrast, police managers who believe in theory Y will treat employees in a mature way by
minimizing controls, encouraging creativity and innovation and attempt to make work more satisfying high
order needs.
Extensive researches (like those of Likert, 1967) have concluded that managerial system should
shift to Theory Y assumptions to make better of human resources and enhance both the effectiveness
and efficiency of organizations. This approach help managers to develop a broader perspective on
workers and the work environment, especially regarding alternative ways of interacting with police
officers and of recognizing the potential impact of higher level needs in job performance.
CONTEMPORARY APPROACH
This is the movement towards quality management. Theorists have incorporated the influences of
the behavioral science and other earlier school of thoughts.
1. The System Theory - It simply means that all parts of a system are interrelated and
interdependent to form the whole. A system is composed of elements or subsystems that are
related and dependent upon one another. When these subsystems are in interaction with one
another, they form a unitary whole.
2. The Contingency Theory – This approach recognizes that many internal and external
environmental variables affect organizational behavior. In this case, there is no best way for
structuring and managing diverse types of organizations. So the underlying theme of this theory is

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that it all depends on a particular situation. The task of managers then is to determine in which
situations and at what times certain methods or techniques are the most effective. In this way, the
approach is more pragmatic although it encompasses relevant concepts of both classical and
behavioral theories.
3. Theory Z and Quality Management - Important emerging perspectives include Theory Z and
Quality Management, focused on the Japanese management practices. The emergence of Total
Quality Management (TQM) practices – a customer oriented approach and emphasizes on both
human resources and quantitative methods in an attempt to strive towards continuous
improvement.
PRINCIPLES OF POLICE ORGANIZATION

Police organizations are either formal or informal. Formal organizations are highly structured while
informal organizations are those without structures.
Every formal police organization whether small or large are governed by the following principles:
1. Principle of Unity of Objectives - an organization is effective if it enables the individuals to
contribute to the organization’s objectives.
2. Principle of Organizational Efficiency – organization structure is effective if it is structured in
such a way to aid the accomplishment of the organization’s objectives with a minimum cost.
3. Scalar Principle – shows the vertical hierarchy of the organization which defines an unbroken
chain of units from top to bottom describing explicitly the flow of authority. The scalar principles
are:
a. Line of Authority and Chain of Command - This principle of organization suggests that
communications should ordinarily go upward through established channels in the hierarchy.
Diverting orders, directives, or reports around a level of command usually has disastrous
effects on efficiency of the organization.
b. The Span of Control of a supervisor over personnel or units shall not mean more than
what he can effectively direct and coordinate. In span of control, levels of authority shall be
kept to a minimum.
- the maximum number of subordinates at a given position that superior can
supervise effectively.
c. The Delegation of authority shall carry with it a commensurate authority and the person
to whom the authority is delegated shall be held accountable therefore. It implies that
delegation must carry with it appropriate responsibility.
d. The Unity of Command -explains that subordinates should only be under the control of
one superior.
4. Functional Principle – refers to division of work according to type, place, time and specialization.
5. Line and Staff – implies that a system of varied functions arrange into a workable pattern. The line
organization is responsible for the direct accomplishment of the objectives while the staff is
responsible for support, advisory or facilitative capacity.
6. Principle of Balance – states that the application of principles must be balanced to ensure the
effectiveness of the structure in meeting organization’s objectives.
7. Principle of Delegation by Results – states that authority delegated should be adequate to
ensure the ability to accomplish expected results.
8. Principles of Absoluteness of Responsibility – explains that the responsibility of the
subordinates to their superior for performance is absolute and the superior cannot escape
responsibility for the organization on activities performed by their subordinates.
9. Principle of Parity and Responsibility – explains that responsibility for action cannot be greater
than that implied by the authority delegated nor should it be less.
10. Authority Level Principle – implies that decisions within the authority of the individual commander
should be made by them and not be returned upward in the organizational structure.
11. Principle of Flexibility – means that the more flexible the organization, the more it can fulfill its
purpose.

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IMPORTANT PROVISIONS OF R.A. 6975 RELATIVE TO POLICE ORGANIZATION
Republic of the Philippines

Congress of the Philippines
Metro Manila
Eight Congress
REPUBLIC ACT NO. 6975 December 13, 1990
AN ACT ESTABLISHING THE PHILIPPINE NATIONAL POLICE UNDER A REORGANIZED
DEPARTMENT OF THE INTERIOR AND LOCAL GOVERNMENT, AND FOR OTHER PURPOSES
Be it enacted by the Senate and House of Representatives of the Philippines in Congress

assemble:
SECTION 1. Title of the Act. — This Act shall be known as the “Department of the Interior and Local
Government Act of 1990.”
SECTION 2. Declaration of Policy. — It is hereby declared to be the policy of the State to promote peace
and order, ensure public safety and further strengthen local government capability aimed towards the
effective delivery of the basic services to the citizenry through the establishment of a highly efficient and
competent police force that is national in scope and civilian in character. Towards this end, the State shall
bolster a system of coordination and cooperation among the citizenry, local executives and the integrated
law enforcement and public safety agencies created under this Act.
The police force shall be organized, trained and equipped primarily for the performance of police
functions. Its national scope and civilian character shall be paramount. No element of the police force shall
be military nor shall any position thereof be occupied by active members of the Armed Forces of the
Philippines.
SECTION 3. Promulgation of Comprehensive Policies by Congress. — Subject to the limitations

provided in the Constitution, the President shall recommend to Congress the promulgation of policies on
public order and safety to protect the citizenry from all forms of lawlessness, criminality and other threats to
peace and order.
CHAPTER I
THE DEPARTMENT OF THE INTERIOR AND LOCAL GOVERNMENT
SECTION 4. The Department of the Interior and Local Government. — To carry out the policies and
purposes of this Act, the Department of Local Government is hereby reorganized into the Department of
the Interior and Local Government, hereinafter referred to as the Department, in accordance with the
provisions of this Act.
SECTION 5. Powers and Functions of the Department. — In furtherance of the objectives of this Act,
the Department shall continue to exercise the powers and functions of the Department of Local
Government in addition to the powers and functions as herein provided.
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

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(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.

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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.
SECTION 11. Regional Offices. — The Department shall establish, operate and maintain a regional office
in each of the administrative regions of the country to implement the policies and programs of the
Department. Each regional office shall be headed by a regional director to be assisted by two (2) assistant
regional directors: one (1) for jail management and penology and another for fire protection in addition to
the present assistant regional directors of the Department of Local Government.
SECTION 12. Relationship of the Department with the Department of National Defense. — During a
period of twenty-four (24) months from the effectivity of this Act, the Armed Forces of the Philippines (AFP)
shall continue its present role of preserving the internal and external security of the State: Provided, That
said period may be extended by the President, if he finds it justifiable, for another period not exceeding
twenty-four (24) months, after which, the Department shall automatically take over from the AFP the
primary role of preserving internal security, leaving to the AFP its primary role of preserving external
security. However, even after the Department has assumed primary responsibility on matters affecting
internal security, including the suppression of insurgency, and there are serious threats to national security
and public order, such as where insurgents have gained considerable foothold in the community thereby
necessitating the employment of bigger tactical forces and the utilization of higher caliber armaments and
better armored vehicles, the President may, upon recommendation of the peace and order council, call
upon the Armed Forces of the Philippines to assume the primary role and the Philippine National Police
(PNP) to play the supportive role in the area concerned.
In times of national emergency, all elements of the PNP, the Bureau of Fire Protection, and the
Bureau of Jail Management and Penology shall, upon direction of the President, assist the Armed Forces
of the Philippines in meeting the national emergency.
The complementary relationship between the Department of the Interior and Local Government
and the Department of National Defense in any of the preceding eventualities shall be jointly prescribed by
their respective Secretaries in a memorandum of agreement that shall thereafter be published and
implemented.
CHAPTER II
THE NATIONAL POLICE COMMISSION
SECTION 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 a collegial body within the Department. It
shall be composed of a Chairman and four (4) regular commissioners, one (1) of whom shall be
designated as Vice-Chairman by the President. The Secretary of the Department shall be the ex-officio
Chairman of the Commission, while the Vice-Chairman shall act as the executive officer of the
Commission.
SECTION 14. Powers and Functions of the Commission. — The Commission shall exercise the
following powers and functions:
(a) Exercise administrative control over the Philippine National Police;
(b) Advise the President on all matters involving police functions and administration;
(c) Foster and develop policies and promulgate rules and regulations, standards and procedures to
improve police services based on sound professional concepts and principles;

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(d) 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;
(e) Prepare a police manual prescribing rules and regulations for efficient organization,
administration, and operation, including recruitment, selection, promotion and retirement;
(f) Establish a system of uniform crime reporting;
(g) Conduct surveys and compile statistical data for the proper evaluation of the efficiency and
effectiveness of all police units in the country;
(h) Render to the President and to 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;

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(i) Approve or modify plans and programs on education and training, logistical requirements,
communications, records, information systems, crime laboratory, crime prevention and crime reporting;
(j) 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;
(k) Exercise appellate jurisdiction through the regional appellate boards over administrative cases
against policemen and over decisions on claims for police benefits;
(l) Recommend to the President, through the Secretary, within sixty (60) days before the
commencement of each calendar year, a crime prevention;
(m) Prescribe minimum standards for arms, equipment, and uniforms and, after consultation with
the Philippine Heraldy Commission, for insignia of ranks, awards and medals of Honor;
(n) 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; and
(o) Perform such other functions necessary to carry out the provisions of this Act and as the
President may direct.
SECTION 15. Qualifications. — No person shall be appointed regular member of the Commission unless:

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(a) He is at least thirty-five (35) years of age;
(b) A member of the Philippine Bar or a holder of a master’s degree in public administration,
business administration, management, sociology, criminology, law enforcement, national security
administration, defense studies, and other related discipline; and
(c) Has had experience in law enforcement work for at least five (5) years.
SECTION 16. Term of Office. — The four (4) regular and full-time Commissioners shall be appointed by
the President upon the recommendation of the Secretary. Of the first four (4) commissioners to be
appointed, two (2) commissioners shall serve for six (6) years and the two (2) other commissioners for four
(4) years. All subsequent appointments shall be for a period of six (6) years each, without reappointment or
extension.
SECTION 17. Temporary or Permanent Incapacity of the Chairman. — In case of absence due to
temporary or permanent incapacity of the Chairman, the President shall designate an Acting Chairman. In
case of death or permanent incapacity or disqualification of the Chairman, the Acting Chairman shall also
act as such until a new Chairman shall have been appointed and qualified.
SECTION 18. Removal from Office. — The members of the Commission may be removed from office for
cause. All vacancies in the Commission, except through expiration of term, shall be filled up for the
unexpired term only: Provided that any person who shall be appointed in this case shall be eligible for
regular appointment for another full term.
SECTION 19. Prohibitions. — The Chairman and members of the Commission shall not engage in the
practice of any profession, or intervene, directly or indirectly, in the management and control of any private
enterprise. They shall not, directly or indirectly, have any financial or material interest in any transaction
requiring the approval of their office.
SECTION 20. Organizational Structure. — The Commission shall consist of the following units:
(a) Commission Proper. — This is composed of the offices of the Chairman and the four (4)
commissioners.
(b) Staff Services. — The staff services of the Commission shall be as follows:
(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;
(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 Administrative Service, which shall provide the Commission with assistance on
budgetary and financial matters; 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;
(5) The Inspection and Monitoring Service, which shall conduct continuous inspection and
management audit of personnel, facilities and operations at all levels of command of the PNP and
shall monitor the implementation of the Commission’s programs and projects relative to law
enforcement; and

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(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.
(c) Disciplinary Appellate Boards. — The Commission shall establish 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 Law Enforcement Board
(PLEB) created hereunder.
SECTION 21. Regional Offices. — The Commission shall establish, operate and maintain regional offices
headed by regional directors who shall implement the policies and programs of the Commission in their
respective regions. For administrative purposes, the regional offices of the Commission shall be attached
to the general offices of the Department.
Subject to the standards that shall be prescribed by the Commission, the regional offices shall
likewise perform the functions of adjudication of benefit claims.
SECTION 22. Qualifications of Regional Directors. — No person shall be appointed regional director
unless:
(a) He is at least thirty (30) years of age;
(b) A holder of a baccalaureate degree and appropriate civil service eligibility; and
(c) Has at least five (5) years experience in the field of law enforcement, criminology or police
administration.
CHAPTER III
A. THE PHILIPPINE NATIONAL POLICE ORGANIZATION
SECTION 23. Composition. — Subject to the limitations provided for in this Act, the Philippine National
Police, hereinafter referred to as the PNP, is hereby established, initially consisting of the members of the
police forces who were integrated into the Integrated National Police (INP) pursuant to Presidential Decree
No. 765, and the officers and enlisted personnel of the Philippine Constabulary (PC). For purposes of this
Act, the officers and enlisted personnel of the PC shall include those assigned with the Narcotics
Command (NARCOM) or the Criminal Investigation Service (CIS); and those of the technical services of
the AFP assigned with the PC and the civilian operatives of the CIS. The regular operatives of the
abolished NAPOLCOM Inspection, Investigation and Intelligence Branch may also be absorbed by the
PNP. In addition, a PC officer or enlisted personnel may transfer to any of the branches or services of the
Armed Forces of the Philippines in accordance with the provisions of Section 85 of this Act.
In order to be qualified for transfer to the PNP units in Metropolitan Manila and in highly urbanized
cities, an individual must have completed not less than second year collegiate work or its equivalent in
training of seventy-two (72) collegiate units.
Anyone who has any pending administrative or criminal case or has been adjudged liable or
convicted of any crime pending appeal shall be allowed to join the PNP provisionally without prejudice to
final judgment by a body of competent jurisdiction.
The permanent civilian employees of the present PC, INP, Narcotics Command, CIS, and the
technical services of the AFP assigned with the PC, including NAPOLCOM hearing officers holding regular
items as such, shall be absorbed by the Department as employees thereof, subject to existing laws and
regulations.
SECTION 24. Powers and Functions. — The PNP shall have the following powers and functions:
(a) Enforce all laws and ordinances relative to the protection of lives and properties;
(b) Maintain peace and order and take all necessary steps to ensure public safety;

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(c) Investigate and prevent crimes, effect the arrest of criminal offenders, bring offenders to justice
and assist in their prosecution;
(d) Exercise the general powers to make arrest, search and seizure in accordance with the
Constitution and pertinent laws;
(e) Detain an arrested person for a period not beyond what is prescribed by law, informing the
person so detained of all his rights under the Constitution;
(f) Issue licenses for the possession of firearms and explosives in accordance with law;
(g) Supervise and control the training and operations of security agencies and issue licenses to
operate security agencies, and to security guards and private detectives, for the practice of their
professions; and
(h) Perform such other duties and exercise all other functions as may be provided by law.
In addition, the PNP shall absorb the office of the National Action Committee on Anti-Hijacking (NACAH) of
the Department of National Defense, all the functions of the present Philippine Air Force Security
Command (PAFSECOM), as well as the police functions of the Coast Guard. In order to perform its powers
and functions efficiently and effectively, the PNP shall be provided with adequate land, sea, and air
capabilities and all necessary material means of resources.
SECTION 25. Organization. — The PNP shall be headed by a Chief who shall be assisted by two (2)
deputy chief, one (1) for operations and one (1) for administration, both of whom shall be appointed by the
President upon recommendation of the Commission from among the most senior and qualified officers in
the service: Provided, however, That in no case shall any officer who has retired or is retirable within six (6)
months from his compulsory retirement age be appointed as Chief of the PNP. The PNP shall be
composed of a national office, regional offices, provincial offices, district offices, city or municipal stations.
At the national level, the PNP shall maintain its office in Metropolitan Manila which shall house the
directorial staff, service staff and special support units.
At the regional level, the PNP shall have regional offices, including that of the National Capital Region,
which may be divided into two (2) separate regions without prejudice to the pertinent provisions of the
Organic Act for the Autonomous Regions of the Cordilleras and Muslim Mindanao relative to the creation of
a regional police force in the area of autonomy. Each of these regional offices shall be headed by a
regional director for peace and order.
At the provincial level, there shall be a PNP office, each headed by a provincial director. In the
case of large provinces, police districts may be established by the Commission to be headed by a district
director.
At the city or municipal level, there shall be a PNP station, each headed by a chief of police.
The Chief of the PNP shall, within sixty (60) days from the effectivity of this Act and in accordance
with the broad guidelines set forth herein, recommend the organizational structure and staffing pattern of
the PNP to the Commission.
SECTION 26. Powers, Functions and term of Office of the PNP Chief. — The command and direction
of the PNP shall be vested in the Chief of the PNP who shall have the power to direct and control tactical
as well as strategic movements, deployment, placement, utilization of the PNP or any of its units and
personnel, including its equipment, facilities and other resources. Such command and direction of the
Chief of the PNP may be delegated to subordinate officials with the respect to the units under their
respective commands, in accordance with the rules and regulations prescribed by the Commission. The
Chief of the PNP shall also have the power to issue detailed implementing policies and instructions
regarding personnel, funds, properties, records, correspondence and such other matters as may be
necessary to effectivity carry out the functions, powers and duties of the Bureau. The Chief of the PNP
shall be appointed by the President from among the senior officers down to the rank of chief
superintendent, subject to confirmation by the Commission on Appointments: Provided, That the Chief of
the PNP shall serve a term of office not to exceed four (4) years: Provided, further, That in times of war or
other national emergency declared by Congress, the President may extend such term of office.

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SECTION 27. Manning Levels. — On the average nationwide, the manning levels of the PNP shall be
approximately in accordance with a police-to-population ratio of one (1) policeman for every five hundred
(500) persons. The actual strength by cities and municipalities shall depend on the state of peace and
order, population density and actual demands of the service in the particular area: Provided, That the
minimum police-to-population ratio shall not be less than one (1) policeman for every one thousand (1,000)
persons: Provided, further, That urban areas shall have a higher minimum police-to-population ratio as
may be prescribed by regulations.
SECTION 28. Rank Classification. — For purposes of efficient administration, supervision and control,
the rank classification of the members of the PNP shall be as follows:
Director General
Deputy Director General
Director
Chief Superintendent
Senior Superintendent
Superintendent
Chief Inspector
Senior Inspector
Inspector
Senior Police Officer IV
Senior Police Officer III
Senior Police Officer II
Senior Police Officer I
Police Officer III
Police Officer II
Police Officer I
SECTION 29. Key Positions. — The head of the PNP with the rank director general shall have the
position title of Chief of the PNP. The second in command of the PNP with the rank of deputydirector
general shall be the Deputy Chief of the PNP for Administration. The third in command with the rank
also of deputy director general shall be the Deputy Chief of the PNP for Operations.
At the national office, the head of the directorial staff with the rank of deputy directorgeneral
shall be known as Chief of the Directorial Staff of the PNP.
The heads of the various staff divisions in the directorial staff shall have the rank of director with
the position title of Director of the Directorial Staff of their respective functional divisions. The head of the
Inspectorate Division with the rank of chief superintendent shall assume the position title of Inspector
General. The heads of the administrative and operational support divisions shall have the rank of chief
superintendent.
The head of the NCR with the rank of director shall assume the position title of NCR Director.
The heads of the regional offices with the rank of chief superintendent shall assume the position
title of Regional Director.
The heads of the NCR district offices with the rank of chief superintendent shall have the position
title of District Director.
The heads of provincial offices with the rank of senior superintendent shall be known as
Provincial Director.
The heads of the district offices with the rank of superintendent shall have the position title of
District Director.
The heads of the municipality or city offices with the rank of chief inspector shall be known as
Chief of Police.
SECTION 30. General Qualifications for Appointment. — No person shall be appointed as officer or
member of the PNP unless he possesses the following minimum qualifications:
(a) A citizen of the Philippines;
(b) A person of good moral conduct;

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(c) Of sound mind and body;
(d) Must possess a formal baccalaureate degree for appointment as officer and must have finished at least
second year college or the equivalent of seventy-two (72) collegiate units for appointment as non-officer or
an equivalent training or experience for those already in the service upon the effectivity of this Act.
(e) Must be eligible in accordance with the standards set by the Commission;
(f) Must not have been dishonorably discharged from military employment or dismissed for cause from any
civilian position in the Government;
(g) Must not have been convicted be final judgment of an offense or crime involving moral turpitude;
(h) Must be at least one meter and sixty-two centimeters (1.62 m.) in height for male and one meter and
fifty-seven centimeters (1.57 m.) for female;
(i) Must weight not more or less than five kilograms (5 kg.) of the standard weight corresponding to his or
her height, age, and sex; and
(j) For a new applicant, must not be less than twenty-one (21) nor more than thirty (30) years of age.
SECTION 35. Support Units. — The PNP shall be supported by administrative and operational support
units. The administrative support units shall consist of the Crime Laboratory, Logistic Unit,
Communications Unit, Computer Center, Finance Center and Civil Security Unit. The operational support
units shall be composed of the Maritime Police Unit, Police Intelligence Unit, Police Security Unit, Criminal
Investigation Unit, Special Action Force, Narcotics units, Aviation Security Unit, Traffic Management Unit,
the Medical and Dental Centers and the Civil Relations Unit. To enhance police operational efficiency and
effectiveness, the Chief of the PNP may constitute such other support units as may be necessary subject
to the approval of the Commission: Providedthat no support unit headed by a chief superintendent or a
higher rank can be created unless provided by law.
(a) Administrative Support Units.

(1) Crime Laboratory. There shall be established a central Crime Laboratory to be headed by a
Director with the rank of chief superintendent, which shall provides scientific and technical
investigative aid and support to the PNP and other government investigative agencies.
It shall also provide crime laboratory examination, evaluation and identification of physical
evidences involved in crimes with primary emphasis on their medical, chemical, biological and
physical nature.
There shall be likewise be established regional and city crime laboratories as may be
necessary in all regions and cities of the country.
(2) Logistic Unit. — Headed by a Director with the rank of chief superintendent, the Logistics Unit
shall be responsible for the procurement, distributions and management of all the logistical
requirements of the PNP including firearms and ammunition.
(3) Communications Unit. — Headed by a Director with the rank of chief superintendent, the
Communications Unit shall be responsible for establishing an effective police communications
network.
(4) Computer Center. — Headed by a Director with the rank of chief superintendent, the
Computer Center shall be responsible for the design, implementation and maintenance of a
database system for the PNP.
(5) Finance Center. — Headed by a Director with the rank of chief superintendent, the Finance
Center shall be responsible for providing finance services to the PNP.
(6) Civil Security Unit. — Headed by a Director with the rank of chief superintendent, the Civil
Security Unit shall provide administrative services and general supervision over organization,
business operation and activities of all organized private detectives, watchmen, security guard
agencies and company guard forces.
The unit shall likewise supervise the licensing and registration of firearms and explosives.
The approval applications for licenses to operate private security agencies, as well as the
issuance of licenses to security guards and the licensing of firearms and explosives, shall be
decentralized to the PNP regional offices.
(b) Operational Support Units.

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(1) Maritime Police Unit.– Headed by a Director with the rank of chief superintendent, the
Maritime Police Unit shall perform all police functions over Philippine territorial waters and rivers.
(2) Police Intelligence Unit. — Headed by a Director with the rank of chief superintendent, the
Police Intelligence Unit shall serve as the intelligence and counterintelligence operating unit of the
PNP.
(3) Police Security Unit. — Headed by a Director with the rank of chief superintendent, Police
Security Unit shall provide security for government officials, visiting dignitaries and private
individuals authorized to be given protection.
(4) Criminal Investigation Unit. — Headed by a Director with the rank of chief superintendent, the
Criminal Investigation Unit shall undertake the monitoring, investigation and prosecution of all
crimes involving economic sabotage, and other crimes of such magnitude and extent as to indicate
their commission by highly placed or professional criminal syndicates and organizations.
This unit shall likewise investigate all major cases involving violations of the Revised Penal
Code and operate against organized crime groups, unless the President assigns the case
exclusively to the National Bureau of Investigation (NBI).
(5) Special Action Force. — Headed by a Director with the rank of chief superintendent, the
Special Action Force shall function as a mobile strike force or reaction unit to augment regional,
provincial, municipal and city police forces for civil disturbance control, counterinsurgency,
hostage-taking rescue operations, and other special operations.
(6) Narcotics Unit. — Headed by a Director with the rank of chief superintendent, the Narcotics
Unit shall enforce all laws relative to the protection of the citizenry against dangerous and other
prohibited drugs and substances.
(7) Aviation Security Unit. — Headed by a Director with the rank of chief superintendent, the
Aviation Security Unit, in coordination with airport authorities, shall secure all the country’s airports
against offensive and terroristic acts that threaten civil aviation, exercise operational control and
supervision over all agencies involved in airport security operation, and enforce all laws and
regulations relative to air travel protection and safety.
(8) Traffic Management Unit. — Headed by a Director with the rank of chief superintendent, the
Traffic Management Unit shall enforce traffic laws and regulations.
(9) Medical and Dental Centers. — Headed by a Director with the rank of chief superintendent,
the Medical and Dental Centers shall be responsible for providing medical and dental services for
the PNP.
(10) Civil Relations Units. — Headed with a Director with the rank of chief superintendent, the
Civil Relations Unit shall implement plans and programs that will promote community and citizens’
participation in the maintenance of peace and order and public safety.
SECTION 36. Status of Members of the Philippine National Police. — The members of the PNP shall
be considered employees of the National Government and shall draw their salaries therefrom: Provided,
That PNP members assigned in Metropolitan Manila, chartered cities and first class municipalities may be
paid in additional monthly allowance by the local government unit concerned.
CHAPTER VI
THE PHILIPPINE PUBLIC SAFETY COLLEGE
SECTION 66. Creation of the Philippine Public Safety College. — There is hereby created the
Philippine Public Safety College (PPSC), which shall be the premier educational institution for the training,
human resource development and continuing education of all personnel of the PNP, Fire and Jail Bureaus.
Said College shall be under the direct supervision of a Board of Trustees composed of the
Secretary and the three (3) bureau heads.

PLANNING
SECTION 67. Composition, Powers and Functions. — The College shall consist of the present
Philippine National Police Academy (PNPA) established pursuant to Section 13 of Presidential Decree No.
1184, the Fire Service Training Center, the Philippine National Training Center (PNTC), the National Police
College, and other special training centers as may be created by the Department, whose functions shall be
as follows:
(a) Formulate and implement training programs for the personnel of the Department;
(b) Establish and maintain adequate physical training facilities;
(c) Develop and implement research and development to support educational training programs;
(d) Conduct an assessment of the training needs of all its clientele; and
(e) Perform such other related functions as may be prescribed by the Secretary.
SECTION 68. Organization. — The structure and staffing pattern of the College shall be prescribed by the
Secretary.
CHAPTER VIII
TRANSITORY PROVISIONS
SECTION 83. Secretary of the Department of Local Government on Holdover Capacity. — The
incumbent Secretary of the Department of Local Government shall perform the functions of the Secretary
of the Interior and Local Government on holdover capacity until such time when a new Secretary shall
have been appointed by the President and confirmed by the Commission on Appointments.
SECTION 84. Special Oversight Committee. — A special Over-sight Committee is hereby created,
composed of the Secretary as Chairman, the Secretary of Budget and Management as Co-chairman, the
Secretary of National defense, the incumbent PC-INP Director General, the incumbent Chairman of the
Civil Service Commission, the respective Chairmen of the Committee on Local Government and the
Committee on National Defense and Security in the Senate, and the respective Chairmen of the
Committee on Public Order and Security and the Committee on National Defense in the House of
Representatives, as members, which shall plan and oversee the expeditious implementation of the
transfer, merger and/or absorption into the Department of the personnel, property, appropriations and
installations of involved agencies.
SECTION 85. Phases of Implementation. — The implementation of this Act shall be undertaken in three
(3) phases, to wit:
Phase I — Exercise of option by the uniformed members of the Philippine Constabulary, the PC
elements assigned with the Narcotics Command, CIS, and the personnel of the technical services of the
AFP assigned with the PC to include the regular CIS investigating agents and the operatives and agents of
the NAPOLCOM Inspection, Investigation and Intelligence Branch, and the personnel of the absorbed
National Action Committee on Anti-Hijacking (NACAH) of the Department of National Defense to be
completed within six (6) months from the date of the effectivity of this Act. At the end of this phase, all
personnel from the INP, PC; AFP Technical Services, NACAH and NAPOLCOM Inspection, Investigation
and Intelligence Branch shall have been covered by official orders assigning them to the PNP, Fire and Jail
Forces by their respective units.
Phase II — Approval of the table of organization and equipment of all bureaus and offices created under
this Act, preparation and filling up of their stalling pattern, transfer of assets to the Department and
organization of the Commission, to be completed within twelve (12) months from the effectivity date hereof.
At the end of this phase, all personnel to be absorbed by the Department shall have been issued
appointment papers, and the organized Commission and the PNP shall be fully operational.

PLANNING
The PC officers and enlisted personnel who have not opted to join the PNP shall be reassigned to
the Army, Navy or Air Force, or shall be allowed to retire under existing AFP rules and regulations. Any
PC-INP officer or enlisted personnel may, within the twelve-month period from the effectivity of this Act,
retire and be paid retirement benefits corresponding to a position two (2) ranks higher than his present
grade, subject to the conditions that at the time he applies for retirement, he has rendered at least twenty
(20) years of service and still has, at most, twenty-four (24) months of service remaining before the
compulsory retirement age as provided by existing law for his office.
Phase III — Adjustment of ranks and establishment of one (1) lineal roster of officers and another for non-
officers, and the rationalization of compensation and retirement systems; taking into consideration the
existing compensation schemes and retirement and separation benefit systems of the different
components of the PNP, to ensure that no member of the PNP shall suffer any diminution in basic
longevity and incentive pays, allowances and retirement benefits due there before the creations of the
PNP, to be completed within eighteen (18) months from the effectivity of this Act. To accomplish the task of
Phase III, the Commission shall create a Board of officers composed of the following: NAPOLCOM
Commissioner as Chairman and one (1) representative each for the PC, Budget and Management.
Upon the effectivity of this Act, the Secretary shall exercise administrative supervision as well as
operational control over the transferred, merged and/or absorbed AFP and INP units. The incumbent
Director General of the PC-INP shall continue to act as Director General of the PNP until such time as he
shall have been replaced by the President.
SECTION 86. Assumption by the PNP of Police Functions. — The PNP shall absorb the functions of
the PC, the INP and the Narcotics Command upon the effectivity of this Act.
All functions of the PAFSECOM and the police functions of the Coast Guard shall be taken over by
the PNP when it acquires the capability to perform such functions after the transition period of eighteen
(18) months. The personnel of the PAFSECOM or the Coast Guard shall, within the transition period, have
the option to join the PNP or remain with the PAFSECOM or the Coast Guard, as the case may be.
SECTION 87. Absorption by the Department of the National Action Committee on Anti-Hijacking. —
The Department shall absorb the National Action Committee on Anti-Hijacking under the Department of
National Defense, and the transfer of assets, personnel and accountabilities of this office to the
Department shall proceed in accordance with the provisions of this chapter.
SECTION 88. Transfer, Merger, and Absorption of Offices and Personnel. — All properties,
equipment, finances of the transferred and absorbed agencies, including their respective accountabilities,
are hereby transferred to the Department.
The transfer, merger and/or absorption of any government office/unit concerned shall include the
functions, appropriations, funds, records, equipment, facilities, choses in action, rights, other assets, and
liabilities, if any, of the transferred Office/unit as well as the personnel thereof, who shall; unless removed
for cause and after due process; in a holdover capacity, continue to perform their respective duties and
responsibilities and receive their corresponding salaries and benefits. Those personnel of the transferred,
merged, and/or absorbed office/unit whose positions are not included in the new position structure and
staffing pattern approved by the Department or who are not reappointed shall be given preference to join
the Department or any of the offices thereunder or shall be allowed to retire under existing laws, rules and
regulations. Otherwise, they shall be deemed separated and paid gratuity equivalent to one and one-fourth
(11/4) months basic salary for every year of service or a fraction thereof.
The personnel of the existing Department of Local Government shall, unless removed for cause
and after due process, continue to perform their duties and responsibilities and shall receive their
corresponding salaries and benefits.
The heads of the various bureaus and offices created under this Act shall, within six (6) months from the
effectivity of this Act, recommended the organizational structure and staffing pattern of their bureaus, and
offices for approval by the Secretary.

PLANNING
SECTION 89. Compulsory Retirement for INP Members. — Any provision hereof to the contrary
notwithstanding and within the transition period of four (4) years following the effectivity of this Act, the
following members of the INP shall be considered compulsorily retired:
(a) Those who shall attain the age of sixty (60) on the first year of the effectivity of this Act.
(b) Those who shall attain the age of fifty-nine (59) on the second year of the effectivity of this Act; and
(c) Those who shall attain the age of fifty-eight (58) on the third year of the effectivity of this Act.
(d) Those who shall attain the age of fifty-seven (57) on the fourth year of the effectivity of this Act.
SECTION 90. Status of Present NAPOLCOM, PC-INP. — Upon the effectivity of this Act, the present
National Police Commission, and the Philippine Constabulary-Integrated National Police shall cease to
exist. The Philippine Constabulary, which is the nucleus of the integrated Philippine Constabulary-
Integrated National Police, shall cease to be a major service of the Armed Forces of the Philippines. The
Integrated National Police, which is the civilian component of the Philippine Constabulary-Integrated
National Police, shall cease to be the national police force and in lieu thereof, a new police force shall be
established and constituted pursuant to this Act.
IMPORTANT PROVISION OF R.A. 8551
Republic of the Philippines

Congress of the Philippines
Metro Manila
Tenth Congress
Republic Act No. 8551 February 25, 1998

AN ACT PROVIDING FOR THE REFORM AND REORGANIZATION OF THE PHILIPPINE NATIONAL
POLICE AND FOR OTHER PURPOSES, AMENDING CERTAIN PROVISIONS OF REPUBLIC ACT
NUMBERED SIXTY-NINE HUNDRED AND SEVENTY-FIVE ENTITLED, "AN ACT ESTABLISHING THE
PHILIPPINE NATIONAL POLICE UNDER A RE-ORGANIZED DEPARTMENT OF THE INTERIOR AND
LOCAL GOVERNMENT, AND FOR OTHER PURPOSES"
Be it enacted by the Senate and House of Representatives of the Philippines in Congress

assembled:
TITLE I
TITLE AND DECLARATION OF POLICY
Section 1. Title. – This Act shall be known as the "Philippine National Police Reform
andReorganization Act of 1998".
Section 2. Declaration of Policy and Principles. – It is hereby declared the policy of the State to
establish a highly efficient and competent police force which is national in scope and civilian in character
administered and controlled by a national police commission.
The Philippine National Police (PNP) shall be a community and service oriented agency
responsible for the maintenance of peace and order and public safety.
The PNP shall be so organized to ensure accountability and uprightness in police exercise of discretion as
well as to achieve efficiency and effectiveness of its members and units in the performance of their
functions.
TITLE II
THE ROLE OF THE PNP IN COUNTER-INSURGENCY FUNCTIONS
Section 3. Section 12 of Republic Act No. 6975 is hereby amended to read as follows:
"SEC. 12. Relationship of the Department with the Department of National Defense. – The
Department of the Interior and Local Government shall be relieved of the primary responsibility on matters

PLANNING
involving the suppression of insurgency and other serious threats to national security. The Philippine
National Police shall, through information gathering and performance of its ordinary police functions,
support the Armed Forces of the Philippines on matters involving suppression of insurgency, except in
cases where the President shall call on the PNP to support the AFP in combat operations.
"In times of national emergency, the PNP, the Bureau of Fire Protection, and the Bureau of Jail
Management and Penology shall, upon the direction of the President, assist the armed forces in meeting
the national emergency.”
TITLE III
THE NATIONAL POLICE COMMISSION
"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.”
"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;
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;
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;

PLANNING
9) Issue subpoena and subpoena duces tecum in matters pertaining to the discharge of its own
powers and duties, and designate who among its personnel can issue such processes and
administer oaths in connection therewith;
10) Inspect and assess the compliance of the PNP on the established criteria for manpower
allocation, distribution, and deployment and their impact on the community and the crime situation,
and thereafter formulate appropriate guidelines for maximization of resources and effective
utilization of the PNP personnel;
11) Monitor the performance of the local chief executives as deputies of the Commission; 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 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.”
“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.”
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 8. Expiration of the Terms of Office of Current Commissioners. – Upon the effectivity of this Act the
terms of office of the current Commissioners are deemed expired which shall constitute a bar to their
reappointment or an extension of their terms in the Commission except for current Commissioners who
have served less than two (2) years of their terms of office who may be appointed by the President for a
maximum term of two (2) years.
“SEC. 17. Temporary or Permanent Incapacity of the Chairperson. – In case of absence due to
the temporary incapacity of the chairperson, the Vice chair shall serve as Chairperson until the
Chairperson is present or regains capacity to serve. In case of death or permanent incapacity or
disqualification of the chairperson, the acting chairperson shall also act as such until a new chairperson
shall have been appointed by the President and qualified.”
"SEC. 20. Organizational Structure. – The Commission shall consist of the following units:

PLANNING
(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:
(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;
(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;
(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
(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.
(c) Disciplinary Appellate Boards – The Commission shall establish 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.”
"SEC. 22. Qualifications of Regional Directors. – No person shall be appointed regional director unless:
(a) He or she is a citizen of the Philippines; and
(b) A holder of a master's degree and appropriate civil service eligibility."
Section 12. Qualifications Upgrading Program. – The Commission shall design and establish a
qualifications upgrading program for the members of the Commission in coordination with the Civil Service
Commission, the Department of Education, Culture and Sports and the Commission on Higher Education
through a distance education program and/or an in-service education program or similar programs within
ninety (90) days from the effectivity of this Act: Provided, That those who are already in the service from
the effectivity of this Act shall have five (5) years to obtain the required degree or qualification counted from
the implementation of the qualifications upgrading program.
TITLE IV
THE PHILIPPINE NATIONAL POLICE

PLANNING
A. REORGANIZATION
Section 13. Authority of the Commission to Reorganize the PNP. – Notwithstanding the provisions of
Republic Act No. 6975 on the organizational structure and rank classification of the PNP, the Commission
shall conduct a management audit, and prepare and submit to Congress a proposed reorganization plan of
the PNP not later than December 31, 1998, subject to the limitations provided under this Act and based on
the following criteria: a) increased police visibility through dispersal of personnel from the headquarters to
the field offices and by the appointment and assignment of non-uniformed personnel to positions which are
purely administrative, technical, clerical or menial in nature and other positions which are not actually and
directly related to police operation; and b) efficient and optimized delivery of police services to the
communities.
The PNP reorganization program shall be approved by Congress through a joint resolution.
TITLE VII
CREATION OF WOMEN'S DESKS IN ALL POLICE STATIONS AND THE FORMULATION OF A
GENDER SENSITIVITY PROGRAM
Section 57. Creation and Functions. – The PNP shall establish women's desks in all police stations
throughout the country to administer and attend to cases involving crimes against chastity, sexual
harassment, abuses committed against women and children and other similar offenses: Provided, That
municipalities and cities presently without policewomen will have two (2) years upon the effectivity of this
Act within which to comply with the requirement of this provision.
Section 58. Prioritization of Women for Recruitment. – Within the next five (5) years, the PNP shall
prioritize the recruitment and training of women who shall serve in the women's desk. Pursuant to this
requirement, the PNP shall reserve ten percent (10%) of its annual recruitment, training, and education
quota for women
Section 59. Gender Sensitivity Program. – The Commission shall formulate a gender sensitivity program
within ninety (90) days from the effectivity of this Act to include but not limited to the establishment of equal
opportunities for women in the PNP, the prevention of sexual harassment in the workplace, and the
prohibition of discrimination on the basis of gender or sexual orientation.
Section 60. Administrative Liability. – Any personnel who shall violate the established rules and
regulations regarding gender sensitivity and gender equality shall be suspended without pay for not less
than thirty (30) days and shall undergo gender sensitivity seminar or training: Provided, That any personnel
who violates the rules more than twice shall be recommended for demotion or dismissal from the PNP.
Section 61. Non-prohibition for Promotion. – Nothing in this title shall be construed as a restriction on
the assignment of policewomen to other positions in the PNP nor shall any provisions of this title be used
for the non-promotion of PNP female personnel to higher position.
CHAPTER 3. POLICE ADMINISTRATION

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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.
- mechanical means of depicting by an arrangement of symbols, the relationship which exist
between individuals, groups and functions within the organization.
Note: Kinds of Organizational Structure:

1. Line
- the oldest and simplest kind; also called military.
- defined by its clear chain of command from the highest to the lowest and vice versa.
- involves few departments.
- depicts the line function of the organization.
2. Functional
- structure according to functions and specialized units.
- depicts staff functions of the organization.
- responsibilities are divided among authorities who are all accountable to the authority above.
3. Line and Staff
- a combination of the line and functional kind.
- combines the flow of information from the line structure with the staff departments that
service, advice and support them.
- generally more formal in nature and has many departments.

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Line, Auxiliary, and Staff Functions
Line Auxiliary Staff

- Uniformed Patrol - Crime Laboratory - Personnel
- Investigations - Detention in Jail - Training
- Vice and Narcotics - Records - Planning and Research
- Traffic Enforcement - Identification - Research
- Juvenile Service - Property Maintenance - Fiscal Budgeting
- Crime Prevention - Transportation and Maintenance - Media Relations
THE PHILIPPINE NATIONAL POLICE (PNP)

ORGANIZATION
- The PNP Organizational Structure is
composed of a national headquarter, regional
headquarters, provincial headquarters, district
headquarters or municipal stations. At the national
level, the PNP maintains its national headquarter in
Camp Crame, Metropolitan Manila which houses the
directorial staff, service staff and special support
units.
- At the provincial level, a Provincial Police
Office is headed by a Provincial Director. In the case
of large provinces.
- Police districts may be established by the
Commission to be headed by a District Director.
- At the City or Municipal level or PNP
Station, each is headed by a Chief of Police.
- The Police National Training Institute
(PNTI) under the Philippine Public Safety College
(PPSC) – is the premier educational institution for
the training, human resource development and
continuing education of all personnel of the PNP.
- The Philippine National Police Academy is
also under the PPSC.
- PNTI main office is stationed at PRO 4 in
Canlubang, Laguna with eighteen Regional Training
Centers nationwide.
PNP Staff and Support Units

A. The Chief of the Philippine National Police has the rank of Police Director General in the Armed
Forces of the Philippines with a four-star rank. He is assisted by a Personal Staff composed of:
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 The Inspector General
 Aide-de-Camp
 Command Police Non-Commissioned Officer
B. Deputy Chief of Philippine National Police for Administration.
C. Deputy Chief of Philippine National Police for Operations
D. The Chief of Directorial Staff is assisted by a Secretary, Directorial Staff.
The two Deputies and the Chief of Directorial Staff have the rank of Police Deputy Director General,
equivalent to a three-star rank in the Armed Forces of the Philippines.
Directorial Staff (Functional Staff)

1. Directorate for Personnel - Record Management
2. Directorate for Intelligence
3. Directorate for Operations
4. Directorate for Investigation
5. Directorate for Logistics
6. Directorate for Plans
7. Directorate for Comptrollership
8. Directorate for Police Community Relations
9. Directorate for Human Resources and Doctrine Development
10. Directorate for Research and Development
11. Directorate for Integrated Police Operations
12. Directorate for Information and Communications Technology Management
Administrative Support Units

1. Logistic Support Service – is responsible for the procurement, distribution, and
management of all the logistical requirements of the PNP including firearms and
ammunitions.
2. Medical and Dental Service (Health Service) – provide for the health requirements of the
PNP.
3. Computer Service (Information Technology Service) – is tasked to design, implement, and
maintain the database system for the PNP.
4. Engineering Service – responsible for all engineering matters in the PNP, including its
housing program.
5. Headquarters Support Service – provides general housekeeping and camp security
services.
6. Finance Service – is responsible for the delivery of fiscal services to the PNP personnel.
7. Communications-Electronics Service – is tacked to establish an effective police
communication network.
8. Chaplain Service – provides religious, spiritual, and other counseling services for moral
growth of PNP personnel and their dependents.
9. Personnel and Retirement Benefit Service
10. Legal Service – serves as the legal arm of the PNP.
11. Training Service
Operational Support Units

1. Criminal Investigation Command – undertakes the monitoring, investigation, and
prosecution of all crimes involving economic sabotage, and other crimes of such magnitude
and extent as to indicate their commission by highly placed or professional criminal
syndicates and organizations.
2. Crime Laboratory support service – provides scientific and technical investigative aid in
support of the PNP and other government investigative agencies.
3. Intelligence Command – serves as the intelligence and counter-intelligence operating unit
in the PNP.

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4. Special Action Force Command – functions as a mobile strike force or reaction unit to
augment regional, provincial, municipal, and city police forces for civil disturbance control,
internal security operations, hostage taking, rescue operations, and other special
operations.
5. Security Command/Civil Security Force Command – regulates business operations and
activities of all organized private detectives, watchmen, security guards and agencies, and
company guard forces. It also supervises the licensing and registration of firearms and
explosives.
6. Maritime Command – performs all police functions over Philippine territorial waters and
rivers.
7. Police Community Relations Command – implement plans and programs that promote
community and citizen participation in the maintenance of peace and order.
8. Aviation Security – is responsible for the security of all airports throughout the country.
9. Police Security and Protection Group – provides security to government officials, visiting
dignitaries, and private individuals authorized to be given protection.
10. Anti-Cybercrime Group
11. Highway Patrol Group – takes responsibility of securing the highways, the enforcement of
Traffic Laws, neutralization of Carnapping, and other related crimes.
12. Anti-Kidnapping Group
The Powers and Functions of the PNP

1. Enforce all laws and ordinances relative to the protection of lives and properties;
2. Maintain peace and order and take all necessary steps to ensure public safety;
3. Investigate and prevent crimes, effect the arrest of criminal offenders, bring offenders to justice,
and assist in their prosecution.
4. Exercise the general powers to make arrest, search and seizure in accordance with the
Constitution and pertinent Laws.
5. Detain and arrest person for a period not beyond what is prescribed by law, informing the person
so detained of all his/her rights under the Constitution;
6. Issue licenses for the possession of firearms and explosives in accordance with law;
7. Supervise and control the training and operation of security agencies and issue licenses to operate
security agencies, and to security guards and private detectives for the practice of their profession;
and
8. Perform such other duties and exercises all other functions as may be provided by law. One of
these is the Forestry law wherein the PNP is primary enforcer in coordination with the Department
of Environment and Natural Resources (DENR).
Statutory Functions
1. Enforcement of laws and ordinances relative to the protection of lives and properties;
2. Maintain peace and order and take all necessary steps to ensure public safety;
3. Exercise the general powers to make arrest, search and seizures in accordance with the
constitution and pertinent laws;
4. Investigate and prevent crimes, effect the arrest of criminals, bring offenders justice and assist in
their prosecution;
5. To assist other national government agencies, instrumentalities, and subsiding in the enforcement
of laws pertinent thereto, upon proper request or deputization; and
Basic Police Functions:

1. Crime Prevention - This is a function of the police service which is directed at the elimination or
reduction of the desire to commit crime. It must be coordinated very closely with other agencies or sectors
of society such as the members of criminal justice system.
2. Crime Control - It refers to the control or neutralization of criminal activity. The key to crime control is
proper enforcement of the provisions of the Revised Penal Code and Special Laws governing criminal
acts.

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3. Regulations or Control of Non-Criminal Conduct – Police functions which concern to the
maintenance of an order by enforcing rules, regulations and ordinances; all aimed at achieving a desired
uniform standard of activity among members of society
The Rank Classification of the PNP Personnel
POLICE RANKS EQUIVALENT
ABBREVIATIONS MILITARY RANKS

A. COMMISSIONED OFFICERS:
Director General (DG) General
Deputy Director General (DDG) Lt General
Director (DIR) Maj General
Chief Superintendent (CSUPT) Brig.Gen.
Senior Superintendent (SR SUPT) Colonel
Superintendent (SUPT) Lt Colonel
Chief Inspector (CINSP) Major
Senior Inspector (SR INSP) Captain
Inspector (INSP) Lieutenant
B. NON-COMMISSIONED OFFICERS:
Senior Police Officer IV (SPO IV) Master Sergeant
Senior Police Officer III (SPO III) Tech. Sergeant
Senior Police Officer II (SPO II) Staff Sergeant
Senior Police Officer I (SPO I) Sergeant
Police Officer III (PO III) Corporal
Police Officer II (PO II) Private 1st Class
Police Officer I (PO I) Private
C. Cadets of the Philippine National Police Academy (PNPA) are classified above the Senior Police
Officer IV and below the Inspector rank in the PNP.

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ORGANIZATION: ITS CONCEPT AND ELEMENTS

- an official structure created to coordinate either people or groups and resources to achieve a
mission or goal.
- it is a form of human association for the attainment of a goal or objective.
- the process of identifying and grouping the work to be performed, defining and delegating
authority and responsibility, establishing relationship for the purpose of enabling people work effectively.
- the arrangement of people with common purpose and objective in a manner to enable the
performance of related tasks by individuals grouped for the purpose.
- a group of persons working together for a common goal or objectives.
- organization exists for many different reasons. One important reason is that, a group can
accomplish things an individual could never do alone.
- the typical law enforcement design is that of pyramid shaped hierarchy based on a military model.
Law enforcement was simple.
- the typical pyramid authority predominated with its hierarchy of authoritative management.
Command officers and supervisors had complete authority over subordinates. Communication flowed
downward.
Formal Organization
The formal organization is put together by design and rational plan. The essential elements of a
formal organization are:
1.Clear statement of mission, goals, objectives and values.

Mission and goals
- the primary purpose of most law enforcement agencies is to provide specialized services to
specific political entities 24 hours a day, 7 days a week, 365 days a year.
Mission Statement
- is a management tool often reflected in a slogan. It serves as the driving force for any
organization including law enforcement. It articulates the rationale for an organizational existence and the
most powerful underlying influence in law enforcement, affecting organizational and individual attitudes,
conduct and performance.
Goal and Objectives
- are interdependent, all of these are need to carry an organization’s mission. Goals are based on
general desired outcomes.
- these are visionary, projected achievements for objectives.
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Objectives
- are specific and measurable ways to accomplish the goals. These are needed before a plan can
be developed, which is more specific than goals and usually have a time line. It is critical to planning,
assigning task and evaluating performance.
2. A division of labor among specialist

- law enforcement agencies cannot function without division of work and often specialization.
Neither can they function without maximum coordination of this generalist. As the organization grows in
size, specialization develops to meet the needs of the community. The extent of specialization is a
management decision.
- Specialization occurs when the organizational structure is divided into units with specific task to
perform. It creates a potential for substantially increased levels of expertise, creativity and innovation. It
can enhance department’s effectiveness and deficiency.
Generalist
- officers who perform most functions relative to law enforcement.
Specialist
- those who work in a specific area.
3. A rational organization design

Organizational Chart – it visually depicts how personnel are organized within an agency.
Chain of Command – it is the order of authority; it begins at the top pyramid with the chief and flows
downward to the next level or echelon.
- it establishes definite lines of authority and channels of communication.
Unity of Command – means that every individual in the organization has only one immediate superior or
supervisor. Each individual unit should be under the control of one and only one person.
Span of Control – refers to the number of people or units supervised by one manager.
4. A hierarchy of authority and responsibility

Hierarchy - a group of people organized/classified by rank and authority in law enforcement,
typically pyramid shaped with a single authority at the top expanding down and out through the ranks to
the broad based of workers.
Key Terms:
1. Administration
- an organizational process concerned with the implementation of objectives and plans and internal
operating efficiency.
2. Police Administration
- focuses on the policing process or how police agencies are organized and managed in order to
achieve the goals of law enforcement most effectively, efficiently and productively.
- it the technique of organizing and handling of people at work in all levels and types of
management.
3. Law Enforcement Administration

- it is the job of the head of the law enforcement agency or any other law enforcement officer
charged with operation of the agency or department or identifiable segment within the agency.
4. Enforcement
- means to compel obedience to a law, regulation or command.
5. Law Enforcement Agency

- pertains to an organization responsible for enforcing the law.
- agency responsible for insuring obedience to the law.

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Note: theory of law enforcement:

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 their duties nor connection with the
police organization.
Note: Concept of Policing:

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.
6. Supervision
- the process of directing and facilitating the work of people organized in a formal groups in order to
achieve to objectives.
7. Management
- the process of directing and facilitating the work of people organized in formal groups in order to
achieve objectives. Judicious or wise use of resources (manpower, material, money, equipment, supplies
and time).
8. Organization
- It is a form of human association for the attainment of a 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 purpose of enabling people work effectively.
- a group of persons working together for a common goal or objectives.
- coordination of components; relationship of components.
9. Police Organization
- 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 force mandates under in our Constitution

- The State shall establish and maintain one police force, which is national in scope and civilian in
character to be administered and controlled by a national police commission. The authority of the local
executives over police units in their locality shall be provided for by law. (Section 6, Article XVI, 1987
Philippine Constitution)

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Specific law on PNP:

1. Republic Act 6975 - Act Establishing the Philippine National Police, under the Reorganized
Department of the Interior and Local Government (DILG), and for other purposes
2. Republic Act 8551 - POLICE REFORM ACT OF 1998, which provides for the Reform and
Reorganization of the PNP, amending Certain Provisions of RA 6975.
3. Republic Act 9708 - Police Education and Promotion Act of 2009
POLICE
- It is originated from the Greek word POLITEIA, whichmeans “a government of a city”. The
Romans borrowedthe word and changed it into POLITIA, adopting the samemeaning.
- It was subsequently borrowed by the French and changedit into POLICE, which means a person
who enforces thelaw.
- Police in its broadest sense means the internalorganization or regulation of a State, the control
andregulation of a community through the exercise of theConstitutional power of the government.
- In its broader sense, it denotes the power of thegovernment which concerns with the
maintenance oftranquility, public order, peace, security of persons andproperty, and the protection of
health and morale.
- In its restricted sense, it refers exclusively to that body ofarmed men, which as an institution, is
capable ofexercising its duties by armed physical forces in thepreservation of peace and order, detection
of crime andthe execution of laws.
- The agency of the community or government that is responsible for enforcing the law, maintaining
public order, and preventing and detecting crime.
- It is known as the prime mover of the Criminal Justice System and it initiates the Criminal Justice
System by the arrest of the offenders.
ORGANIZATIONAL UNITS IN THE POLICE ORGANIZATION

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 posts.
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 term to ponder:

1. Sworn Officers – all personnel of the police department who have oath and who possess the
power to arrest.
2. Superior Officer - one having supervisory responsibilities, either temporarily or permanently, over
officers of lower rank.
3. Commanding Officer - an officer who is in command of the department, a bureau, a division, an
area, or a district.
4. Ranking Officer - the officer who has the more senior rank/higher 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.

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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/supervisors to control the conduct
of the members of the police force.
13. Duty Manual - describes the procedures and defines the duties of officers assigned to specified
post or position.
14. Order - 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.
POLICE PERSONNEL MANAGEMENT (Human Resources Management)

- may be defined as that area of management concerned with human relations in the police
organization. As an overview, Police Personnel Management uses planning, organizing, directing and
controlling of day-to-day activities involved in procuring, developing and motivating them and in
coordinating their activities to achieve the aims of the police.
- is an art of preparing, organizing and directing the efforts of the members of the police force in
order that may achieve the accomplishment of the police purpose.
- field of management involving planning, organizing, directing and controlling the efforts of a group
of people toward achieving a common goal with maximum dispatch and minimum expense.
- is the technique of organizing and handling of people at work in all levels and types of
management.
Note:
Efficient management of human resources in any organization can spell the difference between its
success and failure to attain its objectives or goals.
The need for a more efficient management of human resources is very demanding today. The
success of every organization is for the organization to overcome the demands in human response
brought about by several factors:
1. Stiffer competition in methods against the lawless.
2. Rapid changes in technological, competitive and economic
environments.
3. The exploitation of technical and managerial knowledge.
4. Spirally wage and benefits cost.
Purpose of Police Personnel Administration

The prime objective of an effective police personnel administration is the establishment and
maintenance for the public service of a competent and well-trained police force, under such conditions of
work that this force may be completely loyal to the interests of the government of all times.
Objectives of Personnel Management

The management of human resources is delegated to the unit of organization, known as Human
Resource Department (HRD). This is to provide services and assistance needed by the organizations’
human resource in their employment relationship with the organization. An important task of the Human
Resource Department is winning employee’s acceptance of organization’s objectives.
The objectives are:

1. To assist top and line management achieves the organization’s objective of fostering harmonious
relationship with its human resource.

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2. To acquire capable people and provide them with opportunities for advancement in self-
development.
3. To assist top management in formulating policies and programs that will serve the requirements of
the police organization and administer the same fairly to all members.
4. To provide technical services and assistance to the operating management in relation to their
personnel functions in promoting satisfactory work environment.
5. To assist management in training and developing the human resources of the organization if it
does not have a separate training department to perform its functions.
6. To see that all police members are treated equally and in the application of policies, rules and
regulations and in rendering services to them.
7. To help effect organization development and institution building effort.
Operative Functions of Police Personnel

The primary function of Personnel Department is commonly Personnel Operative Functions. These
are the following:
1. Police Personnel Planning – is a study of the labor supply of jobs, which are composed with the
demands for employees in an organization to determine future personnel requirements, which
either increase or decrease. If there is an expected shortage of personnel the organization may
decide to train and develop present employees and/or recruit from outside sources.
2. Police Recruitment - is the process of encouraging police applicant from outside an organization
to seek employment in an organization. The process of recruitment consists of developing a
recruitment plan, recruitment strategy formulation job applicants search, screening of qualified
applicants, and maintaining a waiting list of qualified applicants.
3. Police Selections (screening) - is the process of determining the most qualified police applicant
for a given position in the police organization.
4. Police Placement- is the process of making police officers adjusted and knowledgeable in a new
job and or working environment.
5. Police Training and Development – refers to any method used to improve the attitude,
knowledge, and skill or behavior pattern of an employee for adequate performance of a given job. It
is a day-to-day, year round task. All police officers on a new position undergo a learning process
given a formal training or not. Learning is made easier for officers when the organization provides
formal training and development. It reduces unnecessary waste of time, materials, man-hours and
equipment.
6. Police Appraisal or Performance Rating - performance rating is the evaluation of the traits,
behavior and effectiveness of a police officer on the job as determined by work standards. It is
judgmental if it is made a tool in decision-making for promotion, transfer, pay increase, termination
or disciplinary actions against police officers. It is developmental in purpose when the evaluation is
used to facilitate officer’s improvement in performance or used to improve recruitment, selection,
training and development of personnel.
7. Police Compensation - Financial compensation in the form of wages of salaries constitutes the
largest single expenditure for most organizations. In Metropolitan Manila and other urban centers,
wages of salaries represent the sole source to meet the basic needs of food, clothing and shelter.
It also provides the means to attain that standard of living and economic security that vary in
degrees upon a person’s expectations.
Note:types of police compensation:

1. Base pay of basic compensation
2. Incentive of variable compensation
3. Supplementary compensation
POLICE RECRUIT, SELECTION AND PLACEMENT, PURSUANT TO R.A. 6975
Section 30. General Qualifications for Appointment. — No person shall be appointed as officer or
member of the PNP unless he possesses the following minimum qualifications:

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1. A citizen of the Philippines;
2. A person of good moral conduct;
3. Of sound mind and body;
4. Must possess a formal baccalaureate degree for appointment as officer and must have finished
at least second year college or the equivalent of seventy-two (72) collegiate units for
appointment as non-officer or an equivalent training or experience for those already in the
service upon the effectivity of this Act.
5. Must be eligible in accordance with the standards set by the Commission;
6. Must not have been dishonorably discharged from military employment or dismissed for cause
from any civilian position in the Government;
7. Must not have been convicted be final judgment of an offense or crime involving moral
turpitude;
8. Must be at least one meter and sixty-two centimeters (1.62 m.) in height for male and one
meter and fifty-seven centimeters (1.57 m.) for female;
9. Must weight not more or less than five kilograms (5 kg.) of the standard weight corresponding
to his or her height, age, and sex; and
10. For a new applicant, must not be less than twenty-one (21) nor more than thirty (30) years of
age.
Section 31. Appointment of PNP Officers and Members. — The appointment of the officers and
members of the PNP shall be effected in the following manner:
(a) Police Officer I to Senior Police Officer IV. — Appointed by the PNP regional director for regional
personnel or by the Chief of the PNP for the national headquarters personnel and attested by the Civil
Service Commission.
(b) Inspector to Superintendent. — Appointed by the Chief of the PNP, as recommended by their
immediate superiors, attested by the Civil Service Commission;
(c) Senior Superintendent to Deputy Director General. — Appointed by the President upon
recommendation of the chief of the PNP, with proper endorsement by the Chairman of the Civil Service
Commission and subject to confirmation by the Commission on Appointments; and
(d) Director General. — Appointed by the President from among the senior officers down to the rank of
chief superintendent in the service, subject to confirmation by the Commission on Appointments: Provided,
That the Chief of the PNP shall serve a tour of duty not to exceed four (4) years: Provided, further, That, in
times of war or other national emergency declared by Congress, the President may extend such tour of
duty.
Section 32. Examinations for Policemen. — The Civil Service Commission shall administer the
qualifying entrance examinations for policemen on the basis of the standards set by the NAPOLCOM.
Section 33. Lateral Entry of Officers into the PNP. — In general, all original appointments of
commissioned officers in the PNP shall commence with the rank of inspector, to include all those with
highly technical qualifications applying for the PNP technical services, such as dentist, optometrists,
nurses, engineers, and graduates of forensic sciences. Doctors of medicine, members of the Bar, and
chaplains shall be appointed to the rank of senior inspector in their particular technical service. Graduates
of the Philippine National Police Academy (PNPA) shall be automatically appointed to the initial rank of
inspector. Licensed criminologists may be appointed to the rank of inspector to fill up any vacancy after
promotions from the ranks are completed.
Section 34. Qualifications of Chief of City and Municipal Police Stations. — No person may be
appointed chief of a city police station unless he holds a bachelor’s degree from a recognized institution of
learning or has served in the Philippine Constabulary or in the police department of any city or municipality
with the rank of captain or its equivalent therein for at least three (3) years.
No person may be appointed chief of a municipal police station unless he holds a bachelor’s
degree from a recognized institution of learning or has served as officer in the Philippine Constabulary or in
the police department of any city or municipality for at least two (2) years with the rank lieutenant or its

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equivalent: Provided, That a member of the Bar with at least five (5) years experience in active law practice
and who possesses the general qualifications under Section 30 of this Act shall be qualified for
appointment as chief of a city or municipal police station: Provided, further, That the chief of police shall be
appointed in accordance with the provisions of Section 51, paragraph b), subparagraph (4) (i) of this Act.
QUALIFICATIONS UPGRADING PURSUANT TO R.A. 8551
TITLE IV
THE PHILIPPINE NATIONAL POLICE
A. REORGANIZATION
Section 13. Authority of the Commission to Reorganize the PNP. – Notwithstanding the provisions of
Republic Act No. 6975 on the organizational structure and rank classification of the PNP, the Commission
shall conduct a management audit, and prepare and submit to Congress a proposed reorganization plan of
the PNP not later than December 31, 1998, subject to the limitations provided under this Act and based on
the following criteria: a) increased police visibility through dispersal of personnel from the headquarters to
the field offices and by the appointment and assignment of non-uniformed personnel to positions which are
purely administrative, technical, clerical or menial in nature and other positions which are not actually and
directly related to police operation; and b) efficient and optimized delivery of police services to the
communities.
The PNP reorganization program shall be approved by Congress through a joint resolution.
B. QUALIFICATIONS UPGRADING
"SEC. 30. General Qualifications for Appointment. – No person shall be appointed as officer or member
of the PNP unless he or she possesses the following minimum qualifications:
a) A citizen of the Philippines;
b) A person of good moral conduct;
c) Must have passed the psychiatric/psychological, drug and physical tests to be administered by
the PNP or by any NAPOLCOM accredited government hospital for the purpose of determining physical
and mental health;
d) Must possess a formal baccalaureate degree from a recognized institution of learning;
e) Must be eligible in accordance with the standards set by the Commission;
f) Must not have been dishonorably discharged from military employment or dismissed for cause
from any civilian position in the Government;
g) Must not have been convicted by final judgment of an offense or crime involving moral turpitude;
h) Must be at least one meter and sixty-two centimeters (1.62 m.) in height for male and one meter
and fifty-seven centimeters (1.57 m.) for female;
i) Must weigh not more or less than five kilograms (5 kgs.) from the standard weight corresponding
to his or her height, age, and sex; and
j) For a new applicant, must not be less than twenty-one (21) nor more than thirty (30) years of
age: except for the last qualification, the above-enumerated qualifications shall be continuing in character
and an absence of any one of them at any given time shall be a ground for separation or retirement from
the service: Provided, That PNP members who are already in the service upon the effectivity of this Act
shall be given at least two (2) more years to obtain the minimum educational qualification and one (1) year
to satisfy the weight requirement.
For the purpose of determining compliance with the requirements on physical and mental health,
as well as the non-use of prohibited drugs, the PNP by itself or through a NAPOLCOM accredited
government hospital shall conduct regular psychiatric, psychological drug and physical tests randomly and
without notice.
After the lapse of the time period for the satisfaction of a specific requirement, current members of
the PNP who will fail to satisfy any of the requirements enumerated under this Section shall be separated
from the service if they are below fifty (50) years of age and have served in Government for less than
twenty (20) years or retired if they are from the age of fifty (50) and above and have served the

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Government for at least twenty (20) years without prejudice in either case to the payment of benefits they
may be entitled to under existing laws."
Section 15. Waivers for Initial Appointments to the PNP. – The age, height, weight, and educational
requirements for initial appointment to the PNP may be waived only when the number of qualified
applicants fall below the minimum annual quota: Provided, That an applicant shall not be below twenty (20)
nor over thirty-five (35) years of age: Provided, further, That any applicant not meeting the weight
requirement shall be given reasonable time but not exceeding six (6) months within which to comply with
the said requirement: Provided, furthermore, That only applicants who have finished second year college
or have earned at least seventy-two (72) collegiate units leading to a bachelor's degree shall be eligible for
appointment: Provided, furthermore, That anybody who will enter the service without a baccalaureate
degree shall be given a maximum of four (4) years to obtain the required educational qualification:
Provided, finally, That a waiver for height requirement shall be automatically granted to applicants
belonging to the cultural communities.
Section 16. Selection Criteria Under the Waiver Program. – The selection of applicants under the
Waiver Program shall be subject to the following minimum criteria:
a) Applicants who possess the least disqualification shall take precedence over those who possess
more disqualifications.
b) The requirements shall be waived in the following order: (a) age, (b) height, (c) weight, and (d)
education.
The Commission shall promulgate rules and regulations to address other situations arising from the
waiver of the entry requirements.
Section 17. Nature of Appointment Under a Waiver Program. – Any PNP uniformed personnel who is
admitted due to the waiver of the educational or weight requirements shall be issued a temporary
appointment pending the satisfaction of the requirement waived. Any member who will fail to satisfy any of
the waived requirements within the specified time periods under Section 13 of this Act shall be dismissed
from the service.
Section 18. Re-application of Dismissed PNP Members Under a Waiver Program. – Any PNP member
who shall be dismissed under a waiver program shall be eligible to re-apply for appointment to the PNP:
Provided, That he or she possesses the minimum qualifications under Section 14 of this Act and his or her
reappointment is not by virtue of another waiver program.
Section 19. The Field Training Program. – All uniformed members of the PNP shall undergo a Field
Training Program for twelve (12) months involving actual experience and assignment in patrol, traffic, and
investigation as a requirement for permanency of their appointment.
Section 20. Increased Qualifications for Provincial Directors. – No person may be appointed Director
of a Provincial Police Office unless:
a) he or she holds a master's degree in public administration, sociology, criminology, criminal justice, law
enforcement, national security administration, defense studies, or other related discipline from a
recognized institution of learning; and
b) has satisfactorily passed the required training and career courses necessary for the position as may be
established by the Commission.
Any PNP personnel who is currently occupying the position but lacks any of the qualifications
mentioned above shall be given three (3) years upon the effectivity of this Act to comply with the
requirements; otherwise he or she shall be relieved from the position.
"SEC. 32. Examinations of Policemen. – The National Police Commission shall administer the entrance
and promotional examinations for policemen on the basis of the standards set by the Commission."

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"SEC. 34. Qualifications of Chief of City and Municipal Police Stations. – No person shall be
appointed chief of a city police station unless he/she is a graduate of Bachelor of Laws or has finished all
the required courses of a master's degree program in public administration, criminology, criminal justice,
law enforcement, national security administration, defense studies, and other related disciplines from a
recognized institution of learning. No person shall be appointed chief of a municipal police station unless
he or she has finished at least second year Bachelor of Laws or has earned at least twelve (12) units in a
master's degree program in public administration, criminology, criminal justice, law enforcement, national
security administration, and other related disciplines from a recognized institution of learning: Provided,
That members of the Bar with at least five (5) years of law practice, licensed criminologists or graduates of
the Philippine National Police Academy and who possess the general qualifications for initial appointment
to the PNP shall be qualified for appointment as chief of a city or municipal police station: Provided, further,
That the appointee has successfully passed the required field training program and has complied with
other requirements as may be established by the Commission: Provided, furthermore, That the chief of
police shall be appointed in accordance with the provisions of Section 51, paragraph (b), subparagraph 4(i)
of this Act."
Section 23. Qualifications Upgrading Program. – The Commission shall design and establish a
qualifications upgrading program for the Philippine National Police officers and members in coordination
with the Civil Service Commission, and the Commission on Higher Education through a distance education
program and/or an in-service education program or other similar programs within ninety (90) days from the
effectivity of this Act.
C. ATTRITION SYSTEM FOR UNIFORMED PERSONNEL

Section 24. Attrition System. – There shall be established a system of attrition within the uniformed
members of the PNP within one (1) year from the effectivity of this Act to be submitted by the PNP to the
Commission for approval. Such attrition system shall include but is not limited to the provisions of the
following sections.
Section 25. Attrition by Attainment of Maximum Tenure in Position. – The maximum tenure of PNP
members holding key positions is hereby prescribed as follows:
POSITION MAXIMUM TENURE
Chief four (4) years
Deputy Chief four (4) years
Director of the Staff Services four (4) years
Regional Directors six (6) years
Provincial/City Directors nine (9) years
Other positions higher than Provincial Director shall have the maximum tenure of six (6) years.
Unless earlier separated, retired or promoted to a higher position in accordance with the PNP Staffing
Pattern, police officers holding the above-mentioned positions shall be compulsorily retired at the
maximum tenure in position herein prescribed, or at age fifty-six (56), whichever is earlier: Provided, That
in times of war or other national emergency declared by Congress, the President may extend the PNP
Chief's tour of duty: Provided, further, That PNP members who have already reached their maximum
tenure upon the effectivity of this Act may be allowed one (1) year more of tenure in their positions before
the maximum tenure provided in this Section shall be applied to them, unless they shall have already
reached the compulsory retirement age of fifty-six (56), in which case the compulsory retirement age shall
prevail.
Except for the Chief, PNP, no PNP member who has less than one (1) year of service before
reaching the compulsory retirement age shall be promoted to a higher rank or appointed to any other
position.
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Section 26. Attrition by Relief. – A PNP uniformed personnel who has been relieved for just cause and
has not been given an assignment within two (2) years after such relief shall be retired or separated.
Section 27. Attrition by Demotion in Position or Rank. – Any PNP personnel, civilian or uniformed, who
is relieved and assigned to a position lower than what is established for his or her grade in the PNP staffing
pattern and who shall not be assigned to a position commensurate to his or her grade within eighteen (18)
months after such demotion in position shall be retired or separated.
Section 28. Attrition by Non-promotion. – Any PNP personnel who has not been promoted for a
continuous period of ten (10) years shall be retired or separated.
Section 29. Attrition by Other Means. – A PNP member or officer with at least five (5) years of
accumulated active service shall be separated based on any of the following factors:
a) Inefficiency based on poor performance during the last two (2) successive annual rating periods;
b) inefficiency based on poor performance for three (3) cumulative annual rating periods;
c) physical and/or mental incapacity to perform police functions and duties; or
d) failure to pass the required entrance examinations twice and/or finish the required career courses
except for justifiable reasons.
Section 30. Retirement or Separation Under the Preceding Sections. – Any personnel who is
dismissed from the PNP pursuant to Sections 25, 26, 27, 28 and 29 hereof shall be retired if he or she has
rendered at least twenty (20) years of service and separated if he or she has rendered less than twenty
(20) years of service unless the personnel is disqualified by law to receive such benefits.
D. PROMOTION SYSTEM
Section 31. Rationalized Promotion System. – Within six (6) months after the effectivity of this Act, the
Commission shall establish a system of promotion for uniformed and non-uniformed personnel of the PNP
which shall be based on merits and on the availability of vacant positions in the PNP staffing pattern. Such
system shall be gender fair and shall ensure that women members of the PNP shall enjoy equal
opportunity for promotion as that of men.
Section 32. Promotion by Virtue of Position. – Any PNP personnel designated to any key position
whose rank is lower than that which is required for such position shall, after six (6) months of occupying the
same, be entitled to a rank adjustment corresponding to the position: Provided, That the personnel shall
not be reassigned to a position calling for a higher rank until after two (2) years from the date of such rank
adjustment: Provided, further, That any personnel designated to the position who does not possess the
established minimum qualifications therefore shall occupy the same temporarily for not more than six (6)
months without reappointment or extension.
Section 33. Section 38 (a) and (b) of Republic Act No. 6975 is hereby amended to read as follows:
"SEC. 38. Promotions. – (a) A uniformed member of the PNP shall not be eligible for promotion to a
higher position or rank unless he or she has successfully passed the corresponding promotional
examination given by the Commission, or the Bar, or the corresponding board examinations for technical
services and other professions, has satisfactorily completed the appropriate and accredited course in the
PNPA or equivalent training institutions, and has satisfactorily passed the required
psychiatric/psychological and drug tests. In addition, no uniformed member of the PNP shall be eligible for
promotion during the pendency of his or her administrative and/or criminal case or unless he or she has
been cleared by the People's Law Enforcement Board (PLEB) and the Office of the Ombudsman of any
complaints proffered against him or her, if any.
(b) Any uniformed member of the PNP who has exhibited acts of conspicuous courage and
gallantry at the risk of his/her life above and beyond the call of duty, shall be promoted to the next higher
rank: Provided, That such acts shall be validated by the Commission based on established criteria."

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COMMON PROVISIONS FOR UNIFORMED PERSONNEL SALARIES AND BENEFITS PURSUANT TO

R.A. 6975
CHAPTER VII
Common Provisions for Uniformed Personnel
Section 69. Incentives and Awards. — There shall be established an incentives and awards system
which shall be administered by a board under such rules, regulations and standards as may be
promulgated by the Department: Provided, That equivalent awards shall be given by the Department for
every award duly given by respectable civic organizations in a nationwide selection for outstanding
achievement and/or performance of any member.
Section 70. Health and Welfare. — It shall be the concern of the Department to provide leadership and
assistance in developing health and welfare programs for its personnel.
The heads of all bureaus and other offices created under this Act shall take all proper steps
towards the creation of an atmosphere conducive to a good supervisor-subordinate relationship and the
improvement of personnel morale.
Section 71. Longevity Pay and Allowances. — Uniformed personnel of the Department shall be entitled
to a longevity pay of ten percent (10%) of their basic monthly salaries for every five (5) years of service,
which shall be reckoned from the date of the personnel’s original appointment in the AFP, or appointment
in the police, fire jail or other allied services to the integration of the PC and the INP: Provided, That the
totality of such longevity pay shall not exceed fifty percent (50%) of the basic pay.
They shall also continue to enjoy the subsistence allowance, quarters allowance, clothing
allowance cost of living allowance, hazard pay, and all other allowances as provided by existing laws.
Section 72. Active Service. — For purposes of this Act, active service of the uniformed personnel shall
refer to services rendered as an officer and non-officer, cadet, trainee or draftee in the PNP, Fire or Jail
Force or in the municipal police prior to the integration of the PC-INP or in the AFP, and services rendered
as a civilian official or employee in the Philippine Government prior to the date of separation or retirement
from the PNP, Fire or Jail Force: Provided, That, for purposes of retirement he shall have rendered at least
ten (10) years of active service as officer or non-officer in the AFP, and /or in the INP and/or in the PNP,
Fire or Jail Force: Provided, further, That services rendered as cadet, probationary officer, trainee or
draftee in the AFP or as cadet or trainee in the INP and PNP shall be credited for purposes of longevity
pay: Provided, finally, That, for cadet services, the maximum number of service to be credited shall not
exceed the duration of the pre-commissionship course specified in the curriculum.
Section 73. Permanent Physical Disability. — An officer or non-officer who, having accumulated at least
twenty (20) years of active service, incurs total permanent physical disability in line of duty shall be
compulsorily retired: Provided, That, if he has accumulated less than twenty (20) years of active service,
he shall be separated from the service and be entitled to a separation pay equivalent to one and one-fourth
(11/4) months base pay for every year of service, or a fraction thereof, and longevity pay of the permanent
grade he holds.
Section 74. Retirement in the Next Higher Grade. — Uniformed personnel covered under this Act shall,
for purposes of retirement pay, be retired in one (1) grade higher than the permanent grade last held:
Provided, that they have served for at least one (1) year of active service in the permanent grade.
Section 75. Retirement Benefits. — Monthly retirement pay shall be fifty percent (50%) of the base pay
and longevity pay of the retired grade in case of twenty (20) years of active service, increasing by two and
one-half percent (2.5%) for every year of active service rendered beyond twenty (20) years to a maximum
of ninety percent (90%) for thirty-six (36) years of active service and over.

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Section 76. Death and Disability Benefits. — A uniformed personnel and/or his heirs shall be entitled to
all benefits relative to the death or permanent incapacity of said personnel, as provided for under this Act,
and/or other existing laws.
Section 77. Exemption from Attachment and Taxes. — All benefits granted by this Act, including
benefits received from the Government Service Insurance System, shall not be subject to attachment, levy,
execution or any tax of whatever nature.
Section 78. Uniformed Personnel Missing in Action. — Any uniformed personnel who while in the
performance of duty or by reason of his being an officer or member of the PNP, Fire or Jail Force, is
officially confirmed missing in action, kidnapped or captured by lawless elements shall, while so absent, be
entitled to receive or to have credited to his account the same pay and allowances to which such officer or
uniformed member was entitled at the time of the incident: Provided, That the compulsory retirement of a
person missing in action shall be processed to allow the members of the next of kin to enjoy the retirement
benefits: Provided, further, That should the Chief of the PNP, Fire or Jail Force, as the same may be, upon
the recommendation of the proper authority and/or immediate supervisor, subsequently determine that the
officer or uniformed member concerned have been absent from duty without authority, such member or his
heirs shall reimburse the PNP, Fire or Jail Force all such amount and allowances received by him in
accordance with this section and the following section.
Section 79. Payment of Salary and Allowances to the Heirs of Uniformed Personnel. — In case any
uniformed personnel has been officially confirmed as missing in action under any of the circumstances
provided in the preceding section, the Chief of the PNP, Fire or Jail Force, as the case may be, shall direct
payment of the absent uniformed personnel’s monthly salary and allowances and other emoluments
pertinent thereto his/her heirs for their support for a maximum period of one (1) year from the date of
commencement of absent or when last heard from as those kidnapped or captured by lawless elements.
Section 80. Finding of Death and Termination of Payment of Salary and Allowances. — Upon the
termination of the one (1) year period as specified in the preceding section, the missing uniformed
personnel shall be automatically terminated. In the event said personnel shall thereafter be found to have
been alive and is not entitled to the benefits paid under the preceding sections of this Act, said benefits
shall be reimbursed to the State within six (6) months from the discovery of the fact or his reappearance.
However, if his continued disappearance was fraudulent or made in bad faith he shall, together with his co-
conspirators, be prosecuted according to law.
PROFESSIONALISM, WELFARE AND BENEFITS PURSUANT TO R.A. 6975

B. Professionalism, Welfare and Benefits
Section 37. Performance Evaluation System. — There shall be established a performance evaluation
system which shall be administered in accordance with the rules, regulations and standards, and a code of
conduct promulgated by the Commission for members of the PNP. Such performance evaluation system
be administered in such a way as to foster the improvement of individual efficiency and behavioral
discipline as well as the promotion of organizational effectiveness and respect for the constitutional and
human rights of citizens, democratic principles and ideals and the supremacy of civilian authority over the
military.
The rating system as contemplated herein shall be based on standards prescribed by the
Commission and shall consider results of annual physical, psychological and neuropsychiatric
examinations conducted on the PNP officer or member concerned.
Section 38. Promotions. — (a) A member of the PNP shall not be eligible for promotion to a higher
position or rank unless he has successfully passed the corresponding promotional examination given by
the Commission, or the Bar or corresponding board examinations for technical services and other
professions, and has satisfactorily completed an appropriate and accredited course in the PNPA or
equivalent training institutions. In addition, no member of the PNP shall eligible for promotion unless he
has been cleared by the People’s Law Enforcement Board (PLEB) of complaints proffered against him, if
any.

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(b) Special promotion may be extended to any member of the PNP for acts of conspicuous
courage and gallantry at the risk of his life above and beyond the call of duty or selected as such in a
nationwide search conducted by the PNP or any accredited civic organization.
Section 39. Compulsory Retirement. — Compulsory retirement, for officer and non-officer, shall be upon
the attainment of age fifty-six (56): Provided, that, in case of any officer with the rank of chief
superintendent, director or deputy director general, the Commission may allow his retention in the service
for an unextendible period of one (1) year.
Section 40. Optional Retirement. — Upon accumulation of at least twenty (20) years of satisfactory
active service, an officer or non-officer, at his own request and with the approval of the Commission, shall
be retired from the service and entitled to receive benefits provided for by law.
UPGRADING OF SALARIES AND BENEFITS PURSUANT TO R.A. 8551
E. UPGRADING OF SALARIES AND BENEFITS

Section 34. Section 75 of the same Act is hereby amended to read as follows:
"SEC. 75. Retirement Benefits. – Monthly retirement pay shall be fifty percent (50%) of the base pay and
longevity pay of the retired grade in case of twenty (20) years of active service, increasing by two and one-
half percent (2.5%) for every year of active service rendered beyond twenty (20) years to a maximum of
ninety percent (90%) for thirty-six (36) years of active service and over: Provided, That, the uniformed
personnel shall have the option to receive in advance and in lump sum his retirement pay for the first five
(5) years: Provided, further, That payment of the retirement benefits in lump sum shall be made within six
(6) months from effectivity date of retirement and/or completion: Provided, finally, That retirement pay of
the officers/non-officers of the PNP shall be subject to adjustments based on the prevailing scale of base
pay of police personnel in the active service."
Section 35. Section 73 of the same Act is hereby amended to read as follows:
"SEC. 73. Permanent Physical Disability. – An officer or non-officer who is permanently and totally
disabled as a result of injuries suffered or sickness contracted in the performance of his duty as duly
certified by the National Police Commission, upon finding and certification by the appropriate medical
officer, that the extent of the disability or sickness renders such member unfit or unable to further perform
the duties of his position, shall be entitled to one year's salary and to lifetime pension equivalent to eighty
percent (80%) of his last salary, in addition to other benefits as provided under existing laws.
Should such member who has been retired under permanent total disability under this section die
within five (5) years from his retirement, his surviving legal spouse or if there be none, the surviving
dependent legitimate children shall be entitled to the pension for the remainder of the five (5) years
guaranteed period."
"SEC. 36. Status of Members of the Philippine National Police. – The uniformed members of the PNP
shall be considered employees of the National Government and shall draw their salaries therefrom. They
shall have the same salary grade level as that of public school teachers: Provided,
That PNP members assigned in Metropolitan Manila, chartered cities and first class municipalities
may be paid financial incentive by the local government unit concerned subject to the availability of funds."
Section 37. Early Retirement Program. – Within three (3) years after the effectivity of this Act, any PNP
officer or non-commissioned officer may retire and be paid separation benefits corresponding to a position
two (2) ranks higher than his or her present rank subject to the following conditions:
a) that at the time he or she applies for retirement, he or she has already rendered at least ten (10) years
of continuous government service;
b) the applicant is not scheduled for separation or retirement from the service due to the attrition system or
separation for cause;
c) he or she has no pending administrative or criminal case; and

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d) he or she has at least three (3) more years in the service before reaching the compulsory retirement age
and at least a year before his or her maximum tenure in position.
Section 38. Rationalization of Retirement and Separation Benefits. – The Commission shall formulate
a rationalized retirement and separation benefits schedule and program within one (1) year from the
effectivity of this Act for approval by Congress: Provided, That the approved schedule and program shall
have retroactive effect in favor of PNP members and officers retired or separated from the time specified in
the law, unless the retirement or separation is for cause and the decision denies the grant of benefits.
PERSONNEL ADMINISTRATION
Personnel Administration is one way of the many specialized fields of administration. Moreover, it
could be considered the most important field of administration. Thus, all the activities of any organization
are initiated, determined, and implemented by the people who make up that organization. Managerial and
administrative skills could only be exercised through personnel administration.
Certainly, personnel administration plays a vital role in the efforts to improve efficiency,
effectiveness, and economy in the government, particularly the improvement of the administrative structure
of its public administration.
Personnel Administration in the narrower sense deals principally with the recruitment of employees
for organization position (including promotions and transfers from one position to another), with the
separation of employees from the organization by retirement, dismissal, or resignation, with the training of
employees, with their salaries and wages, and their health, safety, and welfare.
The Evolution of the Personnel Specialized Function

Throughout the history of any nation, there have been various approaches to personnel
administration in the government. Some of them are as follows:
1. Merit System – this approach is to recruit, promote, and otherwise manage government personnel in
accordance with “comparative merit achievement.”
2. Spoils System – this approach is to appoint and dismiss government personnel for partisan political
reason.
3. Emergency employment – this approach is to provide temporary jobs for those who otherwise would
be unemployed due to some economic reasons. This approach, which is common in underdeveloped
countries, is also found in the underdeveloped countries.
4. Veteran Preference – preference in public employment may be given for services in the armed forces
of the country.
5. Equitable allocation of employment – to assure equitable allocation of public jobs, representation by
geographic areas, social class or ethnic groups may be considered as factors in the employment in the
government.
PARTICIPATION OF LOCAL GOVERNMENT PURSUANT TO R.A. 6975
D. Participation of Local Executives in the Administration of the PNP

Section 51. Powers of Local Government Officials Over the PNP Units or Forces. — Governors and
mayors shall be deputized as representatives of the Commission in their respective territorial jurisdiction.
As such, the local executives shall discharge the following functions:
(a) Provincial Governor:
(1) Power to Choose the Provincial Director. — The provincial governor shall choose the
provincial director from a list of three (3) eligible recommended by the PNP regional director.
(2) Overseeing the Provincial Public Safety Plan Implementation. — The governor, as
chairman of the provincial peace and order council, shall oversee the implementation of the
provincial public safety plan, which is prepared taking into consideration the integrated community
safety plans, as provided under paragraph (b) (2) of this section.
(b) City and Municipal Mayors:
(1) Operational Supervision and Control. The city and municipal mayors shall exercise
operational supervision and control over PNP units in their respective jurisdiction except during the thirty

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(30) day period immediately preceding and the thirty (30) days following any national, local and barangay
elections. During the said period, the local police forces shall be under the supervision and control of the
Commission on Elections.
The term “operational supervision and control” shall mean the power to direct, superintend,
oversee and inspect the police units and forces.
It shall include the power to employ and deploy units or elements of the PNP, through the station
commander, to ensure public safety and effective maintenance of peace and order within the locality. For
this purpose, the term “employ” and “deploy” shall mean as follows:
“Employ” refers to utilization of units or elements of the PNP for purposes of protection of lives and
properties, enforcement of laws, maintenance of peace and order, prevention of crimes, arrest of criminal
offenders and bringing the offenders to justice, and ensuring public safety, particularly in the suppression
of disorders, riots, lawless violence, rebellious seditious conspiracy, insurgency, subversion or other
related activities.
“Deploy” shall mean the orderly organized physical movement of elements or units of the PNP within the
province, city or municipality for purposes of employment as herein defined.
(2) Integrated Community Safety Plans. — The municipal/city mayor shall, in coordination with
the local peace and order council of which he is the chairman pursuant to Executive Order No. 309, as
amended, develop and establish an integrated area/community public safety plan embracing priorities of
action and program thrusts for implementation by the local PNP stations.
It shall; likewise, be the duty of the city or municipal mayor to sponsor periodic seminars for
members of the PNP assigned or detailed in his city or municipality in order to update them regarding local
ordinances and legislations.
(3) Administrative Disciplinary Powers. — In the areas of discipline, city and municipal mayors
shall have the powers to impose, after due notice and summary hearings, disciplinary penalties for minor
offenses committed by members of the PNP assigned to their respective jurisdictions, as provided in
Section 41 of this Act.
(4) Other Powers. — In addition to the aforementioned powers, city and municipal mayors shall
have the following authority over the PNP units in their respective jurisdictions:
(i) Authority to choose the chief of police from a list of five (5) eligible recommended by the
provincial police director, preferably from the same province, city or municipality.
(ii) Authority to recommend the transfer, reassignment or detail of PNP members outside of
their respective city or town residences; and
(iii) Authority to recommend, from a list of eligibles previously screened by the peace and
order council, the appointment of new members of the PNP to be assigned to their respective cities
or municipalities without which no such appointment shall be attested.
Section 52. Suspension of Operational Supervision and Control. — The President may, upon
consultation with the provincial governor and congressman concerned, suspend the power of operational
supervision and control of any local executive over police units assigned or stationed in his jurisdiction for
any of the following grounds:
(a) Frequent unauthorized absences;
(b) Abuse of authority;
(c) Providing material support to criminal elements; or
(d) Engaging in acts inimical to national security or which negate the effectiveness of the peace
and order campaign.
Upon good cause shown, the President may, motuproprio or upon the recommendation of the
National Police Commission, restores such power withdrawn from any local executive.
PARTICIPATION OF LOCAL GOVERNMENT PURSUANT TO R.A. 8551
TITLE VIII
PARTICIPATION OF LOCAL GOVERNMENT EXECUTIVES IN THE ADMINISTRATION OF THE PNP
Section 62. The provisions of the second, third, fourth and fifth paragraphs of subparagraph (b) (1),
Section 51, Chapter III-D of Republic Act No. 6975 are hereby amended to read as follows:

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The term “operational supervision and control” shall mean the power to direct, superintend,
and oversee the day-to-day functions of police investigation of crime, crime prevention activities, and traffic
control in accordance with the rules and regulations promulgated by the Commission.
It shall also include the power to direct the employment and deployment of units or elements of the
PNP, through the station commander, to ensure public safety and effective maintenance of peace and
order within the locality. For this purpose, the terms 'employment' and 'deployment' shall mean as follows:
“Employment” refers to the utilization of units or elements of the PNP for purposes of protection
of lives and properties, enforcement of laws, maintenance of peace and order, prevention of crimes, arrest
of criminal offenders and bringing the offenders to justice, and ensuring public safety, particularly in the
suppression of disorders, riots, lawlessness, violence, rebellious and seditious conspiracy, insurgency,
subversion or other related activities.
“Deployment” shall mean the orderly and organized physical movement of elements or units of
the PNP within the province, city or municipality for purposes of employment as herein defined.
Section 63. Section 51 (b) (4) of Republic Act No. 6975 is hereby amended to read as follows:
(4) Other Powers. In addition to the aforementioned powers, city and municipal mayors shall have the
following authority over the PNP units in their respective jurisdictions:
(i) Authority to choose the chief of police from a list of five (5) eligibles recommended by the
provincial police director, preferably from the same province, city or municipality: Provided, however, That
in no case shall an officer-in-charge be designated for more than thirty (30) days: Provided, further, That
the local peace and order council may, through the city or municipal mayor, recommend the recall or
reassignment of the chief of police when, in its perception, the latter has been ineffective in combating
crime or maintaining peace and order in the city or municipality: Provided, finally, That such relief shall be
based on guidelines established by the NAPOLCOM;
(ii) Authority to recommend to the provincial director the transfer, reassignment or detail of PNP
members outside of their respective city or town residences; and
(iii) Authority to recommend from a list of eligibles previously screened by the peace and order
council the appointment of new members of the PNP to be assigned to their respective cities or
municipalities without which no such appointments shall be attested: Provided, That whenever practicable
and consistent with the requirements of the service, PNP members shall be assigned to the city or
municipality of their residence.
The control and supervision of anti-gambling operations shall be within the jurisdiction of local
government executives.
Section 64. Automatic Deputation of Local Government Executives as Commission

Representatives. – Governors and mayors, upon having been elected and living qualified as such, are
automatically deputized as representatives of the National Police Commission in their respective
jurisdiction. As deputized agents of the Commission, local government executives can inspect police forces
and units, conduct audit, and exercise other functions as may be duly authorized by the Commission.
"SEC. 52. Suspension or Withdrawal of Deputation. – Unless reversed by the President, the
Commission may, after consultation with the provincial governor and congressman concerned, suspend or
withdraw the deputation of any local executive for any of the following grounds:
(a) Frequent unauthorized absences;
(b) Abuse of authority;
(c) Providing material support to criminal elements; or
(d) Engaging in acts inimical to national security or which negate the effectiveness of the peace
and order campaign.
Upon good cause shown, the President may, directly or through the Commission, motu proprio
restore such deputation withdrawn from any local executive."
ADMINISTRATIVE DISCIPLINARY MACHINERY PURSUANT TO R.A. 6975

C. Administrative Disciplinary Machinery

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Section 41. (a) Citizen’s Complaints. — Any complaint by an individual person against any member of
the PNP shall be brought before the following:
(1) Chiefs of police, where the offense is punishable by withholding of privileges, restriction to
specified limits, suspension or forfeiture of salary, or any combination thereof for a period not
exceeding fifteen (15) days;
(2) Mayors of cities or municipalities, where the offense is punishable by withholding of
privileges, restriction to specified limits, suspension or forfeiture of salary, or any combination
thereof, for a period of not less than sixteen (16) days but not exceeding thirty (30) days;
(3) People’s Law Enforcement Board, as created under Section 43 hereof, where the offense is
punishable by withholding of privileges, restriction to specified limits, suspension of forfeiture of
salary, or any combination thereof, for a period exceeding thirty (30) days; or by dismissal.
The Commission shall provide in its implementing rules and regulations a scale of penalties to be
imposed upon any member of the PNP under this section.
(b) Internal Discipline. — In dealing with minor offenses involving internal discipline found to have been
committed by any regular member of their respective commands, the duly designated supervisors and
equivalent officers of the PNP shall, after due notice and summary hearing, exercise disciplinary powers as
follows:
(1) Chiefs of police or equivalent supervisors may summarily impose the administrative
punishment of admonition or reprimand; restriction to specified limits; withholding of privileges;
forfeiture of salary or suspension; or any of the combination of the foregoing: Provided; That, in all
cases, the total period shall not exceed fifteen (15) days;
(2) Provincial directors or equivalent supervisors may summarily impose the administrative
punishment of admonition or reprimand; restriction to specified limits; withholding of privileges;
forfeiture of salary or suspension; or any combination of the foregoing: Provided, That, in all cases,
the total period shall not exceed thirty (30) days;
(3) Police regional directors or equivalent supervisors shall have the power to impose upon
any member the disciplinary punishment of dismissal from the service. He may also impose the
administrative punishment of admonition or reprimand; restriction to specified limits; withholding of
privileges; suspension or forfeiture of salary; demotion; or any combination of the foregoing:
Provided, That, in all cases, the total period shall not exceed sixty (60) days;
(4) The Chief of the PNP shall have the power to impose the disciplinary punishment of dismissal
from the service; suspension or forfeiture of salary; or any combination thereof for a period not
exceeding one hundred eighty (180) days.
(c) Exclusive Jurisdiction. — A complaint or a charge filed against a PNP member shall be heard and
decided exclusively by the disciplining authority who has acquired original jurisdiction over the case and
notwithstanding the existence of concurrent jurisdiction as regards the offense: Provided, That offenses
which carry higher penalties referred to a disciplining authority shall be referred to the appropriate authority
which has jurisdiction over the offense.
For purposes of this Act, a “minor offense” shall refer to an act or omission not involving moral
turpitude, but affecting the internal discipline of the PNP, and shall include, but not limited to:
1. Simple misconduct or negligence;
2. Insubordination;
3. Frequent absences or tardiness;
4. Habitual drunkenness; and
5. Gambling prohibited by law.
Section 42. Summary Dismissal Powers of the PNP Chief and Regional Directors. — The Chief of the
PNP and regional directors, after due notice and summary hearings, may immediately remove or dismiss
any respondent PNP member in any of the following cases:
(a) When the charge is serious and the evidence of guilt is strong;
(b) When the respondent is a recidivist or has been repeatedly charged and there are reasonable
grounds to believe that he is guilty of the charges; and
(c) When the respondent is guilty of conduct unbecoming of a police officer.

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SECTION 43. People’s Law Enforcement Board (PLEB).
(a) Creation and Functions. — Within thirty (30) days from the issuance of the implementing rules and
regulations by the Commission, there shall be created by the sangguniangpanlungsod/bayan in every city
and municipality such number of People’s Law Enforcement Boards (PLEBs) as may be necessary:
Provided, That there shall be at least one (1) PLEB for every municipality and for each of the legislative
districts in a city. The PLEB shall have jurisdiction to hear and decide citizen’s complaints or cases filed
before it against erring officers and members of the PNP. There shall be at least one (1) PLEB for every
five hundred (500) city or municipal police personnel.
(b) Composition and Term of Office. — The PLEB shall be composed of the following:
(1) Any member of the sangguniangpanlungsod/bayan chosen by his respective sanggunian;
(2) Any barangay captain of the city or municipality concerned chosen by the association of
barangay captains; and
(3) Three (3) other members who shall be chosen by the peace and order council from among the
respected members of the community known for their probity and integrity, one (1) of whom must be a
member of the Bar or, in the absence thereof, a college graduate, or the principal of the central elementary
school in the locality.
The Chairman of the PLEB shall be elected from among its members. The term of office of the
members of the PLEB shall be for a period of two (2) years from assumption of office. Such member shall
hold office until his successor shall have been chosen and qualified.
(c) Compensation — Membership in the PLEB is a civic duty. However, PLEB members may be paid per
diem as may be determined by the city or municipal council from city or municipal funds.
(d) Procedure:
(1) The PLEB, by a majority vote of all its members and its Chairman shall determine whether or
not the respondent officer or member of the PNP is guilty of the charge upon which the complaint is based.
(2) Each case shall be decided within sixty (60) days from the time the case has been filed with the
PLEB.
(3) The procedures in the PLEB shall be summary in nature, conducted in accordance with due
process, but without strict regard to technical rules of evidence.
(4) The Commission shall issue the necessary implementing guidelines and procedures to be
adopted by the PLEB, including graduated penalties which may be imposed by the PLEB.
(5) The Commission may assign the present NAPOLCOM hearing officers to act as legal
consultants of the PLEBs and provide, whenever necessary, legal services, assistance and advise to the
PLEBs in hearing and deciding cases against officers and members of the PNP, especially those involving
difficult questions of law: Provided, That these lawyers may also be assigned to investigate claims for
death and disability benefits of PNP members or their heirs.
(e) Decisions — The decision of the PLEB shall become final and executory: Provided, That a decision
involving demotion or dismissal from the service may be appealed by either party with the regional
appellate board within ten (10) days from receipt of the copy of the decision.
Section 44. Disciplinary Appellate Boards. — The formal administrative disciplinary machinery for the
PNP shall be the National Appellate Board and the regional appellate boards.
The National Appellate Board shall consist of four (4) divisions, each division composed of a
Commissioner as Chairman and two (2) other members. The Board shall consider appeals from decisions
of the Chief of the PNP.
The National Appellate Board may conduct its hearings or sessions in Metropolitan Manila or any
part of the country as it may deem necessary.
There shall be at least one (1) regional appellate board per administrative region in the country to
be composed of a senior officer of the regional Commission as Chairman and one (1) representative each
from the PNP, and the regional peace and order council as members. It shall consider appeals from
decisions of the regional directors, other officials, mayors, and the PLEBs: Provided, that the Commission
may create additional regional appellate boards as the need arises.
Section 45. Finality of Disciplinary Action. — The disciplinary action imposed upon a member of the
PNP shall be final and executory: Provided, That a disciplinary action imposed by the regional director or

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by the PLEB involving demotion or dismissal from the service may be appealed to the regional appellate
board within ten (10) days from receipt of the copy of the notice of decision: Provided, further, That the
disciplinary action imposed by the Chief of the PNP involving demotion or dismissal may be appealed to
the National Appellate Board within ten (10) days from receipt thereof: Provided, furthermore, That the
regional or National Appellate Board, as the case may be, shall decide the appeal within sixty (60) days
from receipt of the notice of appeal: Provided, finally, That failure of the regional appellate board to act on
the appeal within said period shall render the decision final and executory without prejudice, however, to
the filing of an appeal by either party with the Secretary.
Section 46. Jurisdiction in Criminal Cases. — Any provision of law to the contrary notwithstanding,
criminal cases involving PNP members shall within the exclusive jurisdiction of the regular courts:
Provided, That the courts-martial appointed pursuant to Presidential Decree No. 1850 shall continue to try
PC-INP members who have already been arraigned, to include appropriate actions thereon by the
reviewing authorities pursuant to Commonwealth Act No. 408, otherwise known as the Articles of War, as
amended, and Executive Order No. 178, otherwise known as the Manual for Courts-Martial: Provided,
further, That criminal cases against PC-INP members who may have not yet been arraigned upon the
effectivity of this Act shall be transferred to the proper city or provincial prosecutor or municipal trial court
judge.
Section 47. Preventive Suspension Pending Criminal Case. — Upon the filing of a complaint or
information sufficient in form and substance against a member of the PNP for grave felonies where the
penalty imposed by law is six (6) years and one (1) day or more, the court shall immediately suspend the
accused from office until the case is terminated. Such case shall be subject to continuous trial and shall be
terminated within ninety (90) days from arraignment of the accused.
Section 48. Entitlement to Reinstatement and Salary. — A member of the PNP who may have been
suspended from office in accordance with the provisions of this Act or who shall have been terminated or
separated from office shall, upon acquittal from the charges against him, be entitled to reinstatement and
to prompt payment of salary, allowances and other benefits withheld from him by reason of such
suspension or termination.
Section 49. Legal Assistance. — The Secretary of the Department of Justice, the Chairman of the
Commission or the Chief of the PNP may authorize lawyers of their respective agencies to provide legal
assistance to any member of the PNP who is facing before the prosecutor’s office, the court or any
competent body, a charge or charges arising from any incident which is related to the performance of his
official duty: Provided, That government lawyers so authorized shall have the power to administer oaths.
The Secretary of Justice, the Chairman of the Commission, and the Chief of the PNP shall jointly
promulgate rules and regulations to implement the provisions of this section.
Section 50. Power to Administer Oaths. — Officials of the Commission who are appointed by the
President, as well as officers of the PNP from rank of inspector to senior superintendent, shall have the
power to administer oaths on matters which are connected with the performance of their official duties.
ADMINISTRATIVE DISCIPLINARY MACHINERY PURSUANT TO R.A. 8551
TITLE V
INTERNAL AFFAIRS SERVICE
Section 39. Creation, Powers, and Functions. – An Internal Affairs Service (IAS) of the PNP is hereby
created which shall:
a) pro-actively conduct inspections and audits on PNP personnel and units;
b) investigate complaints and gather evidence in support of an open investigation;
c) conduct summary hearings on PNP members facing administrative charges;
d) submit a periodic report on the assessment, analysis, and evaluation of the character and behavior of
PNP personnel and units to the Chief PNP and the Commission;

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e) file appropriate criminal cases against PNP members before the court as evidence warrants and assist
in the prosecution of the case;
f) provide assistance to the Office of the Ombudsman in cases involving the personnel of the PNP.
The IAS shall also conduct, motu proprio, automatic investigation of the following cases:
a) incidents where a police personnel discharges a firearm;
b) incidents where death, serious physical injury, or any violation of human rights occurred in the conduct
of a police operation;
c) incidents where evidence was compromised, tampered with, obliterated, or lost while in the custody of
police personnel;
d) incidents where a suspect in the custody of the police was seriously injured; and
e) incidents where the established rules of engagement have been violated.
Finally, the IAS shall provide documents or recommendations as regards to the promotion of the
members of the PNP or the assignment of PNP personnel to any key position.
Section 40. Organization. – National, regional, and provincial offices of the Internal Affairs shall be
established. Internal Affairs Service shall be headed by an Inspector General who shall be assisted by a
Deputy Inspector General. The area offices shall be headed by a Director while the provincial offices shall
be headed by a Superintendent: Provided, That the head of the Internal Affairs Service shall be a civilian
who shall meet the qualification requirements provided herein.
The commission shall establish a rationalized staffing pattern in the Reorganization Plan as
provided for in Section 13 hereof.
Section 41. Appointments. – The Inspector General shall be appointed by the President upon the
recommendation of the Director General and duly endorsed by the Commission. Appointments of
personnel who shall occupy various positions shall be made by the Inspector General and shall be based
on an established career pattern and criteria to be promulgated by the Commission.
Section 42. Entry Qualifications to IAS. – Entry to the Internal Affairs Service shall be voluntary and
subject to rigid screening where only PNP personnel who have at least five (5) years experience in law
enforcement and who have no derogatory service records shall be considered for appointment: Provided,
That members of the Bar may enter the service laterally.
Section 43. Initial Appointments to the National, Directorial, and Provincial Internal Affairs Service
Offices. – Initial appointments of the heads of the offices in the Internal Affairs Service shall be made by
the President upon recommendation by the Commission. Thereafter, appointments and promotions to the
Service shall follow the established requirements and procedures.
Section 44. Promotions. – The Commission shall establish the promotion system within the IAS which
shall follow the general principles of the promotion system in the PNP.
Section 45. Prohibitions. – Any personnel who join the IAS may not thereafter join any other unit of the
PNP. Neither shall any personnel of the IAS be allowed to sit in a committee deliberating on the
appointment, promotion, or assignment of any PNP personnel.
Section 46. Career Development and Incentives. – (1) Personnel of the Internal Affairs Service shall in
addition to other allowances authorized under existing laws be granted occupational specialty pay which
shall not exceed fifty percent (50%) of their basic pay. This pay shall not be considered a forfeiture of other
remuneration and allowances which are allowed under existing laws.
(2) IAS members shall also have priorities in the quota allocation for training and education.
Section 47. Records Management of the IAS. – Local Internal Affairs Offices shall be responsible for the
maintenance and update of the records of the members of the PNP within their jurisdiction.
When PNP personnel is reassigned or transferred to another location or unit outside the jurisdiction of the
current Internal Affairs Office, the original records of such personnel shall be transferred over to the

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Internal Affairs Office that will acquire jurisdiction over the transferred personnel while copies will be
retained by the former Internal Affairs Office. In cases where a PNP personnel has been relieved of his/her
position and has not been given an assignment, the Internal Affairs Office where the person has been
assigned last shall continue to have jurisdiction over his or her records until such time that the officer or
member shall have been given a new assignment where the records will be forwarded to the Internal
Affairs Office acquiring jurisdiction over the PNP personnel.
Section 48. Inclusion of Supervisors and Superiors in IAS Investigations. – The immediate superior
or supervisor of the personnel or units being investigated under the preceding section shall be
automatically included in the investigation of the IA to exclusively determine lapses in administration or
supervision.
Section 49. Disciplinary Recommendations of the IAS. – (a) Any uniformed PNP personnel found guilty
of any of the cases mentioned in Section 39 of this Act and any immediate superior or supervisor found
negligent under Section 48 shall be recommended automatically for dismissal or demotion, as the case
may be.
(b) Recommendations by the IAS for the imposition of disciplinary measures against erring PNP personnel,
once final, cannot be revised, set-aside, or unduly delayed by any disciplining authority without just cause.
Any disciplining authority who fails to act or who acts with abuse of discretion on the recommendation of
the IAS shall be made liable for gross neglect of duty. The case of erring disciplinary authority shall be
submitted to the Director General for proper disposition.
Section 50. Appeals. – Decisions rendered by the provincial inspectors shall be forwarded to the area
internal affairs office for review within ten (10) working days upon the receipt thereof. Decisions of the area
office may be appealed to the national office through the Office of Inspector General. Decisions rendered
by the National IAS shall be appealed to the National Appellate Board or to the court as may be
appropriate: Provided, That the summary dismissal powers of the Director General and Regional Directors
as provided in Section 42 of Republic Act No. 6975 shall remain valid:
Provided, further, That the existing jurisdiction over offenses as provided under Republic Act No.
6975 shall not be affected.
Section 51. Complaints Against the IAS. – A complaint against any personnel or office of IAS shall be
brought to the Inspector General's Office or to the Commission as may be appropriate.
TITLE VI
DISCIPLINARY MECHANISMS
"SEC. 41(a). Citizen's Complaints. – Any complaint by a natural or juridical person against any member
of the PNP shall be brought before the following:
(1) Chiefs of Police, where the offense is punishable by withholding of privileges, restriction to specified
limits, suspension or forfeiture of salary, or any combination thereof, for a period not exceeding fifteen (15)
days;
(2) Mayors of cities and municipalities, where the offense is punishable by withholding of privileges,
restriction to specified limits, suspension or forfeiture of salary, or any combination thereof, for a period of
not less than sixteen (16) days but not exceeding thirty (30) days;
(3) People's Law Enforcement Board, as created under Section 43 hereof, where the offense is
punishable by withholding of privileges, restriction to specified limits, suspension or forfeiture of salary, or
any combination thereof, for a period exceeding thirty (30) days; or by dismissal.
The Commission shall provide in its implementing rules and regulations a scale of penalties to be
imposed upon any member of the PNP under this Section.
(b) Internal Discipline. – On dealing with minor offenses involving internal discipline found to have been
committed by any regular member of their respective commands, the duly designated supervisors and
equivalent officers of the PNP shall, after due notice and summary hearing, exercise disciplinary powers as
follows:

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(1) Chiefs of police or equivalent supervisors may summarily impose the administrative punishment of
admonition or reprimand; restriction to specified limits; withholding of privileges; forfeiture of salary or
suspension; or any of the combination of the foregoing: Provided, That, in all cases, the total period shall
not exceed fifteen (15) days;
(2) Provincial directors or equivalent supervisors may summarily impose administrative punishment of
admonition or reprimand; restrictive custody; withholding of privileges; forfeiture of salary or suspension, or
any combination of the foregoing: Provided, That, in all cases, the total period shall not exceed thirty (30)
days;
(3) Police regional directors or equivalent supervisors shall have the power to impose upon any
member the disciplinary punishment of dismissal from the service. He may also impose the administrative
punishment of admonition or reprimand; restrictive custody; withholding of privileges; suspension or
forfeiture of salary; demotion; or any combination of the foregoing: Provided, That, in all cases, the total
period shall not exceed sixty (60) days;
(4) The Chief of the PNP shall have the power to impose the disciplinary punishment of dismissal from the
service; suspension or forfeiture of salary; or any combination thereof for a period not exceeding one
hundred eighty (180) days: Provided, further, That the chief of the PNP shall have the authority to place
police personnel under restrictive custody during the pendency of a grave administrative case filed against
him or even after the filing of a criminal complaint, grave in nature, against such police personnel.
(c) Exclusive Jurisdiction. – A complaint or a charge filed against a PNP member shall be heard and
decided exclusively by the disciplining authority who has acquired original jurisdiction over the case and
notwithstanding the existence of concurrent jurisdiction as regards the offense: Provided, That offenses
which carry higher penalties referred to a disciplining authority shall be referred to the appropriate authority
which has jurisdiction over the offense.
For purposes of this Act, a 'minor offense' shall refer to any act or omission not involving moral
turpitude, but affecting the internal discipline of the PNP, and shall include, but not limited to:
(1) Simple misconduct or negligence;
(2) Insubordination;
(3) Frequent absences and tardiness;
(4) Habitual drunkenness; and
(5) Gambling prohibited by law.
(d) Forum shopping of multiple filing of complaints. – When an administrative complaint is filed with a
police disciplinary authority, such as the People's Law Enforcement Board (PLEB), no other case involving
the same cause of action shall be filed with any other disciplinary authority.
In order to prevent forum shopping or multiple filing of complaints, the complainant or party seeking
relief in the complaint shall certify under oath in such pleading, or in a sworn certification annexed thereto
and simultaneously filed therewith, to the truth of the following facts and undertaking:
(a) that he has not heretofore commenced any other action or proceeding involving the same
issues in other disciplinary forum;
(b) that to the best of his knowledge, no such action or proceeding is pending in other police
administrative disciplinary machinery or authority;
(c) that if there is any such action or proceeding which is either pending or may have been
terminated, he must state the status thereof; and
(d) that if he should thereafter learn that a similar action or proceeding has been filed or is pending
before any other police disciplinary authority, he must undertake to report that fact within five (5)
days therefrom to the disciplinary authority where the original complaint or pleading has been
filed."
“SEC. 42. Summary Dismissal Powers of the National Police Commission, PNP Chief and PNP
Regional Directors. – The National Police Commission, the chief of the PNP and PNP regional directors,
after due notice and summary hearings, may immediately remove or dismiss any respondent PNP member
in any of the following cases:
(a) When the charge is serious and the evidence of guilt is strong;

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(b) When the respondent is a recidivist or has been repeatedly charged and there are reasonable
grounds to believe that he is guilty of the charges; and
(c) When the respondent is guilty of a serious offense involving conduct unbecoming of a police
officer.
Any member or officer of the PNP who shall go on absence without official leave (AWOL) for a
continuous period of thirty (30) days or more shall be dismissed immediately from the service. His activities
and whereabouts during the period shall be investigated and if found to have committed a crime, he shall
be prosecuted accordingly."
“SEC. 44. Disciplinary Appellate Boards. – The formal administrative disciplinary machinery of the PNP
shall be the National Appellate Board and the regional appellate boards.
The National Appellate Board shall be composed of the four (4) regular commissioners and shall
be chaired by the executive officer. The Board shall consider appeals from decisions of the Chief of the
PNP.
The National Appellate Board may conduct its hearings or sessions in Metropolitan Manila or any
part of the country as it may deem necessary.
There shall be at least one (1) regional appellate board per administrative region in the country to
be composed of a senior officer of the regional Commission as Chairman and one (1) representative each
from the PNP, and the regional peace and order council as members. It shall consider appeals from
decisions of the regional directors, other officials, mayors, and the PLEBs: Provided, That the Commission
may create additional regional appellate boards as the need arises."
"Sec. 47. Preventive Suspension Pending Criminal Case. – Upon the filing of a complaint or
information sufficient in form and substance against a member of the PNP for grave felonies where the
penalty imposed by law is six (6) years and one (1) day or more, the court shall immediately suspend the
accused from office for a period not exceeding ninety (90) days from arraignment: Provided, however, That
if it can be shown by evidence that the accused is harassing the complainant and/or witnesses, the court
may order the preventive suspension of the accused PNP member even if the charge is punishable by a
penalty lower than six (6) years and one (1) day: Provided, further, That the preventive suspension shall
not be more than ninety (90) days except if the delay in the disposition of the case is due to the fault,
negligence or petitions of the respondent: Provided, finally, That such preventive suspension may be
sooner lifted by the court in the exigency of the service upon recommendation of the chief, PNP. Such
case shall be subject to continuous trial and shall be terminated within ninety (90) days from arraignment of
the accused."
"SEC. 49. Legal Assistance. – The Secretary of Justice, the chairman of the Commission or the Chief of
the PNP may authorize lawyers of their respective agencies to provide legal assistance to any member of
the PNP who is facing before the prosecutor's office, the court or any competent body, a charge or charges
arising from any incident which is related to the performance of his official duty: Provided, That government
lawyers so authorized shall have the power to administer oaths: Provided, further, That in such cases,
when necessary, as determined by the Commission, a private counsel may be provided at the expense of
the Government. The Secretary of Justice, the Chairman of the Commission and the Chief of the PNP shall
jointly promulgate rules and regulations to implement the provisions of this Section."
POLICE RECORDS MANAGEMENT
RECORDS – are account in writing, print or in some other permanent form intended to perpetrate
knowledge of facts or events. They are the primarily means of communication among the members of the
police department. The effectiveness of a police department is directly related to quality of its records.
- is the narration of facts/events transpired in a document that will serve as future reference.

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Records Management
- the application of systematic control concerning the creation, maintenance and destruction or
records required in conjunction with the operation of the organization.
- it is the systematic way of preserving, caring, and filing of important records.
Laws and jurisprudence relating to records management and security:

- measures adopted by the government to safeguard records.
1. Section 633 of the Revised Administrative Code – states that employees who are in charge of files shall
be accountable and responsible for their safekeeping.
2. Art. 171 of the Revised Penal Code – provides for the penalty of Prision Mayor and a fine not exceeding
P5, 000.00 shall be imposed upon any public officer, employee, notary public or ecclesiastical minister who
is taking advantage of his position, shall falsify a document by committing any of the following:
a. Counterfeiting or initiating any handwriting or signature of any person in any record or document.
b. Causing it to appear that persons have participated in an act or proceeding when they did not
really participate.
c. Attributing to persons who participated in an act or proceedings statements other than those in
fact made by them.
*RA No. 9470 – “National Archives of the Philippines Act of 2007”
Sec. 40. Offenses – a person who willfully or negligently, damages a public records or disposes or
destroys a public record other than in accordance with the provisions of this Act or contravenes or
fails to comply with the provisions of this Act or any regulations made under this act deemed to
have committed an offense.
Importance of Records Management:

a. The needs for police records
- a police department is only as good as its records keeping capabilities. The effectiveness of a
police department is directly related to the quality of its records. They are the primary means of
communication among the members of the police department and have as their purpose the integration of
various department units into an integrated organization for accomplishing the police task.
- records are essential in the efficient performance of routine duties, in the wise direction of police
effort, in supervision and control of personnel, and in the determination of department policy.
1. Files are backbone of sound and efficient administration.
2. An effective filing system preserves papers and both current and future value in the
operation of the headquarters.
b. Centralized Records System: Its concept

- a station commander shall maintain an adequate and centralized records system by organizing in
his force an efficient records and communication unit capable of providing appropriate services to the line
units.
- the centralization of records in a police station brings together at one point all information
concerning police activities; and it is through such centralization that the various line functions of a police
department are coordinated.
The effectiveness of the police department is directly related to the quality of its records. They are
the primary means of communication among the members of the police department and have as their
purpose the integration of the various department units into an integrated organization for accomplishment
of the police task.
Brief History of Filing and Records Storage

1. Spindle File – the spindle, on with papers may be impaled, appeared in 15 th century.
2. Pigeonhole File – persons who dislike spindle folded or rolled their papers, wrote names or subjects of
the outside and place the roll in holes in roll top desks or in a series of separate boxlike openings in a
cabinet.

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3. Bellow File – the bellow files are used as sorters. It appeared at about 1860. Each lettered
compartment, the alphabetic bellows file is sometimes used as sorters.
4. Box-File – in 1875, the box files shaped-like a book and opening from the side was invented. Each box
contained a set of sheets having extended labels bearing the letters of the alphabet.
5. Shannon File – the Shannon file originated in 1880 in response to a need of greater security of papers.
The Shannon file consisted of a double side-opening arch, mounted on a board with a drawer front on the
end.
6. Vertical File – this is generally recognized as the best method of the majority of business records. It
was first suggested by Dr. Nathaniel S. Reosenay in 1892.
Classification of Records
a. External Communications – written communications between organizations, between customers/client
and the organization, between buyer and supplier and between the organization and various branches of
the government.
b. Internal Communications – are communication between an organization and employees (such as

payroll, records, bulletins and regulations) and communications among an organizations department.
Records Cycle
The life span of a record from creation to final disposition is called the record cycle.
1. Creation
2. Classification
3. Storage
4. Retrieval
5. Purging or Retention
6. Transfer
7. Archival Storage or Disposition
Terminology of Storage
1. Filing – filing is the actual placement of materials in a storage container, generally a folder, according to
a plan. It includes the process of classifying, coding, arranging, and storage systematically so that they
may be located quietly when needed.
2. Filing manual – is an instrumental book containing detailed information about various phases of filing
and records management including rules for the procedures used.
3. Procedure – are series of steps for the orderly arrangement or records which alphabet, geographic,
numeric, subject of chronology.
4. System – means any plan of filing devised by a filing equipment manufacturer.
5. Classifying – mentally determining the name of subject or number of which a specific record is to be
filed is called classifying.
6. Indexing – another method of classifying.
7. Coding – making an identifying mark on the item to be stored to indicate what classifications it is to be
filed is called coding. Coding may be done by underlining, checking, circling, or making the record in some
other way.
8. Unit – the names, initials, or words used in determining the alphabetic order of field materials are called
unit.

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9. Cross Reference – is a notation put into a file to indicate that a record to not store in that file but in the
file specified on the cross-reference.
10. Guide – dividers in filing equipment are called guides because information on them serve as guide to
the eye of filing and locating stored items.
11. Folder – the container in which papers or materials are kept in filing cabinet is called a folder. Popular
materials used in making folders, are manila, Kraft, plastic and pressboard. A miscellaneous folder is a
folder that contains has not accumulated is sufficient volume being removed to its own specially labeled
folder known as an individual.
Functions and Uses of Records:

1. It measure police efficiency;
2. It presents the community’s crime picture;
3. It assists in assigning and promoting personnel;
4. It identifies individuals;
5. It controls investigation;
6. It provides a basis for property accountability;
7. It can make information available to the public;
8. It increases efficiency in traffic control;
9. It assists the courts and prosecutors;
10. It assists in evaluating control services, etc.
Mechanic of Good Report:

1. It should present a chronological sequence of events;
2. It should be typed written or computerized;
3. It should provide complete data of victim or suspect;
4. Abbreviations should be avoided except those that are commonly known;
5. It should be brief but clear;
6. Every incident should be written in separate report;
7. It should be accurate and state facts and not opinions;
8. It should answer the 5W’s and 1H.

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CHAPTER 4. POLICE OPERATIONAL PLANNING
FUNDAMENTALS OF PLANNING
What is a Plan?
A plan is an organize schedule or sequence by methodical activities intended to attain a goal and
objectives for the accomplishments of mission or assignment. It is a method or way of doing something in
order to attain objectives. Plan provides answer to 5W’s and 1 H.
What is Planning?
Planning is a management function concerned with visualizing future situations, making estimates
concerning them, identifying issues, needs and potential danger points, analyzing and evaluating the
alternative ways and means for reaching desired goals according to a certain schedule, estimating the
necessary funds and resources to do the work, and initiating action in time to prepare what may be needed
to cope with the changing conditions and contingent events.
Planning is also the process of preparing for change and coping with uncertainty formulating future
causes of action; the process of determining the problem of the organization and coming up with proposed
resolutions and finding best solutions.
 The process of combining all aspects of the department and the realistic anticipation of future
problems, the analysis of strategy and the correlation of strategy to detail.

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 The conceptual idea of doing something to attain a goal or objective.
Importance of Planning
1. Improve analysis of problems
2. Provide better information for decision making
3. Help to clarify goals, objectives, and priorities
4. Result in more effective allocation of resources
5. Improve inter and intradepartmental cooperation and coordination
6. Improve the performance of the programs
7. Give the police department a clear sense of direction
8. Provide the opportunity for greater public support
9. Increase the commitment of personnel
What is Police Planning?

Police Planning is an attempt by police administrators in trying to allocate anticipated resources to meet
anticipated service demands. It is the systematic and orderly determination of facts and events as basis for
policy formulation and decision affecting law enforcement management. This usually long ranged in
nature.
Alternatives – In the process, the police administrators can use the potent tool of alternatives. Alternatives
(options) are means by which goals and objectives can be attained. They maybe policies, strategies, or
specific actions aimed at eliminating a problem. Alternatives do not have to be substitutes for one another
or should be performed the same function.
e.g. The plan is to train the officers on militaristic and combat shooting. The alternatives could be:
Alternative 1 – modify police vehicles
Alternative 2 – issuing bulletproof vests
Alternative 3 – utilizing computer assisted dispatch system
Alternative 4 –increasing first line supervision, etc.
Objectives of Police Planning

1. To increase the chances of success by focusing on results and not so much on the objectives
2. To force analytical thinking and evaluation of alternatives for better decisions
3. To established a framework for decision making consistent with the goal of the organization
4. To orient people to action instead of reaction
5. To modify the day-to-day style of operation to future management
6. To provide decision making with flexibility
7. To provide basis for measuring original accomplishments or individual performance
8. To increase employee and personnel involvement and to improve communication
What can be expected in planning?

1. Improve analysis of problems
2. Provide better information for decision-making
3. Help to clarify goals, objectives, priorities
4. Result is more effective allocation of resources
5. Improve inter-and intradepartmental cooperation and coordination
6. Improve the performance of programs
7. Give the police department a clear sense of direction
8. Provide the opportunity for greater public support
What is Operational Planning?

-is the use of a rational design or pattern for all departmental undertakings rather than relying on
chance in an operational environment. It is the preparation and development of procedures and techniques
in accomplishing of each of the primary tasks and functions of an organization.

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What is Police Operational Planning?
- is 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. It may also be the process of
formulating coordinated sequence of methodical activities and allocation of resources to the line units of
the police organization for the attainment of the mandated objectives or goals.
Objectives are a specific commitment to achieve a measurable result within a specific period of
time. Goals are general statement of intention and typically with time horizon, or it is an achievable end
state that can be measured and observed. Making choices about goals is one of the most important
aspects of planning. Relate this definitions with their description as defined in chapter one.
The process of police operational planning involves strategies or tactics, procedures, policies or
guidelines. AStrategyis a broad design or method; or a plan to attain a stated goal or objectives.
Tacticsarespecific design, method or course of action to attain a particular objective in consonance with
strategy. Proceduresare sequences of activities to reach a point or to attain what is desired. A policyis a
product of prudence or wisdom in the management of human affairs, or policy is a course of action which
could bea program of actions adopted by an individual, group, organization, or government, or the set of
principles on which they are based. Guidelinesare rules of action for the rank and file to show them how
they are expected to obtain the desired effect.
Strategic Planning
Strategic Planning is a series of preliminary decisions on a framework, which in turn guides
subsequent decisions that generate the nature and direction of an organization. This is usually long
ranged in nature. The reasons for Strategic Planning are:
1. VISION - A vision of what a police department should be.
2. LONG-RANGE THINKING - Keeping in mind that strategy is deciding where we want to be
3. STRATEGIC FOCUS
4. CONGRUENCE
5. A STRATEGIC RESPONSE TO CHANGE
6. A STRATEGIC FRAMEWORK
What is the Strategic Planning process?

 TASK 1 - Develop Mission and Objectives
 TASK 2 - Diagnose Environmental Threats and Opportunities
 TASK 3 - Assess Organizational Strengths and Weaknesses
 TASK 4 - Generate Alternative Strategies
 TASK 5 - Develop Strategic Plan
 TASK 6 - Develop Tactical Plan
 TASK 7 - Assess Results of Strategic And Tactical Plan
 TASK 8 - Repeat Planning Process
What are the characteristics of a good police plan?

1. With clearly defined Objectives or Goals.
2. Simplicity, Directness and Clarity
3. Flexibility
4. Possibility of Attainment
5. Must provide Standards of Operation
6. Economy in terms of Resources needed for implementation
What are the guidelines in Planning? The five (5) W’s and one (1) H
1. What to do – mission/objective
2. Why to do – reason/philosophy
3. When to do – date/time
4. Where to do – place
5. Who will do – people involve
6. How to do – strategy
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KINDS OF POLICE PLANS

1. Policy and Procedural Plans– to properly achieve the administrative planning responsibility within
in the unit, the Commander shall develop unit plans relating to policies or procedure, tactics,
operations, extra-office activities and management.
Further, standard-operating procedures shall be planned to guide members in routine and field
operations and in some special operations in accordance with the following procedures:
a. Field Procedure– Procedures intended to be used in all situations of all kinds shall be
outlined as a guide to officers and men in the field. Examples of these procedures are
those related to reporting, to dispatching, to raids, arrest, stopping suspicious persons,
receiving complaints, touring beats, and investigation of crimes. The use of physical force
and clubs, restraining devices, firearms, tear gas and the like shall, in dealing with groups
or individuals, shall also be outlined.
b. Headquarters Procedures– Included in these procedures are the duties of the dispatcher,
jailer, matron, and other personnel concerned which may be reflected in the duty manual.
Procedures that involve coordinated action on activity of several offices, however, shall be
established separately as in the case of using telephone for local or long distance calls, the
radio teletype, and other similar devices.
c. Special Operation Procedures– Certain special operations also necessitate the
preparation of procedures as guides. Included are the operation of the special unit charged
with the searching and preservation of physical evidence at the crime scenes and
accidents, the control of licenses, dissemination of information about wanted persons,
inspection of the PNP headquarters, and the like.
2. Tactical Plans– These are the procedures for coping with specific situations at known locations.
Included in this category are plans for dealing with an attack against buildings with alarm systems
and an attack against the PNP headquarters by lawless elements. Plans shall be likewise be
made for blockade and jail emergencies and for special community events, such as longer public
meetings, athletic contests, parades, religious activities, carnivals, strikes, demonstrations, and
other street affairs.
3. Operational Plans– These are plans for the operations of special divisions like the patrol,
detective, traffic, fire and juvenile control divisions. Operational plans shall be prepared to
accomplish each of the primary police tasks. For example, patrol activities must be planned, the
force must be distributed among the shifts and territorially among beats, in proportion to the needs
of the service, and special details must be planned to meet unexpected needs. Likewise in the
crime prevention and in traffic, juvenile and vice control, campaigns must be planned and
assignments made to assure the accomplishment of the police purpose in meeting both average
and regular needs. Each division or unit has primary responsibility to plan operations in its field
and also to execute the plans, either by its own personnel or, as staff agency, by utilizing members
of the other divisions.
Plans for operations of special division consist of two types, namely: (1) those designed
to meet everyday, year-round needs, which are the regular operating program of the divisions; and
(2) those designed to meet unusual needs, the result of intermittent and usually unexpected
variations in activities that demand their attention.
Regular Operating Programs– These operating divisions/units shall have specific plans to
meet current needs. The manpower shall be distributed throughout the hours of operation and
throughout the area of jurisdiction in proportion to need. Assignments schedules shall be prepared
that integrate such factors as relief days, lunch periods, hours, nature, and location of regular work.
Plans shall assure suitable supervision, which become difficult when the regular assignment is
integrated to deal with this short time periodic needs.
Meeting unusual needs– The unusual need may arise in any field of police activity and is
nearly always met in the detective, vice, and juvenile divisions by temporary readjustment of
regular assignment.

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4. Management Plans– Plans of management shall map out in advance all operations involved in the
organization management of personnel and material and in the procurement and disbursement of
money, such as the following:
a. Budget Planning– Present and future money needs for personnel, equipment, and capital
investments must be estimated. Plans for supporting budget request must be made if needed
appropriations are to be obtained.
b. Accounting Procedures– Procedures shall be established and expenditure reports be
provided to assist in making administrative decisions and in holding expenditures within the
appropriations.
c. Specifications and Purchasing Procedures– Specifications shall be drawn for equipment
and supplies. Purchasing procedures shall likewise be established to insure the checking of
deliveries against specifications of orders. Plans and specifications shall be drafted for new
building and for remodeling old ones.
d. Personnel– Procedures shall be established to assure the carrying out of personnel programs
and the allocation of personnel among the component organizational units in proportions need.
e. Organization– A basic organizational plan of the command/unit shall be made and be posted
for the guidance of the force. For the organization to be meaningful, it shall be accompanied
by the duty manual which shall define relationships between the component units in terms of
specific responsibilities. The duty manual incorporates rules and regulations and shall contain
the following: definition of terms, organization of rank, and the like, provided the same shall not
be in conflict with this manual.
5. Extra Departmental Plan – Those that require actions or assistance from person or agencies
outside police service to the community. It is assigned to special operating unit or division.
Examples: disaster preparedness plan, civil defense plan.
STEPS IN PLANNING
The following steps provide an orderly means for the development of plans:
1. Frame of Reference – this shall be based on careful view of the matters relating to the situation,
for which plans are being developed, and opinions or ideas of persons who may speak with
authority on the subject concerned. Determine views of the chief of police officers, other
government officials and other professional shall be considered.
2. Clarifying the Problems – this calls for the identification of the problem, understanding both its
record and its possible solutions. A situation must exist for which something must and can be done.
For example, an area in a city or municipality in victimized by a series of robbers. There is a need
for reaching the preliminary decisions that robberies may be reduced in the area and that pattern of
operation in general, is one by which the department can reduce them.
3. Collecting all Pertinent Facts – no attempt shall be made to develop a plan until all facts relating
to it have been gathered. In the series of robberies, all cases on files shall be carefully reviewed to
determine the modus operandi, suspects, type of victims, and such matters as availability,
deployment, and the use of present personnel shall be gathered.
4. Analyzing the Facts – after all data have been gathered, a careful analysis and evaluation shall
be made. This provided the basis from which a plan or plans are evolved.
5. Developing Alternative Plans – in the initial phases of plan development, several alternative
measures will appear to be logically comparable to the needs of a situation. As the alternative
solutions are evaluated, one of the proposed plans will usually prove more logical than the others.
6. Selecting the Most Appropriate Alternatives – a careful consideration of all facts usually leads
to the selection of a “best” of alternative proposals. In a robbery case the “best” plan may call for
the use of available “on-duty” personnel with maximum use of detectives for “stake huts”
7. Selling the Plan – a plan to be effectively carried out must be accepted by persons concerned at
the appropriate level of the plan’s development. As the planning develops there may be need to
involve the heads of personnel, records and communication units, and all patrol officers.
8. Arranging for Execution of the Plan – the execution of a plan requires the issuance of orders
and directives to units and personnel concerned, the establishment of a schedule, and the
provision of manpower and equipment for carrying out the plan. Briefings must be held and

PLANNING
assurance must be received that all involved personnel understood when, how, and what is to be
done.
9. Evaluating the Effectiveness of the Plan – the results of the plan shall be determined. This is
necessary in order to know whether a correct alternative was chosen, whether the plan was correct
which was poorly implemented, whether additional planning may be necessary. Also, the effects of
the executed plan on other operations and total department operations must be determined.
Follow-up is the control factor essential for effective departmental management.
What are the approaches in Police Planning?

A variety of approaches are employed in the planning processes. Each is unique and can be
understood as a method of operationalizing the word planning.There are basically five major approaches
to planning which are:
1. Synoptic Approach
2. Incremental Approach
3. Transactive Approach
4. Advocacy Approach
5. Radical Approach
What is Synoptic Planning?

Synoptic planning or the rational comprehensive approach is the dominant tradition in planning. It
is also the point of departure for most other planning approaches.
This model is based on a problem-oriented approach to planning especially appropriate for police
agencies. It relies heavily on the problem identification and analysis of the planning process. It can assist
police administrators in formulating goals and priorities in terms that are focused on specific problems and
solutions that often confront law enforcement.
Steps in Synoptic Planning

1. Prepare for Planning - The task of planning should be detailed in a work chart that specifies (a)
what events and actions are necessary, (b) when they must take place, (c) who is to be involved in
each action and for how long, and (d) how the various actions will interlock with one another.
2. Describe the present situation - Planning must have a mean for evaluation. Without an accurate
beginning database there is no reference point on which to formulate success or failure.
3. Develop projections and consider alternative future states - Projections should be written with
an attempt to link the current situation with the future, keeping in mind the desirable outcomes. It is
important for the police executive to project the current situations into the future to determine
possible, probable and desirable future states while considering the social, legislative, and political
trends existing in the community.
4. Identify and analyze problems - The discovery of the problems assumes that a system to monitor
and evaluate the current arena is already on place. Closely related to the detection and
identification of issues is the ability of the police to define the nature of the problem, that is to able
to describe the magnitude, cause, duration, and the expense of the issues at hand. A complete
understanding of the problem leads to the development of the means to deal with the issues.
5. Set goals - Making choices about goals is one of the most important aspects of planning. It makes
no sense to establish a goal that does not address a specific problem. Remembering that the
police departments are problem oriented, choices about goals and objectives should adhere to the
synoptic model.
6. Identify alternative course of action– As stated earlier, alternatives are means by which goals
and objectives can be attained. These are options or possible things to be done in case the main
or original plan is not applicable.
7. Select preferred alternatives – there are techniques to select alternative like:
 Strategic Analysis – this includes the study on the courses of actions; suitability studies;
feasibility studies; acceptability studies; and judgment.
 Suitability – each course of action is evaluated in accordance with general policies, rules and
laws. Feasibility - these include the appraisal of the effects of a number of factors weighed

PLANNING
separately and together. Acceptability – those judged to be suitable and feasible are then
analyzed in acceptability studies.
 Cost-effectiveness Analysis - This technique is sometimes called cost-benefit or cost
performance analysis. The purpose of this form of selection is that the alternative chosen
should maximize the ratio of benefit to cost.
 Must-wants Analysis – This method of selecting a preferred course of action combines the
strengths of both strategic and cost effectiveness analysis. Must wants analysis is concerned
with both the subjective weights of suitability, feasibility, and acceptability and the objectives
weights of cost versus benefits.
8. Plan and carryout implementation- The police administrator must be aware that the
implementation requires a great deal of tact and skill. It may be more important how an alternative
is introduced to a police department than what actually is.
9. Monitor and evaluate progress - Evaluation requires comparing what actually happened with
what was planned for- and this may not be a simple undertaking. Feedback must be obtained
concerning the results of the planning cycle, the efficiency of the implementation process, and the
effectiveness of new procedures, projects or programs. This is an important step of synoptic
planning, trying to figure out what, if anything happened as a result of implementing a selected
alternative.
10. Summation of the synoptic planning approach – This can be done by making a summary of the
presentation, could be tabular or other forms of presentation.
11. Repeat the Planning Process – repetition of the process of planning enables the planner to
thresh out possible flaws in the plan.
What is Incremental Planning?

Incrementalism concludes that long range and comprehensive planning are not only too difficult,
but inherently bad. The problems are seen as too difficult when they are grouped together and easier to
solve when they are taken one at a time and broken down into gradual adjustments over time.
What is Transactive Planning?

Transactive planning is carried out in face-to-face interaction with the people who are to be
affected by the plan and not to an anonymous target community of beneficiaries. Techniques include field
surveys and interpersonal dialogue marked by a process of mutual learning.
What is Advocacy Planning?

Beneficial aspects of this approach include a greater sensitivity to the unintended and negative
side effects of plans.
What is Radical Planning?

The first mainstream involves collective actions to achieve concrete results in the immediate future.
The second mainstream is critical of large-scale social processes and how they permeate the character of
social and economic life at all levels, which, in turn, determine the structure and evolution of social
problems.
Classifications of Police Plan

According to coverage - Police Plans could be Local Plans (within police precincts, sub-stations,
and stations), Regional Plans, and National Plans.
According to Time - Police Plans are classified as:
1. Strategic or Long Range Plan– It relates to plans which are strategic or long range in application
and it determine the organization’s original goals and strategy.
Example: Police Action Plan on the Strategy DREAMS and Program P-O-L-I-C-E 2000, Three
Point Agenda, and GLORIA.

PLANNING
2. Intermediate or Medium Range Planning– It relates to plans, which determine quantity and
quality efforts and accomplishments. It refers to the process of determining the contribution on
efforts that can make or provide with allocated resources.
Example: 6 Masters Plans:
 Master Plan Sandigan-Milenyo (Anti-Crime Master Plan)
 Master Plan Sandugo (Support to Internal Security Operations Master Plan)
 Master Plan Banat (Anti-Illegal Drugs Master Plan)
 Master Plan Sang-ingat (Security Operations Master Plan)
 Master Plan Saklolo (Disaster Management Master Plan)
 Sangyaman (protection and Preservation of Environment, Cultural Properties, and
Natural Resources Master Plan)
3. Operational or Short Range Planning - Refers to the production of plans, which determine the
schedule of special activity and are applicable from one week or less than year duration. Plan that
addresses immediate need which are specific and how it can be accomplished on time with
available allocated resources.
Examples of OPLANS
 Oplan Jumbo – Aviation Security Group Strategic Plan against terrorist attacks
 Oplan Salikop – Criminal Investigation and Detection Group (CIDG) Strategic Plan against
Organized Crime Groups
 The TMG through its "OPLAN DISIPLINA" that resulted in the apprehension of 110,975
persons, the confiscation of 470 unlawfully attached gadgets to vehicles, and rendering
various forms of motorists’ assistance.
 OPLAN BANTAY DALAMPASIGAN that sets forth the operational guidelines on the
heightened security measures and sea borne security patrols.
STANDARD OPERATING PROCEDURES (SOPs)
Standard Operating Procedures or SOPs are products of police operational planning adopted by
the police organization to guide the police officers in the conduct of their duties and functions, especially
during field operations.
The following are Police Security Service Package of the PNP with the following standard
operating procedures and guidelines:
1. SOP #01 – POLICE BEAT PATROL PROCEDURES - This SOP prescribes the basic procedures
to be observed by all PNP Units and mobile patrol elements in the conduct of visibility patrols.
2. SOP #02 – BANTAY KALYE - This SOP prescribes the deployment of 85% of the PNP in the field
to increase police visibility and intensifies anti-crime campaign nationwide.
3. SOP #03 – SIYASAT - This SOP prescribes the guidelines in the conduct of inspections to ensure
police visibility.
4. SOP #4 – REACT 166 - REACT 166 was launched in 1992 as the people’s direct link to the police
to receive public calls for assistance and complaints for prompt action by police authorities. This
SOP prescribes the procedures in detail of Duty Officers, Telephone Operators and Radio
Operators for REACT 166; and their term of duty and responsibilities.
5. SOP #5 – LIGTAS (ANTI-KIDNAPPING) - With the creation of the Presidential Anti-Organization
Crime Task Force (PAOCTF), the PNP is now in support role in campaign against kidnapping in
terms of personnel requirements. SOP #5 sets forth the PNP’s guidelines in its fight against
kidnapping activities.
6. SOP #6 – ANTI-CARNAPPING - This SOP prescribes the conduct of an all-out and sustained anti
carnapping campaign to stop/minimize carnapping activities, neutralize syndicated carnapping
groups, identify/prosecute government personnel involved in carnapping activities, and to
effectively address other criminal activities related to car napping.
7. SOP #7 – ANTI-TERRORISM - This prescribes the operational guidelines in the conduct of
operations against terrorists and other lawless elements involved in terrorist activities.
8. SOP #8 – JOINT ANTI-BANK ROBBERY ACTION COMMITTEE (ANTI-BANK ROBBERY) - This
SOP provides overall planning, integration, orchestration or coordination, and monitoring of all
efforts to ensure the successful implementation.

PLANNING
9. SOP #9 – ANTI-HIJACKING/HIGHWAY ROBBERY - This SOP sets forth the guidelines
and concepts of operations to be observed in the conduct of anti-highway robbery/hold-up/hijacking
operations.
10. SOP #10 – PAGLALANSAG/PAGAAYOS-HOPE - This SOP sets forth the concept of operations
and tasks of all concerned units in the campaign against Partisan Armed Groups and loose fire.
11. SOP # 11 – MANHUNT BRAVO (NEUTRALIZATION OF WANTED PERSONS) - This SOP sets
forth the objectives and concept of operation tasks of all concerned units in the neutralization of
wanted persons.
12. SOP #12 – ANTI-ILLEGAL GAMBLING - This SOP sets forth the operational thrusts to be
undertaken by the PNP that will spearhead the fight against all forms of illegal gambling
nationwide.
13. SOP #13 – ANTI-SQUATTING - This SOP sets forth the concept of operation in the campaign
against professional squatters and squatting syndicates.
14. SOP #14 – JERICHO - This SOP prescribes the operational guidelines to be undertaken by the
National Headquarter (NHQ) of PNP in the establishment of a quick reaction group that can be
detailed with the office of the Secretary of Interior and Local Government (SILG), with personnel
and equipment requirements of that reaction group supported by the PNP.
15. SOP #15 – NENA (ANTI-PROSTITUTION/VAGRANCY) - This SOP sets forth the operational
thrusts to be undertaken by the PNP that will spearhead the fight against prostitution and vagrancy.
16. SOP #16– ANTI-PORNOGRAPHY - This prescribes the guidelines to be followed by tasked PNP
Units/Offices in enforcing the ban on pornographic pictures, videos and magazines.
17. SOP #17 – GUIDELINES IN THE CONDUCT OF ARREST, SEARCH, AND SEIZURE -This SOP
prescribes the procedures and manner of conducting an arrest, raid, search and/or search of
person, search of any premises and the seizure of properties pursuant to the 1987 Philippine
Constitution, Rules of Court, as amended and updated decision of the Supreme Court.
18. SOP #18 – SCHEMATIC DIAGRAM OF SANDIGAN MASTER PLAN
19. SOP #19 – ANTI-ILLEGAL LOGGING
20. SOP #20 – ANTI-ILLEGAL FISHING
21. SOP #21 – ANTI-ILLEGAL DRUGS
DISASTER AND EMERGENCY PLANNING

Emergency and disaster planning is one of the most important interrelated function in a security
system. It is important in any organization as physical security, fire protection, guard forces, security of
documents and personnel security.
Emergency and disaster planning refers to the preparation in advance of protective and safety
measures for unforeseen events resulting from natural and human actions.
Disaster plans outline the actions to be taken by those designated for specific job. This will result
in expeditious and orderly execution of relief and assistance to protect properties and lives. These plans
must also be rehearsed so that when the bell ring, there will be speed and not haste in the execution.
Speed is the accurate accomplishment of a plan as per schedule, while haste is doing a job quickly with
errors. Plans therefore must be made when any or all of the emergencies arise. Those plans, being special
in nature, must be prepared with people whose expertise in their respective field is legion together with the
coordination and help of management, security force, law enforcement agencies, and selected employees.
Planning is necessary to meet disaster and emergency conditions and it must be continuing and
duly supported by management. One aspect of the plans will be to consider recovery measures to be
undertaken by the organization. Being prepared for the eventuality gives better chances of protection and
eventual recovery than those not prepared. Without planning, the emergency or disaster can become
catastrophic. With a good, suitable plan to follow, the unusual becomes ordinary, hence, the mental
preparedness for easy survival and recovery.
Understanding Disaster
A DISASTER is a sudden, unforeseen, extraordinary occurrence. It can be considered as an
EMERGENCY but an emergency may not always be a disaster. An EMERGENCY falls into 2 broad
categories:

PLANNING
floods, earthquake, famine, typhoon, diseases,

Disaster volcanic eruption, crashes, industrial accident, fires,
(Natural Crisis) landslide, avalanches, tsunamis, etc.
Induced
arson, bombing, kidnapping, robbery, hostage-taking,
Catastrophe
(Man-made Crisis) skyjacking, assassination, ambush, and other acts
terrorism
Commonalities:
 Deciding Policy
 Assessing Threat
 Identifying Resources
 Selecting crisis team personnel
 Locating crisis management center
 Equipping the crisis center
 Testing contingency plans and emergency procedures
 Dealing with the media
 Dealing with victims and their families
 Dealing with other affected person (such as employees)
 Getting the organization’s normal work done
 Returning to normal after the crisis
Plan Checklist
 Identify the type of crisis/disaster/induced catastrophe
 Identify which operation, facility, personnel at risk
 Prioritize accordingly
 Determine effects of emergencies in the operation
 Identify broad categories that must be addressed in your contingency planning
 Review existing emergency plans to identify gaps
 Consider the environment within which your emergency plans will be implemented.
Assessing the Risk
Pro-crisis Actions - “The planning process begins with an understanding of the situation and
recognition that a number of policy decisions must be made before the actual planning can begin.”; “Many
emergencies can be prevented completely with adequate thought and action. Others can be anticipated –
often by doing nothing but mere common sense. REMEMBER! It was not raining when NOAH build the
ark.”
Checklist for a Disaster Action Plan

 Identify the type of disaster occurred in the area
 Identify those that could affect your operation in the area
 Determine which scenarios are plausible
 Survey your physical facilities and operating procedures to determine preparedness
 Survey surrounding area to determine if there are operations or facilities near which might create
emergencies
 Establish a liaison with law enforcement agencies and emergency response groups
 Know where to get help, how to get help, and what help you can expect
 Know who currently has authority to make key decisions with in your organization and who control
access to decision makers in an emergency
 Review emergency procedures, its completeness and accuracy
Phases in Emergency/Disaster Planning

Phase I - Assessment of the Situation

PLANNING
This will be a research in depth by a knowledgeable and specially trained group on the
vulnerabilities as well as the resources available for the disaster plan. Surveys and Inspection may be
conducted
Phase II – Writing the Plan
The plan will have to be written based on the findings in phase I. The plan can be code title,
management will just call for the name of the plan.
Phase III – Testing the Plan

Dry runs of the emergency plan is a part of the entire process of planning to determine plan
reliability and to identify deficiencies and make neceassry corrections or adjustments.
Phase IV – Critique the Plan

This involves the analysis of feedbacks. The unworkable procedures should be noted and finally
corrected.
Checklist for Reviewing Policies, Procedures, and Plans

 Compile and review your organization”s policies on various contingencies before establishing your
plans
 Ensure that these policies are known throughout the organization and that they are included in your
emergency manuals
 Ensure that your procedures and plans are consistent with your organization’s established policies
and goals
 Identify appropriate outside consultants and other sources of assistance in developing and
implementing your plans and procedures
 Ensure that appropriate personnel have any security clearances or background cheks which might
be required
 Establish a viable record-keeping system and procedures to ensure they are followed
Organizing Disaster Management Team
Disaster Team Leadership
Disaster team leadership is vested in one person, who should designate an alternate capable of
acting independently in his or her absence. One of the team leader’s primary tasks is to ensure that control
is maintained over the team’s activities, information flow, and the implementation of decisions and
organizational policies. For these reason, the team leader should be a person who has demostarted ability
to function under pressure, must have sufficient authority to make on the spot decisions with in the
framework of overall organization’s policy, access to decision makers when required, and the ability to
recognize which decisions to make independently and which to refer to upper management.
Disaster Action Team Members

Depending on the size of the organization and the number of people available, the following team
mebers maybe considered:
 Team leader/ Alternate
 Executive Assistance
 Public Affairs
 Liaison Officers
 (for family/victim/government/International)
 Administrative Support
 Communications Specialist
 Legal Specialist
 Medical and Relief Operations Officer
 Financial Specialist
Each disaster team member must be oriented and trained on their respective role and the functional
requirements for disaster management.

PLANNING
Disaster Action Team Duties
On Pre-event
 Supervise the formulation of policies
 Ensure the development of procedures
 Participate in preparing plans
 Oversee and participate in exercise of plans
 Select crisis management/disaster center
 Participate in personnel training
 Review preparation of materials
 Delegate authority
 Brief personnel
 Ensure the assembly of supplies
 Ensure preparation of rest, food, medical areas
During the Event

 Establish shift schedules immediately
 Delegate tasks
 Focus on underlying problem
 Maintain control
 Follow organizational policies
 Use prepared procedures
 Innovate as needed
 Ensure that information is shared with the entire team
 Review all press release and public statements
 Double check or confirm informations if possible
 Aid victim and their families
 Try to anticipate future consequences
 Control stress of team members
 Ensure log maintenance
On Post Event (After the Incident)

 Evaluate effectiveness of plans
 Evaluate adequacy of procedures
 Debrief personnel
 Evaluate equipment and training used
 Revise plans and procedures in the light of new experience
 Reward personnel as appropriate
 Assist victims as appropriate
 Document events
 Prepare after-action reports
 Arrange an orderly transition to normal conditions
 Retain archives
The chain of events during a disaster is simplified as follows:

 Security receives initial report of emergency
 Security notifies Disaster Team Leader
 Team leader decides if immediate action is required
 If action is required, he notifies the other team members to convene at the crisis management
center
 Initial liason established and actions taken: create log, contact of family, employees involved,
government or law enforcement liaison contacts, prepare contingency press guidance, others.
 Respond to event

PLANNING
Crowd Control and Riot Prevention
Riot, in general is an offense against the public peace. It is interpreted as a tumultuous disturbance
by several persons who have unlawfully assembled to assist one another, by the use of force if necessary,
against anyone opposing them in the execution of some enterprise of a private nature; and who execute
such enterprise in a violent manner, to the terror of the people.
Under the law, it is punishable for any organizer or leader of any meeting attended by armed
persons for the purpose of committing any of the crimes punishable under the Revised Penal Code, or any
meeting in which the audience is incited to the commission of the crimes of treason, rebellion or
insurrection, sedition or assault upon a person in authority or his agents (Art. 146, RPC). It is also
punishable for any person who shall cause any serious disturbance in a public place, office, or
establishment, or shall interrupt or disturb public functions or gatherings or peaceful meetings (Art 153,
RPC).
Some Basic Definition of Terms

Tumultuous – The disturbance or interruption shall be deemed tumultuous if caused by more than
three persons who are armed or provided with means of violence.
Outcry – The means to shout subversive or proactive words tending to stir up the people to obtain
by means of force or violence.
Crowd – It consists of a body of individual people with no organization, no single partnership. Each
individual’s behavior is fairly controlled and ruled by reason. All the participants have been thrown by
circumstance into a crowd for some common purpose that may give them at least one thing in common.
Mob – A mob takes on the semblance of organization with some common motive for action, such
as revenge for a crime committed on the scene where the crowd assembled, an aggravated fight, or a
confrontation with the police. At times like this, there is already a strong feeling of togetherness (“we are
one” attitude).
Riot – It is a violent confusion in a crowd. Once a mob started to become violent, it becomes a riot.
What is the Role of Planning in Crowd Control or Riot Prevention?

A sound organizational planning, training, logistical support and a high departmental morale are the
essential success elements in modern counter-riot operations.
The control of violent civil disorder involving large segments of the population, especially in
congested urban areas, requires a disciplined, aggressive police counter-action which at the same time
adheres to the basic law enforcement precepts. This is done through effective police operational planning.
Through planning, the law violators can be arrested and processed with in the existing legal
frameworks by the exercise of reasonable force. Without an immediate decisive police action, the
continually recurring conditions of civil unrest and lawlessness could quickly evolve into a full-scale riot.
Police planning could provide the best police reaction and order can be restored with a minimum of
property damage and injury.
What are the Police Purpose and Objectives in Anti-Riot Operations?

Containment – Unlawful assembly and riot are as contagious as a plague unless they are quarantined
from the unaffected areas of the community. In here, all persons who are at the scene should be advised
to leave the area, thereby reducing the number of potential anti-police combatants.
Dispersal – The crowd of unlawful assembly or riot should be dispersed at once. It may appear at first to
be a legal assembly but the nature of the assembly at the time of the arrival of the police may clearly
distinguish it as being unlawful. Once it is determined, the responsibility of the police to command the
people to disperse. Crowd control formations may be done if necessary to expedite their movements.
Prevention of Entry or Reentry- The police have to protect the area once the people have been moved
out or dissipated into smaller groups to prevent them from returning. Enforce quarantine by not allowing
the group to resume their actions.

PLANNING
Arrest Violators – One of the first acts of the police upon arrival at the scene of the disturbance is to
locate and isolate individuals who are inciting the crowd to violate or fragrantly violating the law. Prevent
any attempt by the crowd or mob to rescue those arrested by enforcing total quarantine.
Establish Priorities – Depending upon the circumstances, it is always necessary to establish priorities.
Assessing the situation to determine the nature of assistance and number of men needed is part of the
planning process.
What are the Basic Procedures in Anti-Riot Operations?

Assess the Situation
 determine whether the original purpose of the gathering was lawful or not
 determine also the lawfulness at the time of arrival at the scene
 assess their attitude, emotional state, and their general condition
 determine any state of intoxication and other conditions that may lead to violence
 identify the cause of the problem
 locate and identify leaders or agitators
Survey the Scene
 determine as soon as possible the best position of the command post
 locate the best vintage point for observations
 consider geographical factors such as natural barriers, buildings, and weather condition
 note the best method of approach
Communicate
 report on your assessment, keeping your assessment brief but concise, giving your superior the
sufficient data with which to proceed for plans of action
 ask for assistance or help from the command post hence remain close to the radio as possible until
additional units arrived or to communicate new developments
Maintain a Watchful Waiting
 make your presence known to the people in the vicinity
 if the crowd is too much to handle, stay near the command post and wait for additional support
units
 use radio or other means of communications to call for assistance
 make preparations for decisive police action.
Concentrate on Rescue and Self-Defense

 take care of the immediate needs of the situation until help arrives
 apply first aid to injured people and self protection must be considered
 remember the primary objective of protecting lives, property and the restoration of order
Maintain an Open Line of Communication
 keep the dispatcher advised on the progress of the scene
 continue directing the support units to the scene and the general perimeter control
Establish a Command Post
 follow what is in your contingency plan for civil disturbance
 make every officer aware of the command post for proper coordination
Take immediate action for serious violations
 arrest perpetrators
 isolate the leaders or agitators from the crowd
 show full police force strength
Give the dispersal order
 disperse the crowd upon order
 anti-riot formations and procedures must be used
 use of force necessary for dispersal maybe considered
What are the General Guidelines in Handling Riot?

1. Preplanning must be high on the agenda whenever the department anticipates any disorder or
major disturbance.

PLANNING
2. Meet with responsible leaders at the scene and express your concern for assuring them their
constitutional guarantees. Request them to disperse the crowd before attempting to take police
action.
3. Maintain order and attempt to quell the disturbance without attempting to punish any of the
violators.
4. Use only the force that is necessary but take positive and decisive action.
5. Post the quarantine area with signs and barricades, if necessary.
6. Keep the traffic lane open for emergency and support vehicle.
7. Consider the fact that most impressive police action at the scene of any type of major disturbance
is the expeditious removal of the leaders by a well-disciplined squad of officers.
8. For riot control, consider the following:
 Surprise Offensive– The police action in its initial stages at a riot must be dramatic. The
elements of surprise may enhance effectiveness of riot control
 Security of Information – Plans for action and communications regarding the movement
of personnel and equipment should be kept confidential
 Maximum utilization of Force– A show of police force should be made in a well-organized
manner, compact, and efficient in military-type squad formations.
 Flexibility of Assignments– Officers and teams should be flexibly assigned to various
places where the need is greatest.
 Simplicity– Keep the plan as simple as possible and the instructions are direct to avoid
mass confusion among the officers.
What are the Special Problems in Crowd Control and Anti-Riot Operations?
Snipers – Certain psychopathic people may attempt to take advantage of the mass confusion and
excitement at a riot scene by taking a concealed position and shooting at people with some type of
weapons, usually rifle.
Arsonist – Persons holding torch in their hands are potential arsonists. They must be taken into custody
immediately.
Looters – Acts of simple misdemeanor thefts or may consists of robbery of breaking and entering. Take
the suspects into custody by whatever means are necessary.
REFERENCES
Books:
Tacangco, Danilo L.–Police Administration, Organization and Planning – An InstructionalBook,
Wiseman’s Book Trading, Inc., 2011.
Delizo Bernard, Delizo G – Instructional Handbook on Traffic Management and Accident
Investigation, first edition, RKManwong Production and Publication, 2008.
Badua, Jonah B – Police Personnel and Records Management for Criminal Justice Education,
Wiseman’s Books Trading, Inc.,2010.
Manwong, Rommel K.; Delizo, Darlito Bernard G. – Law Enforcement Administration, A Textbook in
Criminology, Manila. RKManwong Publications, 2006.
Madelo, Jr. Porferio C. – Criminal Justice System – Basic Concepts and Approaches, first edition, Rex
Book Store, Inc., 2013.
Nolledo, Jose N. – Handbook on the Philippine National Police, first edition, Manila, National Book

PLANNING
Store, 1996.
Atty. Danilo S. Bermas, RCr., MSCrim., Ph.D:Criminology Licensure Examination Reviewer, Volume 2:
2003 edition.
Wayne W. Bennet and Karen M. Hess:Management and Supervision in Law Enforcement; 3rd Edition
2000.
Cirilo M. Tradio:Law Enforcement in Philippine Criminal Justice System.
Other References:
National Police Commission Memorandum Circular Nr. 2007-01
National Police Commission Memorandum Circular Nr. 93-024
Reorganization Plan of the Philippine National Police, 1998
Republic Act 6975
Republic Act 8551
PNP Manual, PNPM-D-O-2-01
www. Pnp.gov.ph
Microsoft ® Encarta ® 2009. © 1993-2008 Microsoft Corporation. All rights reserved.
____________________________________________________________________________________
“If you know the enemy and know yourself, you need not fear the result of a
hundred battles. If you yourself but not the enemy, for every victory, you
will suffer defeat. If you know neither yourself nor the enemy, you are a
fool who will meet defeat in every battle”.
“KEEP ON RESEARCHING AND STUDYING”

GOD BLESS YOU
-MDB


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M.D.B-25, A.Y.

2016-2017 POLICE ORGANIZATION AND ADMINISTRATION WITH POLICE

POLICE ORGANIZATION AND ADMINISTRATION W/ POLICE PLANNING – The course

CHAPTER 1. HISTORICAL BACKGROUND OF POLICE ORGANIZATION AND ADMINISTRATION

THE EARLY BEGINNINGS (Development of Police System)

A. KIN POLICING (Ancient Era, 3000 B.C. – 4000

LAW ENFORCEMENT ADMINISTRATION [A Review Notes in Criminologist Licensure

ANCIENT LAW ENFORCEMENT (Police in the Ancient Time)

LAW ENFORCEMENT ADMINISTRATION [A Review Notes in Criminologist Licensure

At the reign of Emperor Augustus, he

LAW ENFORCEMENT ADMINISTRATION [A Review Notes in Criminologist Licensure

Some evidence revealed that in about 100

EARLY POLICING SYSTEM (The History of Policing)

POLICE DEVELOPMENT IN ANGLO-EUROPEAN SOCIETY (The Anglo – Saxon Period 871-899)

Anglo-Saxon king Alfred the Great (872-901)

LAW ENFORCEMENT ADMINISTRATION [A Review Notes in Criminologist Licensure

ANGLO-SAXON PERIOD (871-899)

2. HUE and Cry

As the organization became bigger and complex, there

3. The Royal Judge

THE NORMAN PERIOD (1066-1285)

1. Shire- Reeve System

LAW ENFORCEMENT ADMINISTRATION [A Review Notes in Criminologist Licensure

2. The Travelling Judge

THE WESTMINSTER PERIOD (1285-1500)

2. Justice of the Peace

MODERN POLICING SYSTEM s(The Beginning of the Modern Policing System)

2. METROPOLITAN POLICE OF ACT 1829

Sir Robert Peel

LAW ENFORCEMENT ADMINISTRATION [A Review Notes in Criminologist Licensure

 Peel’s Concepts of Policing

 Principles of Law Enforcement Advocated by Sir Robert

FRANCE- 16th century

LAW ENFORCEMENT ADMINISTRATION [A Review Notes in Criminologist Licensure

UNITED STATES OF AMERICA

US- In Colonial Times

AUGUST VOLLMER (patriarch of police system of US)

HISTORICAL BACKGROUND OF THE PHILIPPINE POLICE SYSTEM

LAW ENFORCEMENT ADMINISTRATION [A Review Notes in Criminologist Licensure

1. Carabineros de SeguridadPublica/Publico(Mounted Police)

3. Cuerpo de Carabineros de Seguridad Publico

C. American Regime(American Occupation)

LAW ENFORCEMENT ADMINISTRATION [A Review Notes in Criminologist Licensure

Metropolitan Police Force of Manila

- OnJuly 31, 1901, Act No. 183 was passed creating

- Brig. General Rafael Crame– First

D. Japanese Regime (Japanese Occupation Period)

LAW ENFORCEMENT ADMINISTRATION [A Review Notes in Criminologist Licensure

Post-World War (Post War Period)

LAW ENFORCEMENT ADMINISTRATION [A Review Notes in Criminologist Licensure

LAW ENFORCEMENT ADMINISTRATION [A Review Notes in Criminologist Licensure

Evolution of Policing in the Philippines (Diagram)

G – Royal Decree on January 8, 1836

CCSP – Dec. 20, 1842

GC – Feb. 12, 1852

MPF – Act No. 70, Jan. 9, 1901

IC – Act No. 175, July 18, 1901

MPD – Act. 183, July 31, 1901

IC renamed into PC – Act. 255, Oct. 3, 1901

KEMPETAI – Jan. 2, 1942

POLCOM – R.A. 4864, Sept. 8, 1966

PC INP – P.D. 765. August 8, 1975

LAW ENFORCEMENT ADMINISTRATION [A Review Notes in Criminologist Licensure