LAW ENFORCEMENT ORGANIZATION AND

ADMINISTRATION
(INTER AGENCY APPROACH)
LEA 1

MODULE OBJECTIVES:
1. To explain and execute the Principles of Organization, Management and Administration.
2. To compare and distinguish organization of law enforcement and Public Safety Agencies as
provided under E.O. 292 Series of 1987 and other relevant laws.
3. To relate and adopt the powers, functions and organizational structures of various Law
Enforcement and Public Safety Agency.

CHAPTER 1: PRINCIPLE OF ORGANIZATION,

MANAGEMENT AND ADMINISTRATION

Aims and Learning Outcomes

At the end of this chapter, the students should be able to:
1. Identify and describe the Principles of Organization, Management and Administration.

LAW ENFORCEMENT. The activity of some members of government who act in an

organized manner to enforce the law by discovering, deterring, rehabilitating or punishing people
who violate the rules and norms governing that society. The term encompasses police, courts,
corrections. These three components may operate independently of each other or collecting,
through the use of record sharing and mutual cooperation.

LAW ENFORCEMENT AGENCY. Known as a law enforcement organization in American

English is any government agency responsible for the enforcement of the law.

LAW ENFORCEMENT ADMINISTRATION. The control and operation of law enforcement

agencies and the subsequent discharge of Policies that keep the peace, increase public safety and
prevent crime.

ORGANIZATION DEFINED
ORGANIZATION. Any entity such as company or an association that consists of one or more
and has specific purpose.
Organization happens when people work together to accomplish some desired end or goal. It can
happen through intentionally designed activity, spontaneous improvisation, or some combination
of the two, but it always depends upon coordinated effort.

Organizing Principle – is a core assumption from which everything else by proximity can
derive a classification or a value. It is like a central reference point that allows all other objects to
be located, often used in a conceptual framework.

14 Principle of an Organization
1. Principle of Objectives. The enterprise should set up certain aims for the achievement of
which various departments should work.

2. Principle of Specialization. The organization should be set up in such a way that every
individual should be assigned a duty according to his skill and qualification.

3. Principle of Coordination. The coordination of different activities is an important principle

of the organization. These should be some agency that coordinate the activities of various
department. The ultimate aim of the concern can be achieved only if proper coordination is
done for different activities.

4. Principle of Authority and Responsibility. The authority flows downward in the line.
Every individual is given authority to get the work done. Though authority can be delegated
but responsibility lies with the man who has been given the work. If a superior delegate his
authority to his subordinates, the superior is not absolved of his responsibility, though the
subordinates becomes liable to his superior. The responsibility cannot be delegated under any
circumstances.

5. PRINCIPLE OF DEFINITION. The scope of authority and responsibility should be clearly

defined. Every person should know his work with definiteness. If the duties are not clearly
assigned, then it will not be possible to fix responsibility also.

6. SPAN OF CONTROL. Span of control means how many subordinates can be supervised by
a supervisor. The number of subordinates should be such that the superior should be able to
control their work effectively.

7. PRINCIPLE OF BALANCE. The principle means that assignment of work should be such
that every person given only that much work he can perform well.

8. PRINCIPLE OF CONTINUITY. The organization should be amendable according to

changing situation. The organization should be dynamic and not static. There should always
be a possibility of making necessary adjustments.

9. PRINCIPLE PF UNIFORMITY. The organization should provide for the distribution of

work in such a manner that the uniformity is maintained. Each officer should be in-charge of
his respective area so as to avoid dual subordination and conflicts.

10. PRINCIPLE OF UNITY OF COMMAND. These should be a unity of command in the

organization. A person should be answerable to one boss only. If a person is under the
 control of more than one person then there is like hood of confusion and conflict. The
command should be from top to bottom for making the organization sound and clear.

11. PRINCIPLE OF EXCEPTION. This principle states that top management should interfere
only when something goes wrong. If the things are done as per plans then there is no need for
the interfere of top management. The management should leave things to be supervised by
lower cadres.

12. PRINCIPLE OF SIMPLICITY. The organizational structure should be simple so that it is

easily understood by each and every person. The authority, responsibility and position of
every person should be made clear so that there is no confusion about these things.

13. PRINCIPLE OF EFFICIENCY. The organization should be able to achieve enterprise

objectives at a minimum cost. The organization should enable the attainment of job
satisfaction to various employees.

14. SCALAR PRINCIPLE. This principle refers to the vertical placement of supervisors
starting from top and going to the lower level. The scalar chain is pre-requisite for effective
and efficient organization.

TYPES OF ORGANIZATION

1). LINE STRUCTURE ORGANIZATION. This simplest and oldest form of organization
structure. It is called a scalar type of military or divisional organization. Under this system,
authority flows directly and vertically downward from the top of the managerial hierarchy to
different levels of managers and subordinates, and down to the operative level of workers. It is
also known as the chain of command.

PNP REGIONAL DIRECTOR

PNP PROVINCIAL
DIRECTOR

CHIEF OF POLICE

SUBORDINATES SUBORDINATES
SUBORDINATES 1 SUBORDINATES 4
2 3
Advantages of Line Structure Organization
 Simple to understand and simple to operate
 Communication is fast and easy
 Feedback can be acted upon faster
 Responsibility is fixed and unified at each level and authority and accountability are clear-
cut, hence each individual known to whom he is responsible and who is or in truth
responsible to him.
 It is a stable form of organization.

Disadvantages of Line Structure Organization

 It is rigid and inflexible form of organization
 Line authority has a tendency to become dictatorial
 This is likely to encourage nepotism
 It might stop progress and prevent the unit to work effectively

2). LINE AND STAFF ORGANIZATION. Line and Staff organization, in management
approach authorities (for example managers) establish goals and instructions that are met by
employees and other workers.
3). FUNCTIONAL STRUCTURE ORGANIZATION. On of the most common structures of
organization they are grouped based on their specific skills and knowledge. Under this structure,
the employees are divided into groups by the organization according to a particular group task.
4). MATRIX STRUCTURE ORGANIZATION. A structure of organization in which some
individuals report to more than one supervisor or leader, which is describe as solid line or dotted
line reporting.
5). PROJECT STRUCTURE ORGANIZATION. Used to determine the hierarchy and
authority of people involved in a specific project for a particular period, for the project to achieve
the goal of developing a new product, specialize in various functional departments such as
production, engineering, quality control, marketing research etc. and will be ready to work
together.

MANAGEMENT DEFINED
MANAGEMENT. A set of Principles relating to the roles of Planning, Coordinating, directing
and regulating and the implementation of those principles in the efficient and effective use of
physical, financial, human and information capital to achieve organizational objectives.

A set of activities directed at the efficient and effective utilization of resources in the pursuit of
one or more goals.

Elements of the Ideal Activity Management Label

1. The activity (which is a brief description of what you do)

2. Type of activity (whether it is meeting, an email, phone or others)
3. Name of task
4. Title of project
5. Name or category of the project
6. The time length of the activity
7. Date of the task
Importance of Activity Management
1. It gives both the employer and the employees, information on the performance of the
personnel involved.
2. It helps to organize and emphasize the importance or relevance of the task at hand.
3. It also helps to avoid miscommunication and mistakes of task repetition in the workplace.

MANAGER
A manager is a person in the organization who directs the activities of others, they perform their
work at different levels and they are called by different names:

1. The first line managers. They are usually called supervisors or in manufacturing they called
foremen.
2. The middle level managers. These comprise all management levels between the
organization’s supervisory level and top level.
3. The top managers. They are one’s responsible for making organizational decisions and
setting policies and strategies which affect all aspects of the organization.

MANAGERIAL FUNCTIONS
1. PLANNING. This is necessary to set goals and to develop strategies for organizing
activities.

2. ORGANIZING. It assists in deciding the tasks to be performed, how to do the, how to

organize the tasks and where to make decisions.

3. STAFFING. This is important for employing different types of people and performing
different activities such as training, growth, evaluation, compensation, welfare etc.

4. DIRECTING. This requires that subordinates be given instructions and motivated to achieve
their goals.

5. CONTROLLING. This is monitoring practices to ensure that the workers perform the tasks
as scheduled and to correct any major deviations.

The (3) Essential skills or competencies of the Manager

1. Technical
2. Human and
3. Conceptual

Technical Skills. Managers must be able to work with the resources, equipment, strategies,
procedures or the technical skills.
Human Skills. Managers must have the ability to work well with other people both individually
and in a group.
Conceptual Skills. Managers need to be able to integrate and organize the different activities.
QUALITIES OF A MANAGER
1. Educational Competence. A manager has to have adequate and outstanding preparation.
Besides other educational qualifications they are required to have management education and
training.

2. Intellectual Quality. Managers should have a higher level of intelligence relative to others,
because they have more roles in the organization than other men.

3. Leadership Ability. A manager has to be able to direct and motivate people working within
the business

4. Training. A manager must develop organizational competencies. These competencies must

be gained by schooling, training, practice etc. skills are important for all executive levels.

5. Technical Knowledge and Skills. A manger should have technical knowledge of

organizations job and tasks.

6. Mental Maturity. To deal with different circumstances a manager should have mental
maturity.

7. Positive Attitude. Positive attitude is to a manager’s asset. A manager has to deal with a lot
of people from both inside and outside the company.

8. Self-Confidence. Every manager should have faith in himself. He has to take a lot of
decisions every day, he should thoroughly evaluate things before making decisions.

9. Foresight. A manager has to make a decision not just for the present but also for the future.

Different Highly Interrelated Roles of the Manager

Interpersonal Roles
A manager has to perform the following duties:
a. Receive visitors from outside, or preside over employees’ social functions.
b. Sign and manage some legal documents.
c. Function as a chief when he is needed to carry out subordinates’ activities.
d. Not only to inspire the workforce but also to recruit, fire and discipline employees.
e. Pay outside organizations for the collection of information relating to companies.

Information Roles
All managers are required to perform informational roles.
a. To collect information outside of one’s own organization and institutions.
b. Perform the disseminators position as they deliver information to the organization’s
subordinates.
c. Act as a spokesman when he represents outsiders to the organization.
Decisional Roles
According to Mintzberg, a manager performs for decisional roles.

a. He initiates and supervises new subjects to improve the performance of the organization.
b. As a conflict controller, administrators take corrective actions to fix previously unknown
issues.
c. Acts as resource allocation when allocating and controlling human, physical and monetary
resource allocations.
d. When debating ang bargaining with other parties, he works as a negotiator.

Important Roles of Manager

1. As leader
2. As coordinator
3. Delegator of authority
4. As decision maker
5. As human relations practitioner
6. As a spokesman of the organizations

Developing Mission and Vision Statements

Creating the vision and mission statements of an organizations are the first two steps in the
process of planning act5ion. Developing a statement of vision and mission is crucial; for
community initiatives to be successful.

Roles Played by Mission and Vision

Mission and vision statements play the three critical roles:
1. Communicate the organizations intent to stakeholders
2. Inform the development of strategy and;
3. Establish the tangible priorities and goals on which to measure the success of the strategy of
the company.

What is Vision Statement?

Their vision is their dream. It’s what your company considers to be ideal conditions for your
community; that is, how things would look if you absolutely, beautifully address the issue on
what is important to you. It could be a world without war, or a society where all men, regardless
of gender or racial background are treated as equal.

Characteristics of Vision Statements should be:

a. Understood and shared by members of the organization
b. Broad enough to include a diverse variety of local perspective
c. Inspiring and uplifting to everyone involved in group’s effort
d. Easy to communicate
What is Mission Statement?
The next step in the action planning process in practical terms to the dream of the ground
organization. It is here that a mission statement comes into grow. The mission statement of the
organization explains what the organization will do and why it will do that.

General Guidelines in Creating Mission Statements

a. Concise. While not as brief as statement of vision, mission statements in one sentence also
usually get their point across.
b. Outcome-oriented. Statements on task describe the basic result to which the organization is
operating.
c. Inclusive. Although declarations of mission make statements about the key goals of your
community, it is very important that they do so very broadly.

How to create Vision and Mission Statements

1. Learn what is important to people in your organization and the community.
2. Decide what to ask
3. Decide on the general focus of your organization

Behavioral Management Techniques

1. Antecedent Strategies. Which are used in an attempt to discourage or provoke a behavior
before a behavior occurs.
2. Consequent Strategies. Which are used when a behavior happens in an attempt to
discourage a behavior from continuing and repeating or to reinforce a behavior.

Understanding Employee Behavior & Motivation

Behavioral Management Theory. The theory of behavioral management was developed in
response to the need to account for the actions and motivation of the employees.

Effective Strategies of Managing by Example

1. Avoid Criticizing. Complaining and judging others cannot only discourage team members
from receiving the inspiration they need, but it can also saw these team members that
criticism and complaining is appropriate on the job.
2. Give Honest Praise. It is necessary to truly improve positive behavior, so that others can
continue to behave positively.
3. Develop Real Relationships. It’s so important for managers to take the time to develop
genuine relationships with their workers so they can gain that respect.
4. Get in on the Action. It’s much easier for an employee to follow the lead of a superior who
sits in their office all day and doesn’t know how everyday operations work.
5. Humility is the Key. Taking leadership approach needs a great sense of modesty.
Points that Highlight the Role of Values in Management
1. Development of employees
2. Motivation
3. Underlie managerial behavior
4. Determine behavior
5. Helps in bringing change
6. Determine attitudes
7. Promote leadership
8. Bring creativity
9. Managing in borderless
10. Involve in managerial goals
11. Guide to life, profession and character
12. Personality development
13. Work ethics

ADMINISTRATION DEFINED
Administration refers to actions which are concerned with coordinating and managing an
organization or organizational work. There is also administration of government, charities and
many other forms of organizations.
Administration is the performance of tasks needed to operate an agency for general purposes.

Basic Function of Administration

A. Planning
B. Organizing
C. Directing
D. Controlling

Principles of Administration
1. Planning
2. Organizing
3. Unity of command
4. Hierarchal transmission or orders
5. Separation of powers, authority, subordination, responsibility and control
6. Centralization
7. Discipline and order
8. Meetings and reports
9. Accounting

What is an Administrator?
An administrator is a person who makes sure an organization is running at full capacity. An
administrator maty be someone assigned to oversee an organization for its affairs.

Three (3) Basic Skills of Administrators

1. Technical
2. Human and
3. Conceptual

Technical Skill. Require an understanding and expertise of a s particular form of operation,

particularly one involving methods, processes, procedures or techniques.
Human Skill. The person with highly developed human ability is aware of his own emotions,
opinions and perceptions about other individuals and groups.
Conceptual Skill. This competence is the unifying, organizing component of the administrative
process, and of overwhelming ultimate significance because the overall performance of an
organization depends on the strategic capacity of its executives to formulate and execute policy
decisions.

Difference between Administration and Management

ADMINISTRATION MANAGEMENT
An act of administering the whole A systematic way of managing people
organization by a group of people. and things within the organization.

Administration is a high-level activity An activity of business and functional

level

Policy formulation is performed by the Focuses on policy implementation

administration

Functions include legislation and Functions of management are executive

determination and governing

Administration takes all the important Management makes decisions under the
decisions of the organization boundaries set by the administration

Administration role is decisive in nature Management plays an executive role in

the organization

Administration is concerned with framing Management is all about plans and

policies and setting objectives actions

Administrator is responsible for the The manager looks after the management
administration of the organization of the organization

Administration focuses on making the best Management focuses on managing people

possible utilization of the organization’s and their work
resources

How to Handle Typical Administrative Challenges

1. Vacations
2. Leave of absence
3. Busy seasons and special projects
4. The unexpected loss of employee or personnel

Fourteen (14) Managerial Concepts

1. Division or work. This principle the same as Adam Smiths

2. Authority. Manager must be able to give the order

3. Discipline. Employees must obey and respect the rules and regulations which governs the
organization.

4. Unity of Command. Every employee should receive order or direction from only one
immediate supervisor.

5. Unity of Direction. Each group of the organization should be directed by one manager using
one plan.

6. Subordination of individual Interests to General Interest. The management must see that
the aims of the business are always supreme.

7. Remuneration of Personnel. The labors must be paid a reasonable salary of their work.

8. Centralization. The process of transforming assigning decision making authority to a higher

level of an organizational hierarchy, it is centralization that should follow this.

9. Scalar Chain. Line of authority from the top management to the lower ranks represents the
hierarchy or scalar chain.

10. Order. People and materials should be in the right place at the right time.

11. Equity. In running a business, a combination of kindness and justice is needed.

12. Stability of Tenure of Personnel. Staffs work is well if the job safety and career
improvement are guarantees to the team.

13. Initiative. Allowing the personnel to show their initiative in some way is a source of stretch
for the organization.

14. Esprit de corps. Promoting team spirit will build unity and harmony within the organization.
CHAPTER II. ORGANIZATION OF LAW ENFORCEMENT
AND PUBLIC SAFETY AGENCY

Aims and Learning Outcomes

At the end of this chapter, the students should be able to:
1. Identify and describe the different law enforcement and Public Safety Agencies in the
Philippines.

LAW ENFORCEMENT AND PUBLIC SAFETY AGENCIES IN

THE PHILIPPINES

PHILIPPINE NATIONAL POLICE

The PNP is tasked with enforcing the law to prevent and to control crime, maintain peace and
order and ensure public safety and internal security with the active support of the community.
The PNP is the armed national police in the Philippines. Its national headquarters is located at
Camp Crame in Bagong Lipunan ng Crame, Quezon City. Currently, it has approximately
220,000 personnel to police a population in excess of 100 million,
The agency is administered and controlled by the National Police Commission (NAPOLCOM)
and is part of the Department of the Interior and Local Government (DILG). Local police
officers are operationally controlled by municipal mayors. DILG, on the other hand, organizes,
trains and equips the PNP for the performance of police functions as a police force that is
National in Scope and Civilian in Character.
The PNP was formed on January 29, 1991 when the Philippine Constabulary and the Integrated
National Police were emerged pursuant to Republic Act 6975 of 1990. The PNP was headed by a
Chief PNP and assisted by two (2) deputy chiefs, one (1) for Administration and one (1) for
operation both whom are appointed by the president of the Philippines and confirmed by the
Commission on Appointments (CA)
LAW GOVERNED THE PNP
R.A. 6975 – Otherwise known as “An act establishing the Philippine National Police under the
Reorganized Department of the Interior and Local Government act of 1990”.
R.A. 8551 – Otherwise known as the “PNP Reform and Reorganization Act of 1998”.
R.A. No. 9708 – An act extending for five (5) years the reglementary period for complying with
the minimum educational qualification for appointment to the Philippine national Police (PNP)
and adjusting the prosecution system thereof, amending for the purpose pertinent provision of
Republic Act No. 6975 and Republic Act NO. 8551 and for other purposes.
R.A No. 11200- An act providing for the Rank Classification in the Philippine National Police,
amending for the prosecution of Republic Act No. 6975 as amended, otherwise known as the
Department of Interior and Local Government act of 1990.
R.A. No 11279 – An act transferring the Philippine National Police Academy (PNPA) and the
Philippine National Police Training Institute (PNPTI) from the Philippine Public Safety College
(PPSC) to the Philippine National Police.

PNP Important Terms to Ponder:

1. CPNP – Chief of the Philippine National Police
2. TDCA – The Deputy Chief for Administration
3. TDCO- The Deputy Chief for Operation
4. TCDS – The Chief of Directorial Staff
5. HRAO – Human Rights Affairs Office
6. IMEG – Integrity Monitoring and Enforcement Group
7. CITG – Counter Intelligence Task Group
8. RD – Regional Director
9. PD -Provincial Director
10. CD – City Director
11. DD – District Director
12. COP -Chief of Police
13. CPSM – Center for Police Strategy Management
14. PPDC – Peace Process and Development Center
15. DPRM – Directorate for Personnel and Records Management
16. DL – Directorate for Logistics
17. DC – Directorate for Comptrollership
18. DICTM – Directorate for Information and Communication Technology Management
19. DHRDD – Directorate for Human Resource and Doctrine Development
20. DRD – Directorate for Research and Development
21. DP – Directorate for Plans
22. DI – Directorate for Intelligence
23. DIDM – Directorate for Investigation and Detective Management
24. DO – Directorate for Operation
25. DPCR – Directorate for Police Community Relations
26. CS – Chaplain Service
27. LS - Legal Service
28. HS – Health Service
29. PRBAS – PNP Retirement and Benefits Admin Service
30. PRSS – PNP Recruitment and Selection Service
31. ES – Engineering Service
32. HSS – Headquarters Support Service
33. LSS – Logistics Support Service
34. FS – Finance Service
35. CES – Communication and Electronic Service
36. ITMS – Information Technology Management Service
37. TS – Training Service
38. PNPA – Philippine National Police Academy
39. NPTI – National Police Training Institute
40. IG – Intelligence Group
41. CIDG – Criminal Investigation and Detection Group
42. FG – Forensic Group
43. ACG – Anti-Cybercrime Group
44. HPG – Highway Patrol Group
45. CSG – Civil Security Group
46. PDEG – PNP Drugs Enforcement Group
47. MG – Maritime Group
48. AKG – PNP Anti Kidnapping Group
49. EOD/K9 – Explosive Ordinance Disposal / K9 Group
50. AVSEGROUP – Aviation Security Group
51. PSPG – Police Security and Protection Group
52. PCADG – Police Community Affairs and Development Group
53. NHQ – National Head Quarters
54. PRO – Police Regional Office
55. PPO – Police Provincial Office
56. CPO – City Police Office
57. MPS – Municipal Police Station
58. CPS – City Police Station
59. RMFB – Regional Mobile Force Battalion
60. CMFC – City Mobile Force Company
61. PMFC -Provincial Mobile Force Company
62. NCRPO – National Capital Region Police Office
63. SAF – Special Action Force
64. RTS – Regional Training School
65. RTC – Regional Training Center
66. PPSC – Philippine Public Safety College

NATIONAL BUREAU OF INVESTIGATION

The National Bureau of Investigation (NBI) is a line agency under the Department of Justice
(DOJ) and serves as the premier investigative agency of government. The agency of government.
The agency director is a presidential appointee and serves under the trust and confidence of the
President and the Secretary of Justice. Further, is an agency of the Philippine Government under
the Department of Justice, responsible for handling and solving major high-profile cases that are
in the interest of the nation.

LAWS GOVERNED THE NATIONAL BUREAU OF INVESTIGATION (NBI)

R.A. No. 10867 – An Act Reorganizing and Modernizing the National Bureau of Investigation
(NBI) and providing funds thereof.

PHILIPPINE DRUG ENFORCEMENT AGENCY

The Philippine Drug Enforcement Agency in Filipino (Ahensiya ng Pilipinas sa Pagpapatupad
ng Batas Laban sa Bawal na Gamot) is the head anti-drug law enforcement agency, responsible
for preventing, investigating and combating any dangerous drugs, controlled precursors and
essential chemicals within the Philippines.
The agency is tasked with the enforcement of the Penal and regulatory provisions of Republic
Act No. 9165 (otherwise known as the Comprehensive Dangerous Drugs Act of 2002) further,
the PDEA is the implementing arm of the Dangerous Drugs Board (DDB). The DDB is the
Policy- making and strategy formulating body in the planning and formulation of policies and
programs on any prevention and control. PDEA and DDB are both under the supervision of the
office of the President of the Philippines.

LAWS GOVERNED THE PHILIPPINE DRUG ENFORCEMENT AGENCY

R.A No. 9165 – otherwise known as the Comprehensive Dangerous
Drugs Act of 2002
 PHILIPPINE COAST GUARD
The Philippine Coast Guard (PCG) Filipino (Tanod ng Baybayin ng Pilipinas) is recognized as
the third armed unfirmed service of the country attached to the Philippine Department of
Transportation, tasked primarily with enforcing laws within Philippine waters, conducting
maritime security operations, safeguarding life and property at sea and protecting maritime
environment and resources; similar to coast guard around the world. In case of declaration of
war, the coast guard shall also serve as an attached service of the Department of National
Defense (DND). It currently maintains a presence throughout the archipelago with thirteen (13)
coast guard districts, fifty-four (54) coast guard stations and over hundred ninety (190) coast
guard sub-stations, from Basco, Batanes to Bongao, Tawi-tawi.

LAW THAT GOVERNED THE PHILIPPINE COAST GUARD

R.A No. 9993 – Otherwise known as the” Coast Guard Law of 2009”.

PHILIPPINE COAST GUARD ORGANIZATION

The Philippine Coast Guard is led by the Commandant of the Philippine Coast Guard and
directly reports to the secretary of transportation in maritime law enforcement and also reports to
the secretary of National Defense in war time.
The COMMANDANT is assisted by the Deputy commandant for Administration and the deputy
commandant for operations, both holders of the rank of Vice Admiral.

THE LAND TRANSPORTATION OFFICE

The Land Transportation Office (Filipino: Tanggapan ng Transportasyong Lupa) is an agency
of the Philippine Government under the Department of Transportation responsible for all land
transportation in the Philippines. Functions of LTO include the inspection and registration of
motor vehicles, issuance of licenses and permits, enforcements of land transportations rules and
regulations and adjudication of traffic cases.
Its primary mission is to rationalize land transportation services and facilities and effectively
implement various transportation laws, rules and regulations. It believes that it is the
responsibility of those involved in the Public service to be more vigilant in their part in overall
development scheme of national leadership. Hence, the promotion of safety and comfort and
land travel is one of LTO’s continuing commitments. It aims to be a frontline government
agency that showcases fast and efficient public service for a progressive land transport sector.

LAWS THAT GOVERNED THE LTO

R.A. No. 10930 – an act rationalizing and strengthening the policy regarding Driver’s license by
extending the validity period of Driver’s License amending for those purposes. Section 23 of
R.A. No. 4136.
R.A No. 10913 – an Act Defining and Penalizing Distracted Driving.
R.A No. 10666 – an Act Providing for the Safety of Children Aboard Motorcycles
R.A. No. 10586 – an Act Penalizing Driving under the Influence of Alcohol, Dangerous Drugs,
and similar substances and for other purposes.
R.A. No. 10054 – an Act Marketing all Motorcycle Risers to wear Standard Protective
Motorcycle Helmets while driving and Providing Penalties thereof.
R.A No. 8794 – an Act imposing a motor vehicle user charged on owners of all types of Motor
Vehicles and for other purposes.
R.A NO. 8750 – an Act requiring the mandatory compliance of motorists of Private and Public
vehicles manufacturers to install belt devices in all their manufactured vehicles.
R.A No. 8749 – an Act Providing for a Comprehensive Air Pollution Control Policy and for
other Purposes.
R.A No. 4136 – an Act to compile the laws relative to Land Transportation and Traffic Rules to
create a Land Transportation commission and for other purposes.
 THE BUREAU OF JAIL MANAGEMENT AND PENOLOGY
The Bureau of Jail Management and Penology (BJMP) is an attached agency of the
Department of the Interior and Local Government (DILG) mandated to direct, supervised and
control the administration and operation of all district, city and municipal jails in the Philippines
with prolonged tasks of safekeeping and development of it’s inmates, officially classed as
persons deprived of liberty.
AGENCY OVERVIEW
Formed: January 2. 1991
Jurisdiction: Philippines
Headquarters: 144 Mindanao Ave, Project 8, Quezon City, Philippines
Motto: Changing lives, building a safer nation

Agency Executives:
J/Dir Allan S Iral, CESE
Chief, BJMP

J Csupt. Ruel S Rivera, DSC

Deputy Chief for Administration

J Csupt. Dennis U Rocomora, CESE

Deputy Chief for Operations

J Csupt Paulino H. Moreno Jr

BJMP, Directorial Staff

Parent Agency: Department of the Interior and Local Government (DILG)

Website: www.bjmp.gov.ph
National Headquarters:
1. Office of the Chief, BJMP
2. Office of the Deputy Chief for Administration
3. Office of the Deputy Chief for Operations
4. BJMP Directorial Staff
5. Office of the Secretary to the Command Group

Directorates
 Directorate for Personnel and Records Management
 Directorate for Human Resource Development
 Directorate for Operations
 Directorate for Welfare and Development
 Directorate for Logistics
 Directorate for Comptrollership
 Directorate for Program and Development
 Directorate for Information and Communication Technology Management
 Directorate for Intelligence
 Directorate for Investigation and Prosecution
 Directorate for Health Service
Support Services
 Finance Service Office
 Chaplaincy Service Office
 Community Relations Service Office
 Accounting Office
 Legal Service Office
 Headquarters Support Service Office
 Supply Accountable Office – BJMP wide
 Office of the National Executive Senior Jail Officer
 Legislative Liaison Office
 National Jail Management and Penology Training Institute
 Preventing and Countering Violent Extremism Center
 Retirement and Separation Benefits Administration Service Office
 Jail Service Intelligence Operations Center
 Internal Audit Unit
 Center for Jail Excellence and Strategy Management

Special Tactics and Response Team (BJMP-STAR) – An elite unit of BJMP

specialized in responding to incident that require tactical; response as well as transporting high
value Person Deprived of Liberty (PDL).

ROLE OF BUREAU OF JAIL MANAGEMENT AND

PENOLOGY (BJMP)
The BJMP is mandated to direct, supervise and control the administration and operation of all
district, city and municipal jails nationwide with prolonged tasks of safe-keeping and
development of Persons Deprived of Liberty (PDL)

FOUR (4) MAJOR PROGRAMS under the mandate of the BJMP

1. PDL, Custody, security and control program
2. PDL, Welfare and development programs
3. Decongestion program
4. Good governance

OPERATIONS OF THE BJMP:

The Jail Bureau, pursuant to Sec. 60 to 65, chapter V, of R.A. No, 6975 amended by Republic
Act No. 9263 (Bureau of Fire Protection and Bureau of Jail Management and Penology
Professionalization Act of 2004) is headed by a chief who is assisted by two (2) Deputy Chiefs,
one for Administration and another for Operations and one for Directorial Staff, all of whom are
appointed by the president upon the recommendation of secretary of the Interior and Local
Government from among the qualified officers with the rank of at least Senior Superintendent in
the Jail Bureau. The Chief of the Jail Bureau carries the rank that must not exceed from years,
unless extended by the President in times of war and other national emergencies.
The jail bureau operates and maintains regional office in each of the administrative regions of the
country, headed by a Regional Director for Jail Management and Penology with a rank of at least
Senior Superintendent. The Regional Director is assisted by an Assistant Regional Director for
Administration, Assistant Regional Director for operations and Regional Chief of Directorial
Staff, who are all officers with the rank of at least Superintendent.
In every province, the jail bureau operates and maintain a Provincial Jail administrators office
headed by a Provincial Administrator who oversee the implementation of Jail Services of all
district, city and municipal jails with its territorial jurisdiction. In large cities or a grouped of
clustered municipalities, a district jail headed by a District Jail Warden maybe established. The
city and municipal jails each headed by a city or municipal warden.

FOUR (4) Major areas of BJMP Rehabilitation Programs

1. Livelihood projects
2. Educational and Vocational training
3. Recreation and Sports
4. Religious / Spiritual Activities

LAWS GOVERNED IN THE BJMP

1. R.A NO. 6725 – Prohibition on Discrimination Against Women
2. R.A No. 10354 – Known as Responsible Parenthood and Reproductive Health
3. R.A. No. 7192 – Known as Women in Development and Nation Building Act
4. R.A. No. 7877 – Known as Anti-Sexual Harassment Act of 1995
5. R.A No. 8972 – Known as Solo Parents Welfare Act of 2000
6. R.A. No. 9710 – Known as the Magna Carta for Women
7. R.A. No. 9262 – Known as the Anti-Violence Against Women and their Children
8. R.A. No. 11210 – Expanded Maternity Leave Law
9. R.A. 11313 – Bawal Bastos Law
10. United nations standard minimum rules for the treatment of prisoners (Nelson Mandela
Rules)
11. R.A. No. 9263 – An act providing for the professionalization of the BJMP, BFP amending
certain provisions of R.A No. 6975.

BJMP Policies
1. Equal Employment Opportunity Principle
2. BJMP 5-year Human Resource Plan Priority No. 4 Gender and Development
3. BJMP Drug Free Work Place Policy
4. BJMP Help Desk
5. BJMP Mental Health Programs
6. Communication by Persons Deprived of Liberty through Phone or Video Call
7. Guidelines and Procedures in the Establishment of a Child Friendly area and Implementation
of a Child Friendly Visitation Policy
8. Policy on BJMP Fitness Program
9. Policy on Lactation Station
10. Policy on the Treatment of LGBTQ PDL in the BJMP
11. Revised Policy on Conjugal Visit
12. Team Building Activity
13. Treatment of PDL with Special Needs
14. Visitation Privilege
 BUREAU OF FIRE PROTECTION
The Bureau of Fire Protection (BFP) in Filipino, Kawanihan ng Pagtatanggol sa Sunog) is the
government body in the Philippines responsible for the provision of fire services. It is under the
jurisdiction of the Department of the Interior and Local Government. The BFP has a national
headquarters,

THE BFP Consist of the Following Units:

1. Special rescue/HAZMAT Unit
2. Emergency Medical Services Unit
3. Special Operations Unit
4. Arson Investigation Unit
5. Fire Law Enforcement Service
6. Fire National Training Institute

Each region in the Philippines has its own BFP region headed by a person with the rank of Fire
Chief Superintendent (Fire Brigadier General or Fire Senior Superintendent (Fire Colonel)

Leadership:
 Commander in Chief (President of the Republic of the Philippines)
 Secretary of the DILG
 Under Secretary for Public Safety
 Chief, BFP
 Deputy Chief for Administration
 Deputy Chief for Operations
 The Chief of Directorial Staff

Offices on National Headquarters:

1. Office of the Chief BFP
2. Office of the Deputy Chief for Administration
3. Office of the deputy Chief for Operations
4. BFP Directorial Staff
Directorial Staff
1. Directorate for Intelligence and Investigation
2. Directorate for Operations
3. Directorate for Plans and Standard Development
4. Directorate for Comptrollership
5. Directorate for Fire Safety Enforcement
6. Directorate for Logistics
7. Directorate for Personnel and Records Management
8. Directorate for Information and Communications Management
9. Directorate for Human Resource Development

Equipment
The bureau provided fire appliances depending on the jurisdiction’s capabilities. Each city and
municipality in the Philippines have one or more fire appliance to serve.

LIST OF FIRETRUCK MODELS, ORIGINS, TYPE

MODELS ORIGIN TYPE
ISUZU Forward Japan Medium Fire Engine

ISUZU Giga Japan Heavy Fire Engine

MAN TGM 18. 250 Austria Heavy Fire Engine
Rosenbauer TLF 4000
Pierce Dash 100 USA Aerial Fire Engine
Hino Ranger Japan Medium Fire Engine
1982 Ford Roughneck F800 USA Medium Fire Engine
Hyundai HD 120 South Korea Medium Fire Engine

Dongfeng Hubei 4x2 China Medium Fire Engine

Isuzu NDR Japan Light Fire Engine

LAWS CREATED THE BFP

R.A. No. 11589 – otherwise known as an Act Strengthening and Modernizing the Bureau of Fire
Protection and Appropriating Fund therefor.
R.A. No. 9263 – known as BFP and BJMP Professionalization Act of 2004
R.A. No. 9514 – an Act establishing a Comprehensive Fire Code of the Philippines.
BUREAU OF FISHERIES AND AQUATIC RESOURCES (BFAR)
The Bureau of Fisheries and Aquatic Resources (BFAR) is an agency of the Philippine
Government under the Department of Agriculture responsible for the Development,
improvement, law enforcement, management and conservation of the Philippines Fisheries and
Aquatic Resources.

Nine (9) Functional Divisions of BFAR:

1. Fisheries Policy Research and Economics Division
2. Fishery Resources Administration Division
3. Fisheries Development and Support Services Division
4. Agriculture Division
5. Fisheries Resources Research Division
6. EEZ Fisheries and Allied Services Division
7. Fishing Technology Division
8. Fisheries Regulation and Quarantine Division
9. Post-Harvest Technology Division

Eight (8) Fisheries Technology Center under its Wing

1. The National Marine Fisheries Development Center
2. National Blackish Water Aquaculture Technology Research Center
3. National Freshwater Fisheries Technology Research Center
4. Tanay Freshwater Experimental Station
5. Fisheries Biological Station Complex
6. National Fisheries Research and Development Center
7. National Seaweeds Technology and Development Center
8. Mindanao Freshwater Fisheries Technology Center
LAWS GOVERNED ON THE BUREAU OF FISHERIES AND
AQUATIC RESOURCES
R.A No. 8550 – an Act Providing for the Development, Management and Conservation of the
Fisheries and Aquatic Resources, Integrating all laws pertinent thereof and for other purposes.
 CIVIL AVIATION AUTHORITY OF THE PHILIPPINES
The Civil Aviation Authority of the Philippines (CAAP) is the Civil Aviation Authority of the
Philippines and is responsible for implementing policies on civil aviation to assure safe,
economic and efficient air travel. The agency also investigates aviation accidents via its aircraft
accident investigation and inquiry board. It is also a multi-role government agency responsible
for the regulation of aviation in the Philippines.

Distinction of CAB and CAAP

Civil Aeronautics Board – regulates the economic aspect of air transportation while CAAP,
regulates the technical and operational aspects of air transportation.
PHILIPPINE CIVIL AVIATION (PCAR)- requires continuous airworthiness maintenance
inspection and provide for other aircraft safety and maintenance requirements.

CAAP SERVICES and OFFICES

1. Administrative and Finance Service (AFS)
2. Flight Standards Inspectorate Service (FSIS)
3. Air Traffic Service (ATS)
4. Air Navigation Service (ANS)
5. CAAP Security and Intelligence Service (CSIS)
6. Aerodrome Development and Management (ADMS)
7. Enforcement and Legal Service (ELS)
8. Office of the Director General (ODG)
13 parts of the CAAP:
1. Part 01- General Policies, Procedures and Definition
2. Part 02 – Personnel Licensing
3. Part 03 – Approved Training Organization
4. Part 04 – Aircraft Registration and Marking
5. Part 05 – Airworthiness
6. Part 06 – Approved Maintenance Organizations
7. Part 07 – Instrument and Equipment
8. Part 08 – Operations
9. Part 09 – Air Operator Certification and Administration
10. Part 10 - Commercial Air transport by Foreign Air Carriers within Republic of the
Philippines
11. Part 11- Aerial Work and Operating Limitations for Non-Type Certificated Aircraft
12. Part 12- Accident and Incident Reporting and Investigation
13. Part 13 -Transportation of Dangerous Goods by Air

LAWS GOVERNED IN CAAP

R.A No. 9497 – an Act Creating the Civil Aviation Authority of the Philippines. It took effect on
March 4, 2008.
 OFFICE OF THE TRANSPORTATION SECURITY
The Office of the Transportation Security (OTS) is the single authority responsible for the
security of the transportation systems of the Philippines including Civil Aviation, sea transport
and maritime infrastructure, land transportation rail system and infrastructure. It was created by
virtue of E.O. No. 277. In response to the International Mandate (ICAD and IMO guidelines)
calling for a single authority for all modes of transportation security in the Philippines.
E.O. No. 311 (April 26, 2004) – designating the OTS as the single authority called for and
thereto expanding its powers and functions.

THREE (3) Security Bureaus of OTS

1. Civil Aviation Security Bureau (CASB)
2. Maritime Transportation Security Bureau (MTSB)
3. Land Transportation Security Bureau (LTSB)

THREE (3) Support Bureaus of OTS

1. Intelligence and Operations Bureau (IOB)
2. Administrative and Finance Bureau (AFB)
3. Legal and Planning Bureau (LPB)
 PHILIPPINE PORTS AUTHORITY
The Philippine Ports Authority (PPA) is a government- owned and controlled corporation under
the Department of Transportation as an attached agency. It is responsible for financing,
management and operations of Public ports throughout the Philippines, except the port of Cebu
which is under the Cebu ports Authority.
Port Authority. A governmental commission empowered to manage or construct port facilities.
The Philippine Port Authority was created under Presidential Decree No. 505, which was
subsequently amended by P.D. No. 857 in December 1975. The latter Decree which is referred to
as the revised charter of the Philippines Ports Authority broadened the scope and functions of the
PPA to facilitate the implementation of an integrated program for the planning, development,
financing, operation and maintenance of ports or part district for the entire country.
In 1978, the PPA charter was amended by E.O No. 513 granting the PPA police authority
creating the national ports advising council to strengthen cooperation between the government
and the private sector, and empowering the PPA to exact reasonable administrative fines for
specific violations of its rules and regulations. Subsequently, E.O No. 159 was issued in 1987 to
give the PPA financial autonomy and responsibility for undertaking and construction projects
under its parts systems. Various functions such as part administration project execution
previously handled respectively by the Bureau of Customs and the Department of Public Works
and Highways were transferred to PPA.

MANAGEMENT AND ORGANIZATION

At the policy formulation level, the Philippine Ports Authority is governed by a nine-man Board
of Directors, its chaired by the Secretary of the Department of Transportations (DOTR) with the
general manager of the Philippine Ports Authority as vice-chairman.

Members:
1. Director General, NEDA
2. Secretary of DPWH
3. Secretary of Finance
4. Secretary of Trade and Industry
5. Secretary of DENR
6. Administrator of Maritime Industry Authority
7. Representative from Private Sector
Policies approved by the board are implemented by the General Manager as Chief Executive
Officer, helping him are the three (3) assistant General Managers: (1) Finance and
Administration (2) Operations (3) Engineering Services.

Central Office Department supervised by the assistant General Manager deliver support services
to the Field or line units. Frontline services are delivered by five-part Port District Offices which
are semi-autonomous regional offices responsible for the activities of the various port-
management offices under this jurisdiction. Port management offices serves as the base ports for
the supervision of Public and private parts within their area of operation.

Philippine Port Regulation

The PPA is the primary government agency concerned with the Planning and Development of
the country’s seaports. Established in 1974, the PPA’s charter as amended by executive order
857 which expanded its functions to include the integration and coordination of ports nationwide.

Three (3) Main Areas of Port Authority

1. A landlord. As landlord a port authority manages the port assets under its jurisdiction
2. A regulator. A port authority sets the planning framework namely fees, subcontracting
services and safety as well as the enforcement of national and port-related rules and
regulations.
3. And operator of the port – a port authority provides day to day services to ships and
merchandises.

Requirement of a Good Port

The major requirement of a good harbor is direct access to the open water and sufficient depth
for vessels to enter and exit safety.

How many Ports are there in the Philippines?

The Philippines have 429 fishing ports and 821 commercial ports. We only list ports interesting
for inter-island passenger and vehicle transportation.

Distinction of Arrastre and Stevedoring

The responsibility of the arrastre operator lasts until the delivering of the cargo to the consignee,
the service is usually performed by longshoremen. On the other hand, stevedoring refers to the
handling of the cargo in the holds of the vessel or between the ships tackle and the holds of the
vessels.

Municipal Port Authority

A Municipal Port Authority is a governing body of any municipality in along or through the
territory of which a navigable river flows, by ordinance create a public body corporate and
politic under and pursuant to this act.
 BUREAU OF CUSTOMS

The Bureau of Customs is a Philippine government agency under the Department of Finance. the
bureau of customs was established on February 6, 1902 by the insular government of the
Philippine islands of the united states of America, during the American colonial era of the
Philippines.

The Bureau of Customs is headed by a commissioner, who is responsible for the general
administration and management of the bureau. The commissioner is assisted by six (6) deputy
commissioners and an assistant commissioner who supervises the internal administration group,
revenue collection monitoring group, assessment and operations coordination group, intelligence
group, enforcement group, management information system and technology group and post
clearance audit group.

Customs Intelligence and Investigation Service (CIIS)

The Customs Intelligence and Investigation service (CIIS) is the service of the Bureau mandated
to the collection, collation and evaluation of data and information on acts of economic sabotage
and the conduct of surveillance, investigation and apprehension of cases involving violations of
customs, tariff laws and regulations.

Customs Districts
The Bureau of Customs has 17 customs Districts. Each customs district is headed and supervised
by a district collector, assisted by as many Deputy District Collectors as may be necessary. A
customs District has a designated “principal port of entry”. Generally, a principal port of entry
has its sub-ports of entry.

CUSTOMS DISTRICT PRINCIPAL PORT OF CITY/MUNICIPALITY

ENTRY
Customs District I Port of San Fernando San Fernando, La Union

Customs District II-A Port of Manila Manila (Port Area)

Customs District II- B Manila International Manila (Tondo)
Container Port
Customs District III Ninoy Aquino International Pasay
 Airport
Customs District IV Port of Batangas Batangas City
Customs District V Port of Legazpi Legaspi, Albay
Customs District VI Port of Iloilo Ilo-ilo City
Customs District VII Port of Cebu Cebu City
Customs District VIII Port of Tacloban Tacloban
Customs District IX Port of Surigao Surigao City
Customs District X Port of Cagayan De Oro City Cagayan De Oro City
Customs District XI Port of Zamboanga Zamboanga City
Customs District XII Port of Davao Davao City
Customs District XII Port of Subic Zambales/Morong Bataan
(Subic Freeport Zone)
Customs District XIV Port of Clark Mabalacat, Pampanga (Clark
Freeport Zone)
Customs District XV Port of Aparri Aparri Cagayan
Customs District XVI Port of Limay Limay, Bataan

Role of the Bureau of Customs

Established in 1902, the Bureau of Customs (BOC) of the Philippines is the government agency
that enables trade, collect duties and taxes and protects the nation against the entry of illegal
materials.

What Does the Bureau of Customs Do?

Enforcement of the tariff and customs and all other laws, rules and regulations relating to tariff
and customs administrations.

BUREAU OF IMMIGRATION
The Bureau of Immigration, also known between 1972 and 1987 as the Bureau of Immigration
and Deportation, is the immigration regulatory and control body of the Philippines. It was
established by the Philippine Immigration Act of 1940, although a processor agency had existed
as part of the Bureau of Customs since 1989.
 BUREAU OF CORRECTIONS
The Bureau of Corrections (abbreviated as BuCor) is an agency of the Department of Justice
which is charged with the custody and rehabilitations of national offenders, who have been
sentenced to three (3) years of imprisonment or more. The agency has its headquarters in the
New Bilibid Prison reservation in Muntinlupa. It is headed by corrections Director General USE
Gerald Q. Bantag. The Bureau has 2862 employees, 61% of whom are custodial (Uniformed)
officers, 33% are non-uniformed personnel and 6% are members of the medical service.
The Bureau of Corrections has seven (7) operating units located nationwide namely the New
Bilibid Prison in Muntinlupa City, THE CORRECTIONAL Institution for women (CIW) the
CIW Mindanao in Panabo, Davao Del Norte; the Iwahig Prison and Penal Farm in Puerto
Princesa Palawan; the Sablayan Prison and Penal Farm in Occidental Mindoro, DAVAO Prison
and Penal Farm; Leyte Regional Prison in Abuyog, Southern Leyte; San Ramon Prison and
Penal Farm in Zamboanga City.

Laws Governing the BUCOR

R.A. No, 10575 – An act strengthening the Bureau of Corrections.
“The Bureau of Corrections Act of 2013”

Distinction Between BuCor and BJMP

The BUCOR is an attached agency of the Department of Justice (DOJ) where convicted inmates
are imprisoned. Meanwhile, the BJMP is an agency under the watch of the DILG which handles
the district, city and municipal jails where persons deprived of liberty PDL still facing trial are
held.

CHAPTER III. POWER, FUNCTIONS AND ORGANIZATIONAL

STRUCTURE OF VARIOUS LAW ENFORCEMENT AND
PUBLIC SAFETY AGENCIES
Aims and Learning Outcomes
At the end of this chapter, the students should be able to:
1. Describe the different Law Enforcement Organizational Structure
2. Relate and adopt the powers and functions of various law enforcement and public safety
agencies.
LAW ENFORCEMENT ORGANIZATIONAL STRUCTURE
The PNP Organizational Structure is composed of the National Offices, Police Regional Offices
(PRO’s), Police Provincial Offices (PPO’s) District Offices in case of large provinces, City
Police Office (CPO’s) and City Police Stations (CPS) and Municipal Police Stations (MPS).

SEC. 6 POWERS AND FUNCTIONS OF THE PNP

1. Enforce all the laws and ordinances relative to the protection of lives, liberties, rights and
properties.
2. Maintain peace and order, prevent crimes and take all the necessary steps to ensure public
safety, as well as to protect and promote community interest and welfare consistent with the
mandated role of the PNP as a community and service-oriented agency.
3. Investigate all violations of laws and ordinances, arrest and bring criminal offenders to
justice and assist in their prosecution.
4. Exercise the general powers to conduct arrest, search and seizure in accordance with the
constitution and pertinent laws.
5. Detain an arrested person within the period prescribed by law and inform the arrested person
of all the rights available under the constitution and pertinent laws.
6. Assist he AFP in the conduct of ISO and in suppressing other serious threats to national
security unless otherwise provided by law.
7. Issue license and permit to own, possess, carry and transport firearms ammunitions and
explosives.
8. Issue licenses to operate security agencies as well as to supervise and control the operations
of security agencies and the training of security guards and private detectives.
9. Formulate and implement the training and disciplinary progress for the PNP personnel and
recruits.

PNP MANDATE

Republic Act 6975 entitled an act establishing the Philippine National Police under the
reorganized Department of the Interior and Local Government and other purposes as amended by
R.A. 8551 Philippine National Police Reform and Reorganization Act of 1998 and further
amended by R.A. 9708.

PNP PHILOSOPHY
1. Service
2. Honor and
3. Justice

PNP CORE VALUES

1. Maka- Diyos (Pro-God)
2. Makabayan (Pro-Country)
3. Makatao (Pro-People)
4. Makakalikasan (Pro- Environment)

PNP VISION
Imploring the aid of the almighty, by 2030, we shall be a highly capable, effective and credible
police service working in partnership with a responsive community towards the attainment of a
safer place to live, work and do business.

PNP MISSION
The PNP shall enforce the law, prevent and control crimes, maintain peace and order, and ensure
public safety and internal security with the active support of the community.

NBI REORGANIZATION, MODERNIZATION AND

EXPANSION

The NBI is hereby reorganized and modernized to adequately meet increasing demands of an
expanded investigate and detective work. It shall implement a modernization program geared
towards the acquisition of state of the art investigative and intelligence equipment and the
establishment of forensic and scientific laboratories. The program shall include provisions for the
training of its personnel in this regard.
The present organizational structure of the NBI shall be reorganized into the office of the
Director, Office of the Deputy Director for Administration, Office of the Deputy Director for
Operations, Office of the Assistant Directors for Investigation Service, Intelligence Service,
Comptroller Service, Human Resource and Management Service, Forensic and Scientific
Research Service, legal service and information and communications technology service. Each
service shall be composed of the necessary divisions and sections.
The NBI shall establish a Regional Office in every region to be headed by a Regional Director
and District Office in every province to be headed by a Head Agent. Field offices may also be
established and maintained by the Director as the need arises.

The NBI personnel complement shall be increased and their positions upgraded as follows:
POSITION SALARY GRADE
Director SG 30
Deputy Director SG 29
Assistant Director SG 28
Regional Director SG 27
Assistant Regional Director SG 26
Head Agent SG 25
Supervising Agent SG 24
Senior Agent SG 23
Investigation Agent III SG 22

NBI POWERS AND FUNCTIONS

1. Undertake and investigation and detection of crimes and offenses enumerated under Sec. 5
here of;
2. Issue subpoena for the appearance of any persons for investigation or production of
documents through its officers from the ranks of Regional Director to Director.
3. Act as a national cleaning house of criminal records and other information for the benefit of
the government.
4. Render technical assistance to government agencies and instrumentalities when so requested.
5. Extend assistance, when requested by the Department of Justice.
6. Establish NBI Academy which shall be responsible for the recruitment, training and
development of all the NBI Agents and personnel, among others.
7. Establish and maintain a forensic and scientific research center which shall serve as the
primary center for forensic and scientific research in furtherance of scientific knowledge in
criminal investigation, detection, evidence collection and preservation and provide the
necessary training there for
8. Establish and maintain a cyber investigation and assessment center which shall serve as the
nerve center for computer information technologies, data on cybercrime cases, computer
intrusion, threats and other related crimes or activities.
9. Establish and maintain an integrated, comprehensive and state of the art network of
equipment and facilities to be used by the NBI in its criminal investigation, detection and
evidence gathering and to provide the corresponding training in this regard.
10. Request the assistance, PNP armed forces of the Philippines or any other agency of the
government, including government-owned and/or controlled corporations in its anti-crime
drive. Such assistance may include the use of the agency’s personnel and facilities upon prior
approval by the head of agency concerned.
11. Conduct intelligence operations in furtherance of the foregoing powers and functions.
12. Enter into any contract or transaction for the acquisition, ownership, possession,
administration, lease, disposition or acceptance of real or personal property in its name,
subject to the approval of the secretary of justice.
13. Establish a modern NBO clearance and identification center co9ntaining all derogatory and
criminal records and civilian identification records, including their identifying marks and
characteristics and fingerprint data base, as well as dental records pursuant to Presidential
Decree No. 1575, entitles “Requiring Practitioners of Dentistry to keep Records of their
Patients”.
14. Maintain for the purposes of the investigative and forensic requirements of the NBI relevant
database such as ballistics records of the firearms including but not limited to, data
ownership, possession and other related identifying circumstances and Deoxyribonucleic
Acid (DNA) databank.
15. Perform other functions as the President or the secretary of justice may assign.

The NBI Director shall be appointed by the President and shall have the rank, salary and benefits
equivalent to that of an undersecretary. No person shall be appointed Director unless he or she is
a natural born citizen of the Philippines and a member of the Philippine Bar who has been
engaged in the practice of law for at least fifteen (15) years, preferably from within the ranks of
Directors.

The assistant Regional Directors to Deputy Directors shall likewise be appointed by the
President of the Philippines, coming from the ranks of the NBI upon the recommendation of the
secretary of justice. No person shall be appointed Deputy Director or Regional Director unless he
or she is a citizen of the Philippines and a member of the Philippines Bar who has engaged in the
practice of law for at least ten (10) years for the Deputy Director and for at least five (5) years for
the Regional Director.

The NBI is mandated to investigate the following cases:

1. Extrajudicial/ extra judicial killings by stet security forces against media practitioners/
activists.
2. Murders of Justices and Judges.
3. Violation of Cybercrime Prevention Act of 2012 (R.A. No. 10175)
 4. Cases from the Inter-Agency Anti-Graft Coordinating Council.
5. Anti-Dummy Law Case.
6. Human Trafficking cases in all Philippine Airports.
7. Cases involving threats to security of assaults against person of the president, vice
president, senate president, speaker of the house of the representatives and the Chief
Justice of the Supreme Court.
8. Transnational Crimes based on instructional agreements.
9. Identifying dead people or victims of mass casualty incidents by natural disasters.
10. Violations of E-Commerce Act of 2000 (R.A. No. 8792)
11. Violations of the Access Devices Regulations Act of 1998 (R.A. No, 8484)
12. Violations of the Intellectual Property Code of the Philippines (R.A. No. 8293)
13. Violations of the Securities Regulation Code (R.A. No. 8799)
14. Violations of the Pence Increasing the Penalty for certain forms pf Estafa (P.D. No. 1689)

PDEA ORGANIZATIONAL STRUCTURE

The Philippine Drug Enforcement Agency is headed by a Director General who holds the rank
of Undersecretary. He is assisted by Deputy Director General for Administration and Deputy
Director General for Operations both with the rank of Assistant Secretary.
The PDEA is a regular law enforcement and regulatory agency which is responsible for the
efficient and effective law enforcement of all provisions on a dangerous drug and or controlled
precursors and essential chemicals.

CREATION OF THE PDEA

The Philippine Drug Enforcement Agency was created by virtue of R.A. No. 9165 otherwise
known as the Dangerous Drugs Act of 2022. The new law defines more concrete courses of
action for the national Anti-Drug Campaign and imposes heavier penalties to offenders.
The enactment of R.A. No. 9165 reorganized the Philippine Drug Enforcement System with the
creation of the new Dangerous Drug Board (DDB) which serves as the policy and strategy
formulating body and the establishment of a single mission drug agency- the Philippine Drug
Enforcement Agency (PDEA) as its implementing arm.

PDEA VISION
By 2020, we are a highly credible and competent agency leading the citizenry for a drug free
country.

PDEA MISSION
As the lead agency in the enforcement of the anti-drug law, the PDEA;
 Suppress the supply of Dangerous Drugs
 Implements Dangerous Drugs Board Policies
 Controls and Regulates the Legitimate use of dangerous drug and controlled precursors and
essential chemicals.
 Supervises the anti-drug activities of other drug law enforcement agencies.
 Coordinates the participation of all stakeholders in the Anti-Drug Campaign.

CORE VALUES
1. Professional
2. Dynamic
3. Excellence- Driven
4. Accountable

PDEA MANDATE
The Philippine Drug Enforcement Agency (PDEA) is responsible for efficient law enforcement
of all provisions on any dangerous drug and/or precursors and essential chemicals.

PDEA FUNCTIONS

1. Implement or cause the efficient and effective implementation of the national drug control
strategy formulated by the Dangerous Drug Board.
2. Undertake the enforcement of the provisions of Art. II of R.A. 9165 relative to the unlawful
acts and penalties involving any dangerous drug and/or controlled precursor and essential
chemicals.
3. Administer oath and issue subpoena and subpoena duces tecum, relative to the conduct of
investigation involving the violations of R.A 9165.
4. Arrest and apprehend as well as search all violators and seize or confiscate the effects as
proceeds of the crime as provided by law.
5. Take charge and have custody of all dangerous drugs and or/controlled precursors and
essential chemical seized, confiscated or surrenders to any national, provincial or local law
enforcement agency.
6. Establish a forensic laboratory in each PNP office in every province and city in order to
facilitate action on seized or confiscated drugs, thereby hastening their destruction without
delay.
7. Recommend to the DOJ the forfeiture of properties and other assets of persons and/or
corporations found to be violating the provisions of R.A No, 9165 and in accordance with the
pertinent provisions of the Anti-Money Laundering Act of 2001.
8. Prepare for prosecution or cause the filing oaf appropriate criminal and civil cases for
violation of all laws on dangerous drugs, controlled precursors and essential chemicals and
other similar controlled substances.
9. Monitor and if warranted by circumstances in coordination with the Philippine Postal Office
and the Bureau of Customs, inspect all air cargo packages, parcels and mails in the Central
Post Office.
10. Conduct eradication programs to destroy wild or illegally grown plants from which
dangerous drugs may be extracted.
11. Initiate and undertake the formation of a nationwide organization which shall coordinate and
supervise all activities against drug abuse in every province, city, municipality and barangay.
12. Establish and maintain a national drug intelligence system in cooperation with law
enforcement agencies other government agencies offices and local government units that will
assist in the apprehension off big time drug lords.
13. Establish and maintain close coordination, cooperation and linkages with international drug
control and administration agencies and organizations.
14. Create and maintain an efficient special enforcement unit to conduct an investigation, file
charges and transmit evidence to the proper court.
15. Require all government and private hospitals, clinics, doctors, dentists and other practitioners
to submit a report to.
16. Coordinate with the DDB for the facilitation of the issuance of necessary guidelines, rules
and regulations for the proper implementation of R.A. 9165.
17. Initiate and undertake a national campaign for drug prevention and control programs, where
it may enlist the assistance of any department, the bureau, office, agency or instrumentality
of the government including government-owned and/or controlled corporations and;
18. Submit annual and periodic reports to the DDB as may be required from time and perform
such other functions as may be authorized or required under existing laws and as directed by
the President.

PHILIPPINE COAST GUARD ORGANIZATIONAL

STRUCTURE

Seven (7) Groups of Philippine Coast Guard

1. Headquarters, Philippine Coast Guard (HPCG)
2. Functional Commands (FC)
3. Coast Guard District (CGD)
4. Administrative Support Command (ASC)
5. Operational Support Command (OSC)
6. Support Bases (SB)
7. Technical and Administrative Support Services and Offices (TASSO)

R.A. No. 9993 – Philippine Coast Guard Law

Philippine Coast Guard Auxiliary is the Civilian Support Group of the Philippine Coast Guard.
Although a volunteer, civilian organization, the PCGA uses a military structure for
organizational purposes. It performs non-military and non-police activities in support of its
national navy coast guard. This endeavor includes search and rescue, environmental protection,
disaster relief, community service and marine safety.

Command Structure
These men and women of the Philippine Coast Guard will report the following:

 President of the Philippines

 Secretary of Department of Transportation (DOTr) through
 Undersecretary for maritime, Department of Transportation
 Commandant, Philippine Coast Guard (PCG) with the rank of Admiral

Four (4) Major units of PHILIPPINE COAST GUARD

1. Maritime Security and Law Enforcement Command (MSLEC)
2. Marine Environmental Protection Command (MEPCOM)
3. Maritime Safety Services Command (MSSC)
4. Coast Guard Education and Training Command (CGETC)

PCG SPECIAL UNITS

1. COAST Guard Fleet
2. Coast Guard Aviation Group
3. Coast Guard Special Operations Group
4. Coast Guard K-9 Unit

The Philippine Coast Guard is an armed and uniformed service primarily tasked with enforcing
all applicable laws within the Philippine waters, conducting maritime security operations,
safeguarding of life and property at sea and protecting the marine environment and resources.

Philippine Coast Guard Special Operations Group (PCGSOG) is the Special forces unit of the
Philippine Coast Guard. It is domestic counter-terrorism and law enforcement unit directly under
its control; particularly notable for their involvement in the aftermath of the 2004 Superferry 14
bombing.

PHILIPPINE COAST GUARD FUNCTIONS

The Philippine Coast Guard is the country’s vanguard against the entry of unsafe foreign vessels
into the country through its port state control. At present, the Philippine Coast GUARD HAS
SEVEN (7) PSC center and fifteen (15) PSC divisions all throughout the archipelago. The PSC
centers in Manila has the task of all inspections based on the frequency of foreign ship calls.
Pursuant to R.A No. 9993, the Philippine Coast Guard is mandated to enforced regulations in
accordance with all relevant maritime international conventions, treaties or instruments of which
the government is signatory and national laws.

1. Maritime Safety (MARSAF) – Designed to help prevent or minimize unnecessary loss of

lives and properties at sea.
COAST GUARD ACTION CENTER (CGAC) – serves as the coordinating centers for all
search and rescue operations.
2. Marine Environment Protection (MAREP) – the Philippines is a signatory to IMO
conventions on Marine Pollution of 1973 and 1978 (MARPOL 73/75)
3. Maritime Search and Rescue (MARSAR) – the Philippines Coast Guard in accordance
with the convention of safety of life at sea (SOLAS), is the national maritime search and
rescue service of the country.
4. Maritime Security (MARSEC) – another important function of the PCG considering the
archipelago character of the country, it is vital to enhance the security of its different
maritime zones to protect the integrity as a nation.
5. Maritime Law Enforcement (MARLEN) – the Philippine Coast Guard is likewise
mandated to conduct maritime law enforcement and implement laws on fisheries,
immigration, tariff and customs, forestry, firearms and explosives, human trafficking,
dangerous drugs and controlled chemicals and to implement the revised penal coded and all
other applicable laws within the country’s maritime jurisdiction and battle of transnational
crimes.

LAND TRANSPORTATION OFFICE

ORGANIZATIONAL STRUCTURE

In 1987, under Section II of Executive Order No. 125, the Regional Offices of the Land
Transportation Commission were abolished and their functions were transferred to the Regional
Offices for Land Transportation. The newly renamed Department of Transportation and
Communication was placed under the authority of the Secretary of Transportation and
Communication. The Land Transportation Offices an office under the Department of
Transportation and is headed by the Assistant Secretary for Land Transportation, who is
appointed by the President upon the recommendation of the secretary.

Current LTO Board:

LTO Central Office East, Avenue, Quezon City, name of agency Head of Agency.
1. Office of the Assistant Secretary
2. ] Office of the Executive Director
3. Internal Compliance Enforcement Division
4. Administrative Division
5. Finance and Management Division
6. Management Division
7. Law Enforcement Service
8. Field Enforcement Division
9. Intelligence and Investigation Division
10. Traffic Safety Division
11. Management Information Division
12. Operations Division
13. Traffic Adjudication Service
14. Commission on Audit
15. Resident Ombudsman

Functions of Land Transportation Office (LTO)

The functions of LTO include the inspection and registration of motor vehicles, issuance of
licenses and permits, enforcement of Land Transportation rules and regulations, adjudication of
traffic cases and collection of revenues for the government.
LTO Power

The LTO is responsible for the registration of motor vehicles and renewals. It can register brand
new vehicles, including locally manufactured vehicles, imported vehicles, light electric vehicles,
low speed vehicles, Three wheeled vehicles and tax-exempt vehicles.

Main Purpose of Traffic Laws, Rules and Regulations of LTO.

Traffic laws in the Philippines are meant to ensure not just an orderly flow of traffic and
discipline among motorists but also the public’s safety on the road.

BUREAU OF FIRE PROTECTION

ORGANIZATIONAL STRUCTURE

MANDATES AND FUNCTIONS OF BFP

The Bureau of Fire Protection was created by virtue of R.A. 6975 PRIMARILY TO PERFORM
THE FOLLOWING FUNCTIONS:

1. Be responsible for the prevention and suppression of all destructive fires on: building, houses
and other structures, forest, land transportation vehicles and equipment ships and vessels
docked at piers or wharves anchored in a major sea ports, petroleum industry installations;
plane crashes and other similar activities.
2. Responsible for the enforcement of the Fire Code of the Philippines (PD 1185) and other
related laws.
3. Shall have the power to investigate all causes of fire and if necessary, file the proper
complaint with the city or provincial prosecutor who has jurisdiction over the case.
4. In line of national emergency, all elements of the BFP shall upon the direction of the
President, assist the AFP ibn meeting the national emergency.
5. Establish at least one (1) fire station with adequate personnel, firefighting facilities and
equipment in every provincial capital, city and municipality subject to standard rules and
regulations as maybe promulgated by the Department of the Interior and Local Government
(DILG)

CIVIL AVIATION AUTHORITY OF THE

PHILIPPINES ORGANIZATIONAL
STRUCTURE

MANDATES AND FUNCTIONS OF CAAP

1. Establish and prescribed rules and regulation for the inspection and registration of all aircraft
owned and operated in the Philippines and all air facilities.
2. Establish and prescribes the corresponding rules and regulations for the enforcement of laws
governing air transportation.
3. Determine, fic and prescribed charges and/or rates pertinent to the operation of p[public air
utility facilities and services.
4. Administer and operate the Civil Aviation Training Center (CATC)
5. Operate and maintain national airports, air navigation and other similar facilities in
compliance to ICAD.
6. Perform such other powers and functions as may be prescribed by law.