MDB 25.

Law Enforcement Administration (LEA)

LAW ENFORCEMENT ORGANIZATION

AND ADMINISTRATION

MARLON D. BANGONON, MSCJ

JOHN LARRY G. GEONIGO, MSCJ
Compilers

March 2021

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 MDB 25. Law Enforcement Administration (LEA)

PREFACE

This compilation on Law Enforcement Organization and Administration

with Inter-Agency Approach merely focuses on introduction to policing, the
Philippine police system, and the participation of local executives in police
administration. It covers different topics as provided for by CHED Memorandum
Order 05 series of 2018 known as the Policies, Standards and Guidelines for
the Bachelor of Science in Criminology Program.
This compilation was so well crafted, exhaustively researched, and was
humbly aimed to instill to Criminology students the topics on law enforcement
organization and administration by providing a comprehensive background
about law enforcement and policing in the country including how the primary
law enforcement agency in the country transformed into a professional police
force. Moreover, this module included topics about selected specialized law
enforcement agencies in the country and international agency, as well as their
appropriate collaborative duties and functions congruent to the mandates of the
Philippine National Police thereby establishing an inter-agency approach in law
enforcement and policing. Significantly, this module is an outcome-based
education (OBE) compliant that would measure progression of learning by its
recipients which are mostly criminology students.
Through this humble work, it is the compiler aim to impart the knowledge
and experiences in the field of criminology to the students as well as help
motivate those who are preparing for the Criminologist Licensure Examination,
hoping for them to pass the board exam and soon join the law enforcement
profession.
Finally, all the efforts of the compiler of this humble work shall be deemed
fully compensated if tested to be a great help to all 1st year students of Sultan
Kudarat State University, College of Criminal Justice Education-Criminology
Department who may have the chance to read it religiously and apply the same
in answering/attacking board exam questions in this area of specialization.

MDB & JLGG

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TABLE OF CONTENTS

PREFACE ii

TABLE OF CONTENTS iii

Chapter 1 LAW ENFORCEMENT ORGANIZATION, 1

ADMINISTRATION, AND POLICING
Lesson 1 Law Enforcement Administration: A Background 1
Lesson 2 Law Enforcement and Policing 36
Lesson 3 Police Administration and Management 46
Summary 67
References 71

Chapter 2 THE PNP: A PRIMARY LAW ENFORCEMENT 72

AGENCY
Lesson 1 The Philippine National Police: An Overview 72
Lesson 2 Appointment, Promotion, Attrition, and Retirement 94
in the PNP
Lesson 3 PNP Disciplinary Mechanisms, Offenses, and 116
Penalties
Lesson 4 PNP and the Local Government Executives 133
Lesson 5 The PNP Training School, Trainings and Courses 138
Lesson 6 PNP Principles, Doctrines, Leadership, Awards 145
and Decoration
Summary 163
References 166

Chapter 3 PNP POLICING AND INTER-AGENCY APPROACH 167

WITH SPECIALIZED LAW ENFORCEMENT AGENCY
Lesson 1 The PNPs Crime Prevention Policing and Solution 167
Lesson 2 Role of PNP in Public Safety & Security 179

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Lesson 3 PNP’s Inter-Agency Roles to Local and 186

International LEAs
Summary 216

REFERENCES 219

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Chapter 1
LAW ENFORCEMENT ORGANIZATION,
ADMINISTRATION, AND POLICING

Overview
This chapter provides basic overview and background of law
enforcement, theoretical concepts and principles in law enforcement
organization, administration and management, policing models, as well as
leadership styles applicable to law enforcement administration.
The following topics in the chapter includes: Law enforcement
Administration: A Background; Evolution of Law Enforcement Administration
and Police; Law enforcement and Policing; and Police Administration and
Management.

General Objectives
1. Trace the background of law enforcement administration and police;
2. Discuss the concept of law enforcement and policing; and
3. Discuss the police administration and management.

LESSON 1
LAW ENFORCEMENT ADMINISTRATION: A BACKGROUND

Pre-discussion
In the first lesson of the module, it presents the idea about law
enforcement administration. The important key terms in the study of law
enforcement administration, historical background of law enforcement both
international and local setting, and the concept of modern policing system.
Based on the topics the students are motivated to continue and prepare
them for a career in law enforcement profession.

What to expect
At the end of the lesson, the students can:
1. discuss the important key terms;

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2. trace the evolution of law enforcement and policing in England;

3. discuss the modern policing in England;
4. discuss the law enforcement and Police in America; and
5. discuss the law enforcement and Police in the Philippines;

Lesson Outline

Definition of Key Terms

Law. Law refers to a system of rules and regulations that are established by a
governing authority or institution to regulate the behavior of individuals, groups,
and entities within a society. These rules are meant to maintain order, ensure
justice, protect individual rights, and provide a framework for resolving disputes
and conflicts. Laws cover a wide range of subjects, including criminal behavior,
civil rights, property ownership, contracts, business transactions, family
relationships, and more.
Law is commonly understood as a system of rules that are created and
enforced through social or governmental institutions to regulate conduct. It also
refers to the set of rules and regulations or orders, usually written, created and
enacted by the people that must be abided by the people themselves.
In the specific sense, law is defined as a rule of conduct. These rules of
conduct are just and obligatory. There promulgated by legitimate authority
(typically by the Legislature). The law being referred to, are the criminal laws
such as but not limited to:
a. The Revised Penal Code (Act 3815) and its amendments;
b. Republic Acts;
c. Presidential Decrees; and
d. Other Special Penal Laws passed by the Philippine Commission,
Philippine Assembly, Philippine Legislature, National Assembly, the
Congress of the Philippines, and the Batasang Pambansa.

Administration. Refers to the process of managing and coordinating the

activities, resources, and functions of an organization, government, or any
structured entity. It involves making decisions, setting policies, allocating

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resources, and ensuring that goals and objectives are met efficiently and
effectively.
Refers to the act of administering; government of public affairs; the
service rendered, or duties assumed, in conducting affairs, and an
organizational process concerned with the implementation of objectives and
plans and internal operating efficiency.

Police Administration. Refers to the management and organization of law

enforcement agencies responsible for maintaining public order, preventing and
investigating crimes, and upholding the law. It encompasses the strategic
planning, operational management, resource allocation, policy development,
and coordination required to ensure the effective and efficient functioning of
police departments.
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 is the technique of organizing and handling of
people at work in all levels and types of management.

Enforcement. Refers to the act of ensuring compliance with laws, regulations,

rules, or orders by using various methods and measures. It involves monitoring,
investigating, and taking appropriate actions when violations are identified.
Enforcement plays a critical role in maintaining order, upholding societal norms,
and ensuring that individuals and entities adhere to established rules and
standards.
Refers to the act of enforcing; ensuring observance of or obedience to;
that which enforces, constraints, give force, authority, or effect to. Means to
compel obedience to a law, regulation or command.

Law Enforcement. Refers to the activities, personnel, and organizations

responsible for upholding and enforcing the laws of a jurisdiction. Law
enforcement agencies play a crucial role in maintaining public order, preventing
and investigating crimes, protecting citizens and property, and promoting
community safety. These agencies are tasked with ensuring that individuals

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and entities within their jurisdiction adhere to the laws and regulations
established by the governing authority.
Any system which some members of the government act in an organized
manner to enforce the law by discovering, deterring, rehabilitation, or punishing
people who violate the rules and norms governing that society.
Broad term, refers to the act of preventing, correcting, finding, and
punishing any violations of the Law of the Land in the concerned country or
organization.

Law Enforcement Administration. Refers to the management and oversight

of law enforcement agencies, encompassing the leadership, organizational
structure, policies, procedures, and strategic planning necessary to effectively
operate and lead these agencies. Law enforcement administrators are
responsible for ensuring that their agencies fulfill their mission of maintaining
public safety, upholding the law, and protecting the community.
Refer to act of administering or managing the enforcement of law in order
to ensure its observance or obedience for the common good. Moreover, 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.

Law Enforcement Agency or Organization. A law enforcement agency is a

governmental or organizational entity responsible for enforcing laws,
maintaining public order, preventing and investigating crimes, and ensuring the
safety and security of the community. These agencies are tasked with
upholding the legal framework of a jurisdiction and carrying out the
responsibilities associated with law enforcement.
Refers to a government agency that is responsible for the enforcement
of the laws. Any agency in the country that has the power to implement law for
the purpose of public safety, law and order, and prevention of crime.

Law Enforcement Officer

Law enforcement officer is a government employee who is responsible
for the prevention, investigation, apprehension, or detention of individuals

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suspected or convicted of offenses against the criminal laws. Usually the most
evident and common agency that enforces the law in most of the countries of
the world is the Police.
Law enforcement officer responds to, detect, and prevent crime. Within
this perspective, it is recognized that police officers play a significant role in
adapting and responding to unexpected or unknown situations, as well as
recognized situations, such as theft or domestic dispute and other criminal
activities.

Basis of Law Enforcement

1. Crime
2. Law and Order
3. Criminal Law
4. Criminal Justice
Note: without the four aforesaid elements, there would be no need to perform
for law enforcement activities or operations.

Supervision. Refers to the act of overseeing, managing, and guiding the

activities, tasks, and performance of individuals or groups within an
organization or setting. It involves providing direction, support, and feedback to
ensure that tasks are carried out effectively, efficiently, and in alignment with
organizational goals and standards.
Means the act of watching over the work or tasks of the members of the
organization to ensure that desired results are achieved.

Management. Refers to the process of planning, organizing, leading, and

controlling the resources and activities of an organization to achieve its goals
and objectives effectively and efficiently. Management involves making
strategic decisions, coordinating efforts, and guiding individuals or teams to
work together toward common goals.
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).

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Organization. Refers to a structured entity or group of people that work

together in a coordinated manner to achieve common goals and objectives.
Organizations can take various forms, sizes, and purposes, and they exist in
both the private and public sectors. They provide a framework for individuals to
collaborate, share resources, and contribute their skills and efforts toward
achieving a shared mission.
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.

Police Organization. A police organization, also known as a law enforcement

agency, is a structured entity responsible for maintaining public safety,
upholding the law, preventing and investigating crimes, and ensuring the
security of a community or jurisdiction. Police organizations play a crucial role
in maintaining order, protecting citizens, and enforcing the legal framework of a
society.
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.

Planning. Planning is a fundamental management function that involves setting

goals, determining the actions required to achieve those goals, and developing
a framework for making decisions and allocating resources. It is a systematic
process that helps organizations and individuals anticipate the future, make
informed choices, and work toward achieving desired outcomes.
The act or process of choosing goals to be attained in the future, the
methods of attaining goals, the allocation of resources to carry out those
methods.

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Span of Control. "Span of control" is a management concept that refers to the

number of subordinates a manager or supervisor can effectively oversee and
manage. It relates to the hierarchy and structure of an organization, determining
how many employees or departments a manager can supervise efficiently while
maintaining effective communication and decision-making. The concept was
introduced by management theorist Henri Fayol in the early 20th century.
The number of subordinate that are subject to the control and authority
of a supervisor. The maximum number of subordinates at a given position that
superior can supervise effectively.

Unity of Command. Is a principle of management that emphasizes the

importance of ensuring that employees receive direction and guidance from
only one supervisor or manager. This principle is essential for maintaining clear
lines of authority, minimizing confusion, and preventing conflicting instructions
within an organization.
The concept of unity of command is often attributed to Henri Fayol, a
management theorist, and is considered one of the 14 principles of
management that he proposed. According to Fayol, having a single supervisor
for each employee or work unit helps in maintaining order, discipline, and
efficient communication within the organization.

Delegation of Authority. Is a management process where a manager or

supervisor assigns tasks, responsibilities, and decision-making authority to
subordinates. This process empowers employees at different levels of an
organization to make decisions, take actions, and carry out tasks without
needing constant approval from higher-level management.
Delegating authority has several benefits, including improving efficiency,
developing employee skills, and allowing managers to focus on higher-level
tasks. It also promotes a sense of ownership and responsibility among
employees, as they are given the authority to make decisions within their scope
of work.

Hierarchy. Refers to the structured arrangement of individuals, roles, or units

within an organization or any other system. In a hierarchical structure, entities

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are organized in a way that establishes clear levels of authority, responsibility,

and communication. Each level has a specific position and set of functions that
contribute to the overall functioning of the system.
In a typical organizational hierarchy, higher levels have more authority
and decision-making power, while lower levels handle specific tasks and report
to higher-level managers. The hierarchy helps in maintaining order, facilitating
communication, and ensuring that tasks are delegated and executed efficiently.
Represents the formal relationship among superiors and subordinates in
any given organization. Serves as the framework for the flow of authority
downward and obedience upward, through the department.

Authority. In the context of management and organizational structure refers to

the legitimate power or right to make decisions, give orders, and direct the
actions of others. It is a fundamental concept in understanding how
organizations function and how individuals within those organizations interact.
Authority is often derived from the hierarchical position or role that an
individual holds within the organization. Managers and supervisors, for
example, have authority over their subordinates due to their formal positions in
the organizational structure. This authority gives them the ability to assign
tasks, make decisions, and influence the behavior of their subordinates.
The right to command and control the behavior of employees in lower
positions within an organizational hierarchy. Must be viewed in terms of
prescribed roles rather than of individuals.

Objectives. In the context of management and organizations refer to specific,

measurable goals or targets that an individual, team, or organization aims to
achieve within a defined timeframe. Objectives provide a clear sense of
direction and purpose, guiding decision-making, resource allocation, and
performance evaluation.
Refer to the purpose by which the organization was created. Refer to the
goals of the organization.

Goal. Refers to a broad and general statement of what an individual, team, or

organization aims to achieve over a longer period. Goals provide a sense of

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direction and purpose, guiding strategic planning, decision-making, and

resource allocation. These are visionary, projected achievements for
objectives.

Evolution of Law Enforcement and Policing in England

Kin Policing
After the Kingdom of England was formed in 927 citizens were
responsible for law enforcement in their communities; people were responsible
for watching out for their relative or kin which was known to the English as Kin
Police. Usually the family, clan or tribe assumes the responsibility for
administering justice.
A rudimentary form of law enforcement derived from the power and
authority of KINSHIP (moral enforcement/family enforcement).

Anglo Saxon Period – 9th Century

King Alfred of Wessex, also known as Alfred the Great, played a crucial
role in defending England against Viking invasions. He is remembered for his
military leadership and administrative reforms.
Alfred established a network of fortified settlements, known as burhs, to
provide protection against Viking attacks. These burhs eventually evolved into
towns and cities.
1. Thanes Policing System
The term "thanes" refers to a class of nobility or warriors in medieval
England, particularly during the Anglo-Saxon period. The thanes played a
significant role in the society and governance of the time.
It was introduced by King Alfred the Great. A type of internal police force
where landowners throughout the kingdom were responsible to their own
territory. Landowners were empowered to arrest offenders and deliver them to
the King. The landowners were also empowered to settle civil litigations.

2. Frankpledge Policing System

The frankpledge system was a medieval English system of mutual
responsibility and law enforcement that emerged during the Anglo-Saxon
period and continued into the Norman era. It was a form of community policing

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and social organization designed to maintain order and ensure accountability

within local communities.
This policing system was carried out under a system of mutual pledge.
Every male over twelve (12) years old joined nine (9) of his neighbors to form
Tythingmen. Said tythingmen performed police works and anyone who failed to
join and perform this duty was severely fined.
Policing responsibility lies on the hands of the citizens.

3. Tun Policing System

The "tun" referred to an administrative unit in early medieval England,
similar to a village or small settlement. The term "tun" is derived from Old
English and was used to describe a local community or its surrounding lands.
The "tun" policing system isn't a widely recognized term in historical
scholarship, but it likely refers to the local policing and law enforcement
practices that existed within these small communities during the Anglo-Saxon
period.
In early medieval England, law enforcement and governance were often
organized at the local level due to the absence of a centralized police force or
formal law enforcement agencies as we understand them today. Instead,
communities relied on their own systems to maintain order and address legal
matters.
This policing system required all male residents to guard the town to
preserve peace and order, protect life and property of the people and suppress
other factors affecting peace and order.
Tun was the forerunner of the word “town”.

4. Hue and Cry Policing System

The "hue and cry" was a crucial component of law enforcement in
medieval England, particularly during the Anglo-Saxon and medieval periods.
It was a community-based policing system that relied on the collective effort of
local residents to assist in apprehending wrongdoers and maintaining law and
order. The term "hue and cry" referred to the practice of raising an alarm to alert
the community to a crime or wrongdoing and gather assistance in pursuing the
suspect.

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Complainant or victim will go to the middle of the community and shout

to call all male residents to assemble. Once heard, male residents will
automatically assemble to go after the criminal and apprehend him.

5. Royal Judge System

Referring to the system of royal justice or royal courts that existed in
various historical periods and regions, where judges appointed by the monarch
played a role in administering justice. The Royal Judge conducts criminal
investigations and gives appropriate punishment for the crime committed. It
started the identification of criminals.

6. Trial by Ordeal
Trial by ordeal was a medieval judicial practice used to determine a
person's guilt or innocence in a criminal or civil case. This practice was based
on the belief that divine intervention would reveal the truth about a person's
actions. Trial by ordeal was a common method of resolving disputes and
administering justice in medieval Europe and other parts of the world.
There were different types of ordeals, each involving a physically
challenging or dangerous task. The outcome of the ordeal was believed to be
a sign of divine intervention, indicating whether the accused was innocent or
guilty. It requires a suspect to put his hands over boiling water or is required to
perform any other act which may hurt him. If he was hurt, society considered
him guilty; otherwise, he was not considered guilty. This was in accordance with
the belief by the people before that God will protect the innocent one from being
hurt.

Norman Period – 1066-1285

The Norman Period refers to a significant era in English history that
lasted from 1066 to 1285. This period was marked by the presence and
influence of the Normans, who were descendants of the Scandinavian Vikings
and settled in the region of Normandy, France. The Norman Conquest of
England in 1066 had a profound impact on the political, social, cultural, and
linguistic aspects of the country.

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The Norman Period had a lasting impact on England, influencing its

language, governance, architecture, and culture. The events and developments
of this era laid the foundation for the medieval and early modern history of
England.
1. Shire-Reeve System
The Shire-Reeve System, also known as the Sheriff System, was an
administrative and law enforcement system in medieval England. The term
"shire-reeve" eventually evolved into "sheriff." The system had its origins in
Anglo-Saxon England but was further developed and refined during the Norman
period and beyond.
It was observed during the time when King William Norman became the
ruler of England. King Norman divided the kingdom into 55 military districts
known as Shire-reeves.
Note:
Shire – used to refer to a district.
Reeve – used to refer to the ruler of the district who made laws, rendered
judgment, and imposed penalties.
The Shire-Reeve System played a crucial role in the administration of
medieval England, bridging the gap between local governance and royal
authority. While the specific details of the system changed over time, its legacy
can still be seen in modern law enforcement and administrative practices.

2. Court of the Tourn

The Court of the Tourn, also known as the Court of the View of
Frankpledge, was a medieval English legal institution with origins in Anglo-
Saxon and Norman times. It was established as a mechanism for local
governance, law enforcement, and maintaining order within communities. The
term "tourn" is derived from the Old French word "tourner," which means "to
turn," suggesting the periodic nature of these courts.
It settles a range of cases, more often dealing with petty offenses and
civil matters. From the Court, 12 tythingmen were selected to hear serious
cases.

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The Court of the Tourn provides insight into the decentralized nature of
medieval English governance and the complex web of local institutions that
contributed to maintaining order and justice. While the court itself is no longer
in existence, its historical significance and influence on legal development are
noteworthy.

3. Court Leet
The Court Leet, also known as the Manor Court, was another medieval
English legal institution that operated at the local level. Like the Court of the
Tourn, the Court Leet was part of the broader system of local governance and
law enforcement. It had a similar focus on maintaining order and administering
justice within communities.
To handle local legal matters in some, but all, communities, the Normans
established the Court Leet which look after matters of purely local interest and
petty village nuisances. The head of the court was appointed by the King to be
“Master of the House”.
The Comes Stable was also appointed by the King to be responsible in
keeping peace and order in a specific area. This appointee was, however,
under the responsibility of local officials who could petition to remove him if he
did not perform his job properly. Comes Stable became Constable which is
used today to refer to members of the police force.

4. The Travelling Judge

The term "Travelling Judge" typically refers to a judge or magistrate who
travels to various locations within a jurisdiction to hold court sessions and
administer justice. This concept has been present in various legal systems
throughout history, allowing access to justice for communities that might be
geographically distant from a central courthouse. Travelling judges were often
dispatched to ensure that legal proceedings were accessible to people who
couldn't easily travel to a fixed court location.
A person responsible for passing judgment taken from the Shire-Reeve
for the abuses committed by the Reeves.

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5. Legis Henrie
This law was passed during the time of King Henry I which imposed the
following features:
a. law violations were classified as offenses against the King.
b. Policemen were considered as public officials.
c. the police and the citizens were given the power to conduct arrest.
d. Grand Jury was created to inquire on the facts of the law.

6. Keepers of the Peace

"Keepers of the Peace" refers to individuals who have been historically
responsible for maintaining and upholding peace and order within a jurisdiction.
This term has been used in various legal and law enforcement contexts
throughout history.
It was issued by King Richard of England in 1195. It requires the
appointment of knights to keep the King’s peace. The knights were posted on
bridges and gates to check the people entering and leaving the town or cities.
In essence, "Keepers of the Peace" refers to individuals or entities
tasked with the responsibility of ensuring a peaceful and orderly society. The
specific roles and titles associated with this concept have evolved over time
based on changes in legal systems, governance structures, and societal needs.

7. Magna Carta (Great Charter)

The Magna Carta, also known as the Great Charter, is one of the most
significant documents in the history of constitutional law and individual rights. It
was a historic agreement between King John of England and a group of
rebellious barons in 1215. The Magna Carta established principles that limited
the power of the monarchy, protected certain rights of the subjects, and laid the
groundwork for the rule of law.
It was sealed by King John of England on June 15, 1215 which became
a law upon the demand of the Knights of the Round Table.
It declare the following:
a. no freemen shall be taken or imprisoned, disposed, outlawed, or bowed
except by legal judgment of his peers.

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b. no person should be tried for murder unless there is proof of the body of the
victim.
c. there should be national and local government as well as the national and
local legislations.

Westminster Period (1285-1500)

The Westminster Period, spanning from 1285 to 1500, is a significant
era in English history marked by various political, social, and cultural
developments. It encompasses the late medieval and early Renaissance
periods, witnessing changes in governance, law, and the arts.
1. Statute of Winchester (1285 A.D.)
The Statute of Winchester, passed in 1285 during the reign of King
Edward I of England, is an important piece of legislation that aimed to address
issues related to law enforcement, public order, and crime prevention. It is also
known as the "Statute of Westminster the Second" and is often considered a
continuation of the legal reforms initiated by the earlier Statute of Westminster
in 1275. The statute is named after the city of Winchester, where it was enacted.
The Statute of Winchester addressed several concerns related to
maintaining law and order in England during a time when the country was
emerging as a more centralized and organized nation-state.
The Statute was enacted to establish a rudimentary criminal justice
system in which most of the responsibility for law enforcement remained with
the people themselves. It was promulgated by Winchester.
a. The Night Watchman and Ward – the Night Watchman also known as
Bellman or Charlies (named after King Charles II) required all men to serve
on the night watch with three major duties:
1. Patrolling the streets from dusk till dawn to ensure that all local people
were indoors and quiet and that no strangers were roaming about.
2. Performing duties such as lighting street lamps, clearing garbage from
the streets and putting out fires.
3. Enforcing the criminal law.

b. Hue and Cry System – the requirement for good people to shout and come
to the aid of people in distress from a crime. In order to ensure that the Hue and

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Cry could be enforced the Statute further established the Assize of Arms. It
required every male between ages of 15 and 60 to keep a weapon in his home
as a mean for keeping the peace.

c. Parish Constables
Parish constables were local officials responsible for law enforcement
and maintaining public order within their respective parishes or communities in
medieval and early modern England. The role of parish constables was a
significant component of the English system of law enforcement and community
governance.
The primary urban law enforcement agents in England. Constable
supervises those Watch and Ward and were assigned to very large districts.
In this period, all male shall keep weapons in their home for maintaining
public peace. If there was any trouble, the Watch and Ward would raise Hue
and Cry, and then all the citizens would come out from their homes and assist
the Watch and Ward. The office of Parish Constable was responsible for
organizing and supervising the Watch and Ward.

2. Statute of 1295
The Statute of 1295, formally known as the "Statute of Westminster II,"
is a significant piece of legislation in English legal history. It was enacted during
the reign of King Edward I of England and is one of the statutes passed during
the Westminster Period, which spanned from 1285 to 1500. The Statute of 1295
is notable for its provisions that helped shape English law and governance.
The Statute of 1295 is significant because it codified and expanded upon
various legal principles and customs that were emerging during the medieval
period in England. It reinforced the idea that laws should be applied consistently
across the realm and that the monarchy's authority should be exercised within
the boundaries of established legal norms. The statute also reflected Edward
I's efforts to establish a more centralized and organized legal and administrative
system.
Overall, the Statute of 1295 is a testament to the ongoing evolution of
English law and governance during the Westminster Period. It contributed to

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the development of legal principles that would have a lasting impact on the
English legal system.

3. Justice of the Peace

The Justice of the Peace (JP) is a judicial officer in many common law
jurisdictions, including England and Wales, who is empowered to administer
and enforce the law at the local level. JPs play an important role in maintaining
public order, presiding over certain legal matters, and serving as a link between
the community and the broader legal system.
This was a position given to a respected citizen, who has the power to
arrest, pursue and imprison offenders.

4. Star Chamber Court

The Star Chamber, also known as the Court of Star Chamber, was a
judicial and administrative tribunal that operated in England from the late 15th
century to the mid-17th century. It held its sessions in a chamber at the Palace
of Westminster, and its name derived from the star-patterned decorations on
the ceiling of the room. The Star Chamber had a significant impact on English
legal and political history.
The Star Chamber serves as an example of the complexities and
challenges inherent in maintaining a balance between effective governance
and safeguarding individual rights. Its rise and fall contribute to the broader
narrative of English legal history and the evolution of concepts such as the rule
of law, due process, and separation of powers.

Rome 27 BC to 14 AD – Roman Emperor Augustus

He picked out special, highly qualified members of the military to form
the Praetorian Guard, the Praefectus Urbi and the Vigiles of Rome.
1. Praetorian Guard – this guard considered to be the first police officer in Rome
with the job of protecting the Palace of Rome and the emperor.
2. Praefectus Urbi (Urban Cohort) – the function of the Praefectus Urbi is to
protect the city exercising both executive and judicial power.
3. Vigiles of Rome – the vigile began as fire fighters, granted with law
enforcement responsibilities and patrolled Rome’s streets day and night. The

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Vigile was considered as a civil police force designed to protect citizens. Vigile
was considered quite brutal and it is where the word “Vigilante” came from.

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.
- 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.

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.

Modern Policing in England

Three names are generally associated with the development of the first
modern police forces in England, namely:
1. Henry Fielding
2. Patrick Colquhoun
3. Sir Robert Peel

Henry Fielding (1748)

He founded or created the Bow Street Runners (Thief-Takers) and
became the Chief Magistrate assisted by his half-brother John Fielding, who

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later succeeded Henry as Chief Magistrate. This was called London’s first
professional police force (originally numbered just eight) and was considered
as the foundation to all modern police forces.
Henry published a pamphlet entitle, “An Inquiry into the Causes of the
Late Increase of Robbers”, which called for many sweeping changes in the laws
and the execution of their laws. Henry believed that in order to ensure crime
prevention, private citizens should join forces with municipal patrol force.
He was credited with two major contributions to the field of policing, such
as:
a. First, he advocated change and spread awareness about social and criminal
problems through his writings.
b. Second, he organized a group of paid non-uniformed citizens who were
responsible for investigating crimes and prosecuting offenders. This group,
called the Bow Street Runners, was the first group paid through public funds
that emphasized crime prevention in addition to crime investigation and
apprehension of criminals. While citizens responsible for social control used to
simply react to crimes, the Bow Street Runners added the responsibility of
preventing crime through preventive patrol, changing the system of policing
considerably.
Henry established mounted officers patrol of the Bow Street. The Bow
Street Horse and Foot Patrol was certainly the most cohesive and effective
policing force of its time when it began in 1805.
However, despite the Bow Street Runners’ efforts, most English citizens
were opposed to the development of a police force. Their opposition was based
on two related factors: 1) the importance placed on individual liberties, and 2)
the English tradition of local government. To reconcile these issues, Patrick
Colquhoun developed a police force.

Patrick Colquhoun (late 1700s)

He was s Scottish magistrate who developed the science of policing.
Colquhoun suggested that police functions must include detection of crime,
apprehension of offenders, and prevention of crime through their presence in
public. The function of crime prevention was supported by other influential
scholars at the time. In his 1763 essay On Crimes and Punishment, Italian

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theorist Cesare Beccaria proposed that “it is better to prevent crimes than to
punish them.”
Colquhoun published a book known as, The Commerce and Policing
of the River Thames; which three decades later, led to Robert Peel’s new
police. Colquhoun together with Master Mariner John Harriot developed
(founder) the Marine Police Force or sometimes known as the Thames River
Police. It was said to be England’s first Police force. The police force was
designed to tackle theft and looting from ships anchored in the Pool of London
and the lower reaches of the river. His main contribution was the introduction
of crime prevention, or preventive policing – the fundamental principle to the
English police system.
In connection thereto, the Treatise on the Police of Metropolis he
published let to the creation of Thames River Police through Thames Police Act
of 1800. Colquhoun believed that crime could never be eliminated but that it
could be prevented and controlled to minimize its impact. He was described as
the first major writer of public order and the first person to use the term police
as it is used in our modern day. He was a strong advocate of centralized,
uniform, and paid police system for London. He supported the three ideas of
Fielding, namely:
a. A centralized police board should organize an intelligence service.
b. It should maintain a register of known offenders, with classified
information about particular groups.
c. It should publish a Police Gazette, not for the purpose of aiding in
the detection of crime, but also a vehicle of moral education.
Despite the virtues of the science of policing, issues regarding the
English tradition of local governmental control remained. This issue was
addressed by sir Robert Peel.

Sir Robert Peel (1829)

Sir Robert Peel established the London Metropolitan Police through
Metropolitan Police Act (a bill passed in Parliament in 1829) which became
the world’s first modern organized police force. It became model for the
American police system and other police forces in Great Britain but also had
great influence on the style of policing in almost all industrial societies.

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The Metropolitan Police Force, also called as Scotland Yard was

guided by the concept of crime prevention as a primary police objective; it also
embodies the most memorable principle which states that: the police are the
public, and the public are the police and the idea that police constables were
to be civil and courteous to the people. The informal names are: Met and MPS;
also referred to as Scotland Yard Police. Police are often referred to as
Bobbies or Peelers after Sir Robert (Bobby) Peel. He also introduced the
techniques in detecting crimes such as detectives concealing themselves, and
secretly photographing and recording conversations and has employed the first
undercover officer. Of this, Sir Robert Peel led people to regard him the father
of modern policing (law enforcement).

Peel’s Concepts of Policing

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.

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Law Enforcement and Police in America (Colonial Policing in America)

Night Watchmen in Boston (1636)

As early as 1636 Boston had Night Watchmen, in addition to a military
guard. New York and Philadelphia soon developed a similar Night Watch
system in 1658 and Philadelphia created one in 1700. The New York Night
Watchmen are known as the Rattle Watch, because they carried rattles on
their rounds to remind those who needed reminding of their watchful presence.
Night Watch officers were supervised by constables.
Note: Early policing in colonial America was both informal and
communal, which is referred to as the “Watch,” or private-for-profit
policing, which is called “The Big Stick.”
However, the Night Watch was not a particularly effective crime control
device. Watchmen often slept or drank on duty. While the watch was
theoretically voluntary, many “volunteers” were simply attempting to evade
military service, were conscript forced into service by their town, or were
performing watch duties as a form of punishment.

Day Watch in Philadelphia (1833)

The first Day Watch was created in 1833 in Philadelphia; New York
instituted a Day Watch in 1844 as a supplement to its new municipal police
force.
Augmenting the Watch System was a system of constables, official law
enforcement officers, usually paid by the fee system for warrants they served.
Constables had a variety of non-law enforcement functions to perform as well,
including serving as land surveyors and verifying the accuracy of weights and
measures. In many cities, constables were given the responsibility of
supervising the activities of the night watch.

Boston Police (1838)

It was the first American police force (centralized municipal police
department) established in the city of Boston. It was the first publicly funded,
organized police force with officers on duty full-time. It was a day police force
to supplement the Night watch (two-shift police system). However, the New

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York Legislature passed a law in 1844 that authorized creating the first unified
day and night police, thus abolishing its Night watch system. Ten years later
Boston consolidated its Night Watch with the day police.
In 1838, the city of Boston established the first American police force,
followed by New York City in 1845, Albany, NY and Chicago in 1851, New
Orleans and Cincinnati in 1853, Philadelphia in 1855, and Newark, NJ and
Baltimore in 1857. By the 1880s all major U.S. cities had municipal police forces
in place.

Modern Policing in America

The first modern police forces in America borrowed heavily from those
established in England. In particular, American law enforcement agencies
adopted the mission of crime prevention and control, the strategy of preventive
patrol, and the quasi-military organizational design of the first modern police
department established in London – the Metropolitan Police.

August Vollmer (Early 20th Century)

He is famous for the development of the principles of modern police
administration. Advocates of the administrative efficiency sought to “centralize
the authority within police departments” and to “rationalize the procedures of
command control.”
The Berkeley Police Department, under the leadership of Chief Vollmer,
was at the forefront of Police innovation.
Vollmer pioneered a more professional approach to policing in Berkeley
that influenced police reform efforts nationwide. A strong proponent of scientific
policing, he opposed capital punishment and embraced a social network
approach to policing, visiting local jails himself each morning to talk to inmates
and urging his officers to interact with members of the community while walking
their beat.
Vollmer believed in the importance of proper training and education for
police and helped found the Berkeley School of Criminology, which evolved as
an institution dedicated to studying police problems and developing solutions.
His contributions led the scholars to regard him the Father of American
Modern Policing.

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Law Enforcement and Police in the Philippines

Pre-Spanish Period
1. Kin System
It is the practice of the barangay chieftain of the tribe (clan) to select
able-bodied young men to protect the tribe members (people) or the barangay
during the night. Also, the duties of the able-bodied young men were to protect
the properties of the people the barangay and protect their crops and livestock
from the attack of wild animals.

2. Nightmen or Bantayans
The system of policing was organized in the year 1500s to patrol the
streets of Manila. The Nightmen were under the direction of the Alguacil Mayor
who provided them with muskets as weapons and alarm bells as their means
of communication.

Spanish Period: Colonial Philippines

The law enforcement and policing in the country was, without doubt,
primarily influenced by the Royal Crown of Spain (Spanish Policing) during the
colonial period (333 years) and by the American policing (more or less 72 years)
after Philippine Independence from the Spaniards. Until this time, the country’s
policing is conceptually based on western thinkers. Accordingly, throughout
both Spanish and American periods, the primary responsibility for the law
enforcement and the maintenance of public order resided with the central
governing authorities – the Guardia Civil during the Spaniard.

The Police forces organized during the Spanish Regime:

1. Carabineros de Seguridad Publico (Mounted Police) – 1712
It was organized for the purpose of carrying out the policies of the
Spanish government. It was given the special commission as custodian of the
tobacco monopoly.
It was later known as Cuerpo de Carabineros de Seguridad Publica by
virtue of a Royal Decree on December 20, 1842. Its duties became police-like
and more general including the prosecution of law breakers, maintenance of

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peace, order, and security, and the vigilance on the execution of laws and
ordinances of good government.
It was subsequently given limited power to discharge specific duties as
port, harbor and river police.

2. Guardrilleros (January 8, 1836)

A body of rural police organized in each town which composed of 5% of
the able-bodied male inhabitants of each town or province, enlisted to serve for
3 years.
The duties of this local police were:
a. to make patrol and carry mails at all times.
b. to guard dark and unsafe places.
c. to guard the tribunal and prison houses.

3. Guardia Civil (February 12, 1852)

It partially relieved the Spanish Peninsular Troops of their works in
policing towns. It consisted of a body of Filipino policemen organized originally
in each of the provincial capitals of the central provinces of Luzon under the
Alcalde (Governor).

American Occupation
1. Insular Police Force (November 30, 1890)
It was established during the Filipino-American war (1898-1901) upon
the recommendation of the Philippine Commission to the Secretary of War.

2. Insular Constabulary (July 18, 1901)

It was created by virtue of Act No. 175 otherwise known as “An Act
Providing for the Organization and Government of an Insular Constabulary”.
The members were declared peace officers and were authorized and
empowered to prevent and suppress brigandage, unlawful assemblies, riots,
insurrections and other breaches of the peace and violations of law.
They were empowered to make arrest upon reasonable suspicion
without warrant for breaches of the peace or other violations of the law, and
were also empowered and required to execute any lawful warrant or order of

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arrest issued against any person or persons for any violation of the law by any
Judge of the First Instance or Justice of the Peace or any other officer
authorized by law to issue a warrant. Prisoners, with or without warrant, shall in
all cases, within twenty-four hours if reasonably practicable, be brought before
a Judge or Justice of the Peace having jurisdiction over the offense, for
examination and release after bail, if the offense in bailable.
When in pursuit of criminals the Provincial Inspector of one province in
charge of Insular Constabulary is authorized to continue the pursuit beyond the
borders of the province in which he has ordinary jurisdiction, and arrest the
offenders.

3. Manila Police Department (MPD) – July 31, 1901

It was organized by virtue of Act No. 183 of the Philippine Commission.
Capt. George Curry – US Army Officer appointed by the Taft
Commission on August 7, 1901 as the first Chief of Police.
Capt. Columbos Piatt – last American Chief of Police (COP) of MPD
before World War II broke out.
Col Antonio C. Torres – first Filipino COP when MPD majority personnel
is a Filipino citizen; declared Manila as an open city when World War II broke
out in 1941; during the World War II, MPD was placed again under the American
control.
Col. Marcus Ellis Jones – a US Provost Marshall who was named as
MPD Chief of Police just after the Manila Liberation.
Col. Lamberto T. Javalera – the first Filipino COP of MPD appointed by
Pres. Roxas under the Republic Government.

4. Philippine Constabulary (October 3, 1901)

Insular Constabulary was changed to Philippine Constabulary by virtue
of Act No. 255.
Capt. Henry T. Allen – first Chief of the Philippine Constabulary from
1901-1907 such that he was called as the Father of Constabulary in the
Philippines.
It was mostly manned by Filipinos but officers were mostly Americans.

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Based on Revised Administrative Code of 1917, specifically section 825,

it stated that the Philippine Constabulary is a national police institution for
preserving the peace, keeping order and enforcing the law.
Brig/Gen. Rafael Crame – first Filipino Chief of Police. He served as the
PC Chief from 1917-1927.

Japanese Occupation
1. Kempetai or Kenpeitai (Japanese Military Police)
It was the main law enforcement agency by the imperial Japanese
government in the Philippines. Its headquarters were located at Fort Santiago,
Manila. It issued orders and directives as to the conduct and business of
individuals and groups meted out drastic punishments for the violation of its
orders.
Japanese Military Police held responsible in maintaining peace and
order in Manila and adjacent urban areas.
It ruled the urban areas until General Douglas McArthur returned on
February 7, 1945.
The Kempetai was the military police administered by the Japanese War
Ministry during WWII over the occupied territory of Japan. Specially trained in
interrogation methods, its task was to crush all resistance to military rule and it
had power to arrest and extract information from civilians and military alike.

Bureau of Investigation
The Bureau was created during the Puppet Government in June 10,
1944 by President Jose P. Laurel. Its function was to make investigations of all
government employees and police officers and to indict all extremists and to
prevent activities against the country.
It is worth to note that a Department of Investigation (D.I.) was
established in November 13, 1936 by Commonwealth Act No. 181, placed
under the DOJ, with the following duties: help in the detection and prosecution
of crimes; to acquire, collect, classify and preserve criminal identification
records and to obtain information on all matters affecting the public interest.
The D.I. was later renamed as National Bureau of Investigation (NBI) in June

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19, 1947 through R.A. No. 157. However, during the Japanese occupation it
was renamed into Bureau of Investigation (B.I.) affiliated with the PC.

After the American Occupation in the Philippines

1. RA No. 4864 (September 18, 1966)
Otherwise known as Police Act of 1966.
This law provided for the creation of the Office of the Police Commission
(POLCOM) which was later called National Police Commission (NAPOLCOM)
under the office of the President.
POLCOM was created as a supervisory agency to the PC.
Its function was to oversee the training and professionalization of the
local police forces.
Through this law, reformation and professionalization of the police
service gained official recognition.
Appointment to a local police agency was made by the city/municipal
mayor from the list of eligible applicants certified by the Civil Service
Commission.

2. Presidential Decree No. 765 (August 8, 1975)

PD 765 is otherwise known as the Integration Law of 1976.
The Integrated National Police (INP) was composed of the Philippine
Constabulary as the nucleus, and the integrated police forces (Police, Fire &
Jail Services) as components under the Department of National Defense.
The INP was responsible for public safety, protection of lives and
properties, enforcement of laws and maintenance of peace and order within the
territorial limits of the Philippines. It was also responsible to prevent crimes,
effect and arrest of criminal offenders and provide for their detention and
rehabilitation, take necessary measures to prevent and control fires, investigate
the commission of all crimes and offenses and bring the offenders to justice,
and take all necessary steps to insure public safety.
The Head of the Integrated National Police was the Chief/Director
General. Philippine Constabulary/Integrated National Police.
Offices in the different headquarters, levels were jointly staffed by the
Constabulary police, jail and fire service officers and personnel.

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The Philippine Constabulary remained as a major service of the Armed

Forces of the Philippines in addition to its law enforcement functions as the
principal component of the Integrated National Police.
The National Police Commission, whose officials and personnel were
transferred to the Department of National Defense.
The power of administrative supervision and control by the city and
municipal governments over their respective local police forces, jails and fire
departments was transferred to, and exercised by the Chief of
Constabulary/Director General of the Integrated National Police.
The first to occupy the position as chief, Philippine Constabulary/Director
General, Integrated National Police is Fidel Valdez Ramos.

3. Presidential Decree No. 1184 (August 26, 1977)

It is otherwise known as “The Integrated National Police Personnel
Professionalization Act of 1977”.
Police strength – the strength of policemen in a city or municipality shall
depend on the state of peace and order, population density and general needs
of the service, but the minimum shall be at least one policeman for every one
thousand inhabitants.

4. RA 6975 (December 13, 1990)

It is otherwise known as the Department of the Interior and Local
Government (DILG) Act of 1990. It created the PNP, Bureau of Jail
Management and Penology (BJMP), Bureau of Fire Protection (BFP), and the
Philippine Public Safety College (PPSC).

BFP Powers and Functions

1. Responsible for the prevention and suppression of all destructive fires on
buildings, houses and other structures, forest, land transportation vehicles and
equipment, ships or vessels docked at piers or wharves or anchored in major
seaports, petroleum industry installations, plane crashes and other similar
incidents;
2. The primary agency towards the enforcement of the Fire Code and other
related laws; and

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3. Investigate all causes of fires and, if necessary, file the proper complaints
with the city or provincial prosecutor who has jurisdiction over the case.

BJMP Powers and Functions

1. Exercise supervision over all city and municipal jails; and
2. Control over all city and municipal jails.

PNP Powers and Functions

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 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;
6. Issue licenses for the possession of firearms and explosives in accordance
with law;
7. Supervise and control the training and operations of security agencies and
issue license to operate security agencies, and to security guards and private
detectives, for the practice of their professions; and
8. Perform such other duties and exercise all other functions as maybe provided
by law.

5. RA 8551 (February 25, 1998)

It is known as the PNP Reform and Reorganization Act of 1998. It
relieved the DILG and the PNP of the primary responsibility on matters involving
the suppression of insurgency and other serious threats to national security,
except when the President calls on them to support the AFP in combat
operations.

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6. RA 9708 (August 12, 2009)

An Act extending for five (5) years the reglementary period for complying
with the minimum educational qualification for appointment to the PNP and
adjusting the promotion system.
1. PNP members who are already in the service upon the effectivity of RA 8551
shall be given five (5) years to obtain the minimum educational qualification
preferably in law enforcement related courses.

2. PNP members rendering more that fifteen (15) years of service and who have
exhibited exemplary performance as determined by the Commission, shall no
longer be required to comply with the aforementioned minimum educational
requirement.

3. Promotions – that upon finding of probable cause, the concerned police

officer shall be ineligible for promotion, but if the case remains unresolved after
two (2) years from the aforementioned determination of probable cause, he or
she shall be considered for promotion.

4. In the event he or she is held guilty of the crime by final judgment, said
promotion shall be recalled without prejudice to the imposition of the
appropriate penalties under the applicable laws, rules and regulations.

5. If the complaint filed against the police officer is for a crime including, but not
limited to, a violation of human rights, punishable by reclusion perpetua or life
imprisonment, and the court has determined that the evidence of guilt is strong,
said police officer shall be completely ineligible for promotion during the
pendency of the said criminal case.

6. Continuing Education Program – the Commission shall design, establish and

implement a continuing education program for the PNP officers and members
in coordination with the CSC, the CHR and the CHED through a distance
education program and/or an in-service education program focusing on law
enforcement, criminal investigation, human rights or other similar programs.

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Three Developmental Stages of Policing by Richard Lundman

1. First Stage – Informal Policing
All members of a society share equally in the responsibility for providing
protection and keeping order.

2. Second Stage – Transitional Policing

It occurs when police functions are informally assigned to particular
members of the society. This stage serves as a transition into Formal Policing.

3. Third Stage – Formal Policing

It occurs where specific members of the community assume formal
responsibility for protection and social control.

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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

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

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Assessment

Lesson 1 Practical Exercises

Learning Exercise I. Identification (10 pts.). Identify the terms being referred
by the statements below. Write your answer on the space provided before each
number.

___________1. These are any agencies in a county that have the power to
implement law for the purpose of public safety, law and order, and prevention
of crime.
___________2. It is most frequently applied to those who directly engage in
patrol or surveillance to dissuade and discover criminal activity, and those who
investigation crimes and apprehend offenders.
___________3. It refers to an action or omission that constitutes an offense
that may be prosecuted by the state and is punishable by law.
___________4. It refers to the act of governing public affairs; the service
rendered, or duties assumed, in conducting affairs.
___________5. It refers to the act of preventing correcting, finding, and
punishing any violations of the law of the Land in the concerned country or
organization.
___________6. It refers to a government employee who is responsible for the
prevention, investigation, apprehension, or detention of individuals suspected
or convicted of offenses against the criminal laws.
___________7. The set of rules and regulations or orders, usually written,
created by the people that must be abided by the people themselves.
___________8. This term refers to administering or managing the enforcement
of law in order to ensure its observance or obedience for the common good.
___________9. It is commonly known as the act of enforcing; ensuring
observance of law in order to ensure its observance or obedience for the
common good.
___________10. A body of laws that apply to criminal acts where an individual
fail to adhere to a particular criminal stature, he or she commits a criminal act
by breaking the law.

Learning Exercise II. Enumeration (15 pts.). Enumerate the following:

1. At least 4 bases of law enforcement.

a.
b.
c.
d.

2. At least 4 sources of criminal law in the country.

a.
b.
c.
d.

3. At least 5 criminal law enacted as Republic Act.

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a.
b.
c.
d.
e.

4. At least 2 criminal laws enacted as Presidential Decree.

a.
b.

Learning Exercise III. Reflection/Essay (20 pts.). Discuss or explain your

answer to the following questions (use separate sheet of paper). (10 pts. each)

1.If you become a legislature, for purposes of crime prevention of policing, what
specific law you would want to promulgate and why?

2. If you are the Chief of Police of Tacurong City, how you enforce the
Comprehensive Dangerous Drugs Act of 2002 without losing both the life of
your policeman and civilian?

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LESSON 2
LAW ENFORCEMENT AND POLICING

Pre-discussion
In the second lesson of the module, it covers the topic about the nature
and concept of law enforcement and policing, different styles of policing, some
of the policing approaches or models, and some theories of policing and
philosophy of police service.
Law enforcement sector plays an important role in preserving peace and
order in the community through its community policing approach, hence, it is
one of the role of criminology graduates to engage in any law enforcement
activities in the country.

What to expect
At the end of the lesson, the students can:
1. discuss the concept of law enforcement and policing;
2. identify the different styles of policing;
3. discuss the policing approaches or models; and
4. discuss the theories, concept and philosophy of police service.

Lesson Outline

Concept of Law Enforcement and Policing

Law Enforcement
As its core, the concept of law enforcement consists of just enforcing
laws. In its purest form, law enforcement requires an unwavering adherence to
rules and procedures. It is a focus on the letter of the law rather than the spirit
of the law. Citations are issued, arrests are made, and force is employed with
little regard on the reason or meaning behind a particular law or policy.
Law enforcement can be a very effective way to maintain public order
and punish crime inasmuch as it is focused on requiring the members of a
community or society to comply with the law or face the consequences. The

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problem of law enforcement alone as a response to crime is that it is singular

in its approach, responding to effects without consideration for causes.

Policing
The term policing has come to mean an approach to crime fighting
through community service and problem-solving. The idea of policing requires
a holistic approach to community service, taking into account the problems that
plague a community and working with the people within that community to solve
them.
Policing requires cooperation from residents, business owners, and
leaders who participate in the process of reducing crime and improving quality
of life. While this idea of community policing may sound revolutionary, it actually
dates back to the earliest days of the modern police force. The concept is best
articulated in Sir Robert Peel’s nine principles of policing.
Note: Law enforcement implies compulsory compliance while policing suggests
voluntary adherence. In that sense, law enforcement is but one component of
policing, one of many tools in the toolbox available to police officers and law
enforcement agencies.

What is Policing?
It refers to the activities carried out by the police officers in order to
preserve law and order or the actions of a person or group in authority in order
to ensure fairness and legality in an area of public life.

What is the Doctrine of Policing by Consent?

It states that police are a substantially unarmed body who rely upon
community support and goodwill, rather than force, in the conduct of their duty.

What is Police Discretion in Policing?

It refers to the fact that a police work with very little direct supervision
once they are in the field and often have to make choices about which course
of action (if any) is to be pursued.

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Styles of Policing by James O. Wilson (1963)

Note:
James O. Wilson
- Father of modern police administration (father of police management).
- Introduced the classification of police function.

1. Watchman Style
It focuses on maintaining order. This type of policing generally occurs in
heavily populated communities that generate a high number of calls for police
assistance. Watchman style departments employ discretion as a means of
keeping the peace. Officers tend to ignore minor infractions such as traffic
violations and minor offense, misdemeanors. Officers in this type of department
try to resolve minor issues without involving other agencies. All police
departments display some form of watchman style, but in some departments,
this style is the primary operating style.

2. Legalistic Style
Police departments operating under a legalistic style operate according
to the “letter of law.” Police conduct themselves in a professional manner.
Citizens contact occurs in a formal neutral process, applying the law to
everyone across the board. Procedures are “by the book” with little to no
discretion because citizens in a legalistic-style community view police discretion
as unethical.
Departments employing this style tend to have high performance rates
concerning job duties and often displayed arrest and ticketing rates. Decision
making tends to occur from the top-down with little input from subordinates.
Legalistic style of policing is obsessed with accountability, impartiality,
procedure, and professionalism. It often found where reformers have tried to
clean up a watchman-style organization.

3. Service Style
It occurs in the middle and upper-class societies. Service police
departments place a high emphasis on community opinion and public relations.
Service-oriented policing places less emphasis on minor infractions and more
focus on crimes that violate a citizen’s privacy, such as burglary and robbery.

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Officers tend to make arrests only when necessary. Police strive to keep
communities safe from outsiders, while protecting the welfare of citizens within
the community boundaries. These types of departments run with abundant
financial resources and current technological equipment due to the financial
status of the citizens.
Service style gives priority to advice-giving, counseling, and referral.
They are often found in affluent areas without much street crime and where the
police think of the public as law abiding. The priority is to help and to maintain
very positive community relations.

Policing Approaches or Models

1. Reactive Policing
It is sometime known as the Fire Brigade Policing or Incident Driven
Policing. This policing involves following up on civilian calls notifying problems.
Central to this police strategy is routine patrolling. In effect, this means being
on the move and ready to respond to calls for help when they come in. however,
claims have been made that because it is “reactive”, it can do little to prevent
crime, and is essentially about mopping up after an offense has taken place.

2. Proactive Policing
It is the practice of deterring criminal activity by showing police presence
and engaging the public to learn their concerns, thereby preventing crime from
taking place in the first place. In contrast, responding to a complaint after a
crime has been committed is reactive policing. Proactive policing is closely
related to the practice of community policing.

3. Problem-Oriented Policing
This policing identifies a repeated problem and then setting out to devise
a solution. This can involve traditional reactive techniques, but may also require
innovative and cross-institutional work or be tied to community policing
initiatives.

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4. Evidenced-based Policing
This policing tries to seriously evaluate policing activity and perhaps
using properly designed trials to see “what works” to reduce crime or to respond
to community needs. Proponents suggest that evidenced-based policing can
see existing practices and routines subject to scrutiny, better resource
accountability and changed enabled. Further, it seeks to improve policing
efficiency by formulating policy on the basis of the outcomes of evaluation of
research.

5. Intelligence-led Policing (ILP)

It is policing model built around the assessment and management of risk.
Intelligence officers serve as guides to operations, rather than operations
guiding intelligence.

6. Team Policing
This approach emphasized the delivery of round-the-clock decentralized
patrol services by a team of officers, usually under the direction of a sergeant
or lieutenant, in a specific geographic area. Team commanders were
responsible for conditions in the patrol area, regardless of whether they were
on duty. Deployment decisions were made in consultation with local leaders
and residents. The fixed territorial responsibility of the teams, it was hoped,
would break down barriers between residents and police, enable police to
provide services tailored to the needs of residents, and improve the job
satisfaction of police officers.

7. Community (Oriented) Policing (CP/COP)

Also called as Neighborhood Policing, it emphasizes proactive
enforcement that proposes street crime which can be reduced through greater
community involvement and integration between citizens and police. The main
idea is to allow police to feel like the public can trust them. Also, it is based on
the assumption that an effective fight against crime and antisocial behavior
requires close cooperation between the Police and members of the community.
COP aimed at working with the community, taking into consideration the opinion

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of people and thoughts considering the issues COP departments and officers
must commit time to develop a “partnership” with the community to:
a. Prevent and counter crime;
b. Maintain order; and
c. Reduce the fear of crime.
Note: Community policing is related to Problem-oriented Policing and
Intelligence-led Policing.

What is the SARA Model of Community Policing?

The SARA Model is a department’s approach to community policing
agencies consists of four components of the problem-solving process:
scanning, analysis, response, and assessment (SARA).
a. Scanning – it means that crimes should be identified. Police department
should identify the problem by complaints from merchants, residents, and other
people in meetings; through personal interviews; from surveys and records
analyses; and through observations made by officers or others in the
community.
b. Analysis – it means that crime patterns should be synthesized to develop a
well-defined problem.
c. Response – it means that, based on careful analysis by working with the
community and business, a crime-reduction strategy is developed and
introduced to address the identified problems.
d. Assessment – it means that the response is evaluated to see if the crime-
reduction strategy was effective at solving or reducing the problem. It means
evaluating the results of the efforts of the problem identification, the analysis of
the problem, and the response by all participants in solving the problem.

8. Zero-Tolerance Policing
It is one which imposes strict punishment for infractions of a stated rule,
with the intention of eliminating undesirable conduct. It is a strategy that
involves cleaning up crime-prone areas through saturation policing and
arresting or ticketing even minor offenders.

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The origin of the policy lies in the theory of broken windows

expounded by James Q. Wilson and George Kelling in 1982. They suggested
that a great deal of crime is simply a response to visible signs of disorder.
Broken windows in a building that do not get fixed is a statement that nobody
cares and in effect, an invitation to vandals to simply break the rest. By analogy,
graffiti, drug needles, squeegee bandits and street corner drug dealers sent out
the signal that a particular neighborhood is a place where crime can take place.

9. Predictive Policing
It refers to the usage of mathematical, predictive analytics, and other
analytical techniques in law enforcement to identity potential criminal activity.
Predictive policing methods fall into four general categories: methods for
predicting crimes, methods for predicting offenders, methods for predicting
perpetrator identities, and methods for predicting victims of crime.

Theories, Concept and Philosophy of Police Service

Theories of Police Service
1. Home Rule Theory
Police are considered servants of the community. Effectiveness of the
policemen in their functions depends on the express wishes of the people.
Policemen are civil employees whose primary duty is the preservation of
the public peace and security.
This is applied in countries that have decentralized government
structure.

2. Continental Theory
Policemen are considered servants of a higher authority. Ordinary
people have little or no share in all of the police duties, nor have any direct
connection with the people functions.
This theory is applied in countries that have centralized government.

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Concepts of Police Service

1. Old Concept
Police is looked upon a repressive machinery of the government.
Punishment, which is, throwing more people in jail rather than keeping them out
of jail, is the role instrument of crime control.
The yardstick of police efficiency is more arrest. Thus, the job of the
police is to arrest and put people in jail rather than keep them out of jail.

2. Modern Concept
Police is an instrument for crime prevention.
It is only focused on criminal apprehension but it includes social services.
Objective of the police is to promote the welfare of the individual citizen
as well as the society in general.
The yardstick of police efficiency is the absence of crime.

Philosophy of the PNP service

1. Service
2. Honor
3. Justice

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Assessment

Lesson 2 Practical Exercises

Learning Exercise I. Identification (10 pts.). Identify the word or term as

stated, defined or referred to by the statements by filling the blanks provided in
each statements.

1. _________________ It is the practice of deterring criminal activity by

showing police presence and engaging the public to learn their concerns,
thereby preventing crime from taking place in the first place.

2. _________________ it seeks to improve policing efficiency by formulating

policy on the basis of the outcomes of evaluation of research.

3. _________________ it emphasizes proactive enforcement that proposes

street crime which can be reduced through greater community involvement and
integration between citizens and police.

4. _________________ it means that crime patterns should be synthesized to

develop a well-defined problem.

5. _________________ it is a strategy that involves cleaning up crime-prone

areas through saturation policing and arresting or ticketing even minor
offenders.

6. _________________ policemen are civil employees whose primary duty is

the preservation of the public peace and security.

7. __________________ police are looked upon a repressive machinery of the

government.

8. _________________ is obsessed with accountability, impartiality,

procedure, and professionalism. It often found where reformers have tried to
clean up a watchman-style organization.

9. __________________ it states that police are a substantially unarmed body

who rely upon community support and goodwill, rather than force, in the
conduct of their duty.

10. __________________ this type of policing generally occurs in heavily

populated communities that generate a high number of calls for police
assistance.

Learning Exercise II. Enumeration (10 pts.). Enumerate the following:

1-3 Styles of Policing.

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4-8 Approached on Policing

9-10 Theories of Police Service

Learning Exercise III. Reflection/Essay (40 pts.). Discuss or explain your

answer to the following questions.

1. What is Doctrine of Policing by Consent?

2. What is Community Oriented Policing?

3. What is the SARA Model of Community Policing?

4. Differentiate Old concept from Modern concept of policing.

crime from taking place in the first place.

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LESSON 3
POLICE ADMINISTRATION AND MANAGEMENT

Pre-discussion
In the third lesson of the module, it talks about the administration and
management concept. The principles and theories of organization and how it
applies to law enforcement organization, likewise the management and
leadership styles of the top management. This topic will greatly help the
students in their chosen field of profession in the law enforcement particularly
in managing their functions and responsibilities in the workplace and also as a
commanding officer of the unit in the near future.

What to expect
At the end of the lesson, the students can:
1. discuss the concept of administration and management;
2. discuss the nature of police organization and police management;
3. identify the management theories; and
4. Identify the different styles of leadership its advantages and
disadvantages and qualities of a leader.

Lesson Outline

Administration
It refers to the general managing and organizing that occurs at the
highest level of an organization. It entails establishment of the department’s
overall purposes or mission as well as the establishment of policies and
procedures which serve as guideposts for the department to achieve its overall
purposes.

Police Administration
It means managing and organizing the police or policing. Relatively, the
person that manages the police called as Police Administrator or Police
Manager.

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The primary concerns of police administration are:

1. The performance of management duties within police departments; and
2. The implementation of policies and programs related to crime, disorder
and public safety.

Police Organization
Refers to an entity or institution with hierarchal structure formed to
achieved a common goal (maintenance of law and order, ensuring public
safety, and protection of life and property) or perform any kinds of law
enforcement function, policing activities and the like. The police being referred
herein is the Philippine National Police.

Police Organization According to Function

1. Line – it refers to those police personnel who perform fundamental police
activities or supervise them.
2. Staff – it refers to police personnel who help line personnel by providing
support or assistance.

Police Organization and Police Management

What is Organization in Police Administration?
Organization, the first component within administration, refers to
structuring and staffing, or the placing of people in the department. Organization
should be accomplished in a manner that facilitates the working relationship of
a personnel and goal attainment. Organization corresponds to the bones that
structure or give form to the body. The placement of bones and the manner in
which they are put together determines the effectiveness of the body’s
performance.

What is Management in Police Administration?

Management, the second component within administration, refers to the
processes administrators use to give an organization direction and to influence
people to work toward organizational goals. It is the action taken by
administrators to implement decisions and policies. Organization and
management are related in a way that department’s organization directly affects

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the management style used by commanders and supervisors. A manager in

making decision, leading, or commanding – is restricted by the structure of the
department in terms of the number of subordinates, amount of authority, and
type and degree of responsibility.
Management consists of those activities which are designed to induce
cooperation and facilitate work. Managers are involved in activities such as
decision making, planning, providing direction, leading, communicating, and
motivating.

Two General Aspect of Management

1. Organization Maintenance
It refers to those administrative activities that maintain the department’s
ability to respond to public needs. Organization maintenance includes activities
such as staffing, training and organizational development. These activities
enable the department to be in a better position to respond to any need,
situation, or crisis.

2. Adaptation
It refers to the fact that public expectations and needs are constantly
changing, requiring the department to chance or adapt to those changes. If a
community is confronted with an increase in gang violence, the department
must be able to react to this new threat. The effective administrator is an
understanding visionary who is able to realize community needs and steer the
department toward those identified ends. Simultaneously, the effective police
administrator manages the department so that it accomplishes goals and
provides employees with a fulfilling work environment.

Management Theories
Frederick Taylor’s Four Principles of Scientific Management (1911)
1. Science, not the rule of thumb – replace working by “rule of thumb,” or
simple habit and common sense, and instead use the scientific method to study
work and determine the most efficient way to perform specific tasks.
2. Harmony, not discord – there must be a coordination of the activities of the
employees and not discord. Rather than simply assign workers to just any job,

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match workers to their jobs based on capability and motivation, and train them
to work at maximum efficiency.
3. Cooperation, not individualism – there should be an environment of
cooperation in the organization, of mutual interest. Monitor worker performance,
and provide instructions and supervision to ensure that they’re using the most
ways of working.
4. Development of every person to his greatest efficiency – motivation is to
be provided to greatest efficiency to every member of the organization. Allocate
the work between managers and workers so that the managers spend their time
planning and training, allowing the workers to perform their tasks efficiently.
Note: Frederick Taylor is considered as the Father of Scientific Management.

Henri Fayol’s 5 Management Functions (1916)

1. Planning
A good plan of action should be flexible, continuous, relevant and
accurate, as it unifies the organization by focusing on the nature, priorities and
condition of the business, longer-term predictions for the industry and economy,
the intuitions of key thinkers, and strategic sector analyses from specialist staff
groups.
For effective planning, managers should be skilled in the art of handling
people, have considerable energy and a measure or moral courage, have some
Continuity of tenure, be competent in the specialized requirements of the
business, have general business experience and the ability to generate creative
ideas.

2. Organizing
Organizing is as much about lines of responsibility and authority as it is
about communication flow and the use of resources. Fayol lays down the
following organization duties for managers:
a. Ensure the plan is judiciously prepared and strictly carried out, see that
human and material structures are consistent with objectives;
b. Resources and general operating policies;

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c. Set up a single guiding authority and establish lines of communication

throughout the organization;
d. Harmonize activities and coordinate efforts, formulate clear distinct and
precise decisions;
e. Arrange for efficient personnel selection;
f. Define duties clearly;
g. Encourage a liking for initiative and responsibility;
h. Offer fair and suitable recompense for services rendered, make use of
sanctions in cases of fault and error;
i. Maintain discipline;
j. Ensure that individual interest are subordinated to the general interest;
k. Pay special attention to the authority of commence;
l. Supervise both material and human order;
m. Have everything under control; and
n. Fight against an excess of regulations, red tape and paperwork.

3. Commanding – managers who have command should:

a. Gain a thorough knowledge of their personnel;
b. Eliminate the incompetent;
c. Be well versed in the agreements between the business and its
employees;
d. Set a good example;
e. Conduct periodic audits of the organization;
f. Bring together senior assistants to ensure unity of direction and focus
of efforts;
g. Not become engrossed in detail; and
h. Aim at making energy, initiative, loyalty and unity prevail amongst staff.

4. Coordinating – coordination involves determining the timing and sequencing

of activities so that they mesh properly, allocating the appropriate proportions
of resources, times and priority, adapting means to ends.

5. Controlling – controlling means:

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a. Checking that everything occurs according to the plan adopted, the

principles established and the instructions issued;
b. Taking appropriate corrective action;
c. Periodically checking for weaknesses, errors and deviations from the
plan; and
d. Checking that the plan is kept up to date.

Fayol’s Principles of Management

1. Division of Work
Dividing work among the workforce helps improve the quality of the
overall product. Henry Fayol said that specialization in work increases the
productivity and improves efficiency. Division of labor also leads to the
specialization, accuracy, and speed of the workers. This principle is applicable
both in managerial as well as technical work.

2. Authority and Responsibility

These two key things in management work hand in hand. While authority
enables the management to delegate work, responsibility makes them
accountable for any work done under their leadership. Henri Fayol said that the
power of authority accompanying responsibility gives the management the right
to order subordinates along with a duty to be liable for acts of their subordinates.

3. Discipline
This third principle propagated by Henri Fayol is one of the core values
in any system. Good behavior and civilized interactions make the management
work smoothly and efficiently. Good conduct by employees also helps them
smoothly progress in their careers.

4. Unity of Command
It is basically means following a chain of command. A person should
ideally answer to just one boss. If an employee is given work from more than
one boss, there arises a conflict of interest. This can lead to confusion among
the employees and hard to pin accountability.

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5. Unity of Direction
There must be a unified goal; this principle is crucial as it incorporates
the idea of a workforce working a singular direction with a unified aim. The
responsibility of planning falls on the manager and he also must monitor the
progress towards said goal.

6. Subordination of Individual Interest

This emphasizes the standard rule for any organization is the work on
the collective interest of the organization as a whole rather than personal
interest of an individual. This principle states that the interest of an individual
will be subordinate to the objectives of the organization.

7. Remuneration
Remuneration in an organization plays as a motivational force that keeps
the employees fueled to do well. This remuneration should be in tandem with
the efforts that they put in. remuneration may be monetary or non-monetary. At
the end, the employee must feel that he is appropriately rewarded for his efforts.

8. Centralization
Depending on the size of the organization, it is important that the power
is centralized to an extent that the decision making is judicious at all levels and
not arbitrary. This will also depend on the size of the organization. Henri Fayol
said that there must be a balance in the hierarchy and division of power.

9. Scalar Chain
Henri Fayol talks about a clear line of hierarchy from the top rank to the
lowest. So that every employee knows his/her immediate senior in the times of
conflict or crisis. But also, the employee must be able to contact any person in
the hierarchy without hesitation during a time of crisis.

10. Order
There must be a proper defined order maintained at the work premises
so that is makes for a conducive work environment. The right environment in
the place of work will boost productivity.

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11. Equity
Employees should be treated with equality and respect. This is among
the core values of management. It will fall on the manager to ensure that there
is no discrimination of any kind happening in the workplace.

12. Stability
An employee is able to deliver better when he is secure in his job. It is
the duty of the management to offer job security to their employees along with
a promise of growth. Minimizing employee turnover is important and beneficial
to the management as well.

13. Initiative
The management must encourage its employees to take initiatives in the
organization. It will make them feel valued and develop their interest.

14. Esprit de Corps (Camaraderie)

This is one of the core principles a management must ensure; that the
team remains constantly motivated and is cooperative with each other. It is very
important to develop mutual trust among employees as it leads to a positive
work environment.
Note: Henry Fayol is a Father of Modern Management. Fayol’s research
output was based on his personal experience while Taylor’s output was based
on his observation and experimentation.

Luther Gulick’s Principles of Organization (1937)

1. Division of Work
Luther Gulick considers division of work as the foundation of the
organization and the reason to form it. Other compelling reasons of work
division are the following:
a. Human Nature – men differ in nature, capacity and skill, and gain
greatly in dexterity of specialization.
b. Time – the man cannot be at two places at the same time.
c. Space – the range of knowledge and skill is so great that a man
cannot within his life-span know more than a small fraction of it.

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Limits of Division
There are three clear limitations in which the division of labor cannot go
to advantage:
a. The volume of work involves in man-hours. This is about the working
hours of a worker in an organization whether part-time or full-time.
b. The technology and custom at a given time and place. In a church for
example, custody and cleaning is by custom the work of the sexton.
c. The subdivision of work must not pass beyond physical division into
organic division. In the case a cow, you cannot let front half of the body
in the pasture grazing and the other half in the barn being milked.

The Whole and the Parts

It is axiomatic that the whole is equal to the sum of its parts. In dividing
up any “whole”, be certain that every part, including unseen elements and
relationships, is accounted for. Letting only one man to do all the work will just
be a menace. The more the work is subdivided, the greater is the need of overall
supervision and coordination. Coordination must be won by intelligent,
vigorous, persistent and organized effort.

2. Coordination of Work – this can be achieved in two ways:

a. By organization – by interrelating the subdivisions of work by allotting them
to men who are placed in a structure of authority, so that the work may be
coordinated by orders of superiors or subordinates, reaching from top to the
bottom of the entire enterprise.
b. By dominance of an idea – this requires the development of intelligent
singleness of purpose in the minds and wills of those who are working together
as a group, so that each worker will of his own accord fit his task into the whole
with skill and enthusiasm.

3. Span of Control
The span of control depends on the element of diversification of function,
element of time, and element of space. The number of subordinates is
determined by the nature of the work, the nature of the executive, and the size
and function of the organization.

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4. One Master
“A man cannot serve two master” is considered theological argument
because it was already accepted as a principle of human relation in everyday
life. In administration, the principle of unity of command will prove that a
workman subject to order from several superiors will be confused, inefficient,
and irresponsible; but a workman subject to orders from one superior may be
methodical, efficient, and responsible. Unity of command refers to those who
are commanded, not to those who issue the commands.

5. Technical Efficiency
One different concept for this is the principle of homogeneity (similarity).
The group must be unified by the work they perform, the processes they utilize,
and should have the same purpose. In single unit work divisions, which are non-
homogenous in work, in technology, or in purpose will encounter danger of
friction and inefficiency. In the same manner, a unit based on a given
specialization cannot be given technical direction by a layman.

6. Cavemus Expertum
This means that technical experts, sometimes, assume knowledge and
authority in fields where they have no competence. Professional consider
themselves as having the profound sense of omniscience but they have their
limitations. The true place of experts is “on tap, not on top.” The efficiency will
be secured more through the use of technical specialists to establish control
but not to do supervisory control. A government which ignores the conditions of
efficiency cannot expect to achieve efficiency.

Luther Gulick’s Responsibilities of Police Administrators (POSDCORB)

1. Planning
It is the determination of what is to be accomplished (goals) and it is to
be accomplished.
it involves selecting missions and objectives, the policies and programs
and procedures and the action to achieve them. It requires decision making,
which is, choosing from among alternatives future courses of action.

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2. Organizing
It is the application of the organization principles in determining the
department’s formal organization, including the chain of command, job
specialization, and how various units are coordinated.
The establishment of the formal structure of authority through which work
subdivisions are arranged, defined, and coordinated for the define objective.
It is the process of making the organizations fit with its objectives, its
resources and its environment.
It is the identification and classification of required activities, the grouping
of activities necessary to attain objectives, and the assignment of its grouping
to a manager with the authority necessary to supervise it.

3. Staffing
It is the process of recruiting, selecting, training, and retaining employees
within an organization. Efficient and effective staffing is crucial for the success
of any business or institution.
It is the personnel function, particularly focusing in recruitment, training,
placement, and promotion of competent, qualified applicants.

4. Directing
It is where managers provide directions to employees in terms of policies
and orders. It is the process of giving orders, commands, directives or
instructions to personnel in order to rule or guide them in knowing or telling what
to do, where to go, etc. in accordance with the goals and objectives of the
organization.

5. Coordinating
It is the task of interrelating the numerous competent units within the
organization to ensure goal accomplishment.
It is the manner of integrating the different elements within or outside the
organization into an efficient and harmonious relationship, thus making them
work together or fit with each other.

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6. Reporting
It is the task of keeping everyone informed regarding operations through
verbal and written directives, records, and inspection.

7. Budgeting
It is the task of fiscal planning, accounting, and control to ensure that
department has the resources necessary to pursue goals and objectives.
It is the management of income and expenditures within the
organization. It includes the appropriation of funds to be distributed to functional
units and the system of determining expenses.

Max Weber’s Bureaucratic Form: Six Major Principles

1. A Formal Hierarchical Structure (Chain of Command) – in a bureaucratic
organization, each level controls the level below it. Also, the level above it
control it. A formal hierarchy is the basis of central planning and centralized
decision-making.
2. Rules-based Management (Strict observance of Rules and Regulations)
– the organization uses rules to exert control. Therefore, the lower levels
seamlessly execute the decisions made at higher levels.
3. Functional Specialty Organization (Specialization and Division of
Labor) – specialists do the work. Also, the organization divides employees into
units based on the type of work they do or the skills they possess.
4. Up-focused or In-focused Mission – if the mission of the organization is to
serve the stockholders, board, or any other agency that empowered it, then it
is up-focused. On the other hand, of the mission is to serve the organization
itself and those within it (like generating profits, etc.), then it is in-focused.
5. Purposely Impersonal – bureaucratic organizations treat all employees
equally. They also treat all customers equally and do not allow individual
differences to influence them.
6. Employment-based on Technical Qualifications (Selection and
Promotion Based on Qualification) – selection as well as the promotion of
employees is based on technical qualifications and skills.

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Herbert Simon’s Proverbs of Administration (1946)

1. Specialization – administrative efficiency is increased by a specialization of
the task among the group.
2. Unity of Command – administrative efficiency is increased by arranging the
numbers of the group in a determine hierarchy of authority. This proverb
requires that a subordinate should not have multiple superiors from whom he
receives orders.
3. Span of Control – administrative efficiency is increased by limiting the span
of control, at any point in the hierarchy to a small number.
4. Organization – administrative efficiency is increased by grouping the
workers, for purposes of control, according to a) purpose, b) process, c)
clientele, or d) place.

Police Organization Theories

1. Traditional or Classical Organization
In connection to law enforcement, it adopts a quasi-military model; a
quasi-military model is a hierarchical bureaucracy, stratified by formal rank, a
body of rigid rules, chain of command, and regimentation in which the work
process is valued more than the employees. It is worth to note that Sir Robert
Peel conceptualized the civilian police with a military bent.
Also, American policing that emerged in the mid-19th century is a quasi-
military model oriented. The American police agencies issued firearms,
recruited largely from local communities, were heavily decentralized with local
control, and imposed residency requirements. They were also replete with rank
structures, uniforms, insignias, and a morass of rules set inside a rank-driven
hierarchical organization fixated on rote process and compliance.

Note: The Traditional or Classical were based on the theories and principles of
Frederick Taylor (Scientific Management), Heri Fayol, Luther Gulick, and Max
Weber (Administrative Management). Also, logically, the PNP started as a
Classical police organization.

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2. Neoclassical Organization
Neoclassical organization, on management, is a behavior-based
concept. It is also known as Human Relations School but later on recognized
as Behavior School of Management.

Major Areas or Elements of Neoclassical School

a. Interpersonal Relations and Inter-group Behavior. These are main
determinants of employees’ performance at work. Managerial
performance and group effectiveness depend on interpersonal skills of
a manager. He should maintain an amicable work climate through
healthy relations with employees, and should also ensure such relations
among employees.
b. Learning, Perception, Attitudes, and Personality. These are used for
analyzing while anthropology, sociology, social psychology, and political
science are used for analyzing group behavior.
c. Transactional Analysis and Ego States. These relate to the study of
different transactions and ego states to get meaningful insights into
human behavior.
d. Change and Conflict Management. These involve staying and
handling dynamics of change and conflict.
e. Group Dynamics and Informal groups. These emphasize on studying
group forces and impacts of informal groups in organization.
f. Work Design and Organizational Climate. These indicate that the
proper design of organization and healthy climate contribute to job
satisfaction and performance improvement.
g. Directing Techniques. These include leadership, motivation,
communication and supervision; should be properly used to generate,
shape, modify, and maintain desirable human behavior.

Organizational Design of Neoclassical

a. Flat structure. The scalar chain is shorter. Therefore, communication
and motivation are more effective.
b. Decentralization. A decentralized structure allows initiative and
autonomy at the lower levels.

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c. Formal Organization. A formal organization represents official

channels of interactions.

In management, the key differences between classical and neoclassical

theory is that the classical theory assumes that a worker’s satisfaction is based
only on physical and economic needs, whereas the neoclassical theory
considers not only physical and economic needs, but also the job satisfaction,
and other social needs.

Note: Elton Mayo (Hathorne Expirements), Herbert Simon, Douglas McGregor,

E.J. Roethliberger, Charis Argyris, P.F. Drucker, Chester Barnard and others
were among the chief exponents of the Neoclassical school in management.

3. Modern Organizational Theories: System and Contingency

a. System Theory (Closed System)
system theory focuses on the internal environment and the subsystems
of the organization. Mainly, it considers the inter-dependence and interaction
among sub-systems. Moreover, depending on the expectations of the
organization, the interaction between organization and environment constantly
change.
A systematic approach treats all organizations in the same way. Further,
this approach provides a theoretical model for the organization, as well as its
various sub-systems. However, it doesn’t downgrade any of the classical
management principles in which the target industry commonly function. Lack of
universality and abstract approach are considered as limitations of system
theory.

b. Contingency Theory (Open System)

Contingency theory acts as an addition to system theory as it considers
the relationship between organizations and external environment to fill the
lapses of system theory. The theory states that there is no specific managerial
action or organizational design that suits all situations. In fact, it is the situation
that determines the design, as well as the managerial decision. In other words,

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it is contingent on the situation. Hence, the best course of action is dependent

or liable on internal and external conditions.

Difference of System Theory between Contingency Theory

The key differences between system theory and contingency theory is
that the system theory deals with the internal dynamics of the organization,
whereas the contingency theory deals with external determinants of the
organization’s structure and behavior. Besides, the systems theory discusses
the universal principles for application in all situations. On the contrary, the
contingency organizational theory works on the remedy, which says that ‘it all
depends.’ Moreover, the contingency theory offers a clearer understanding of
the relationship between different variables of the environment. Also, this theory
is performance-oriented and directed towards the application of the system
theory’s concepts.

Leadership Styles
Leadership style refer to the various approaches undertaken by
management personnel for motivating their subordinates while trying to achieve
a common goal. They are as follows:

1. Authoritarian or Autocratic Leadership Style

Under this form of leadership, the manager exercises supreme control
over his subordinates. He is the ultimate decision maker and believes in
centralization of power. All his calls are taken without considering the views of
his subordinates who are coerced and commanded to follow his orders. Such
a type of manager never delegates authority to anyone and is in complete awe
of the power conferred upon him. Employees who follow his orders are
rewarded while the ones who deviate from the same face hefty penalties.

Advantages
a. Strongly motivates and satisfies the leader dictating the terms.
b. Helps in quick decision making.
c. Can yield positive results in scenarios requiring prompt action.
d. Less competent subordinates fill up the lower levels.

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Disadvantages
a. Leads to low morale, frustration and even conflict amongst subordinates.
b. Complete potential and creative flair of employees remain unutilized.
c. Subordinates often tend to evade responsibility.
d. Employees do not get an opportunity for development which in turn threatens
the continuity of the business in the absence of a leader.

2. Participative or Democratic Style of Leadership

Such a type of manager pays supreme importance to his subordinates
by encouraging their participation in the decision-making process. He believes
in the decentralization of power and proceeds with a particular decision once it
receives the ascent of his employees. The subordinates are kept adequately
informed about the various matters which might affect their interests. A
democratic leader offers his employees with ultimate freedom of expression
and thought.

Advantages
a. The contribution of followers multiplies the ability of a leader.
b. Morale of subordinates and their level of job satisfaction improves through
consultative leadership style.
c. Substantial reduction in labor turnover and absenteeism.
d. Employees develop a positive outlook towards their leader which in turn
diminishes resistance to change.
e. Mass participation improves the decision quality.
Disadvantages
a. This leadership style is very time consuming and might lead to unnecessary
delay in the decision-making process.
b. Managers might make use of the same as a means of abdicating
responsibility.
c. Requires adequate persuasion and communication skills of the leader.
d. Followers interpret this consultation as the leader’s sign of incompetence
while dealing with problems.

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3. Laisses-fair or Free-reign Form of Leadership

Under this leadership style, the manager delegates the authority
completely to his subordinates thus empowering them to take decision. Such a
manager actually relinquishes his position and believes in equal distribution of
power. The leader provides his subordinates with necessary resources and
serves as a point of contact.

Advantages
a. Maximizes the scope of development of subordinates.
b. Brings a positive effect on the morale of subordinates as well as their level
of job satisfaction.

Disadvantages
a. Subordinates do not actually receive the support and guidance of their
leader.
b. Employees might even ignore the contribution of their leader at times.
c. The interest of subordinates might not be in harmony with that of the
organization as a whole.

Key to Leadership Effectiveness

1. Personality. Successful leaders have a pleasing personality. Personality is
the sum of physical, mental, and social qualities. Personality is the only
characteristics of a good leader to influence the subordinates.
2. Human Skills. The human skills refer to interpersonal skills. The leader must
understand the feelings, emotions, and expectations of the subordinates. Such
knowledge would enable the leader to develop interpersonal relationships with
the subordinates, which are vital in any organization.
3. Communication Skills. Effective leaders are good communicators.
Effective communication in three critical areas is the key to win trust and
confidence of the subordinates.
4. Administrative Skills. Leadership should be administered as required to
undertake management functions such as planning, organizing, directing and
controlling.

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5. Decision Making. Leadership effectiveness helps leaders in effective

decision making. There is a need to identify the problems. Accordingly,
alteration solutions must be listed. After analyzing the cost-benefit of every
alternative solution, the leaders need to select the best solution to solve the
problem.
6. Conceptual. Leadership should be conceptual as it helps to visualize and
analyze problems or situations. A top-level leader considers a long-term
perspective. They need to handle difficult or complex situations.
7. Innovations. Leadership should bring in innovation in an organization.
Innovation should be creative. Therefore, the leader should have the
imagination to develop new ideas or to handle activities or situations. A good
subordinate expects the leader to be innovative.
8. Initiative. The quality of leadership should be initiated, as the leader should
be initiated. Effective leadership can take place only when the leader is at the
position to do the right things at the right time without being reminded. The
decision should be taken without causing delay and inconvenience to others.
Therefore, the leader should initiate the subordinates as well.
9. Intelligence. An intelligent leader is efficient enough to make decisions and
to deal with people. There is a need to have intellectual and emotional
intelligence. This would enable leaders of taking the right decisions not only in
the interest of the organization but also in the interest of employees.
10. Ethics and Values. Leadership effectiveness also involves ethics and
values. There shouldn’t be any kind of cheating or manipulation. It is important
to have honesty, integrity, compassion, and courage among the leaders.
11. Respect and Trust. People are naturally drawn to leaders whom they trust
and respect. Fear and control-based leadership could get some followers in the
short-term but such coercive leaders will not earn the loyalty of subordinates.
To build a loyal team, a leader must be trustworthy.
12. Delegation. One cannot do everything. The leader needs to delegate tasks
effectively. The leader needs to know each member’s strengths and
weaknesses and delegate responsibilities accordingly. This would make the
team members feel appreciated and recognized.

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13. Appreciation. A leader should value each team member and should make
each member feel valued. Each member of the team feels his/her role is
important and appreciated. Praise in public and criticize in private.
14. Handling Success and Failures. It is very important that a great leader
should know how to handle each success and failure. Celebrate the successes.
At the same time, the leader should learn from the failures. Remember-
whenever there is a success; attribute it to the entire team. When the team
faces a failure, accept responsibility for the failure.

Leadership Qualities Shaping the Path of Success

1. Honesty and Integrity. A leader simply cannot expect honesty out of his
subordinates if he doesn’t follow the same path. For doing this, leaders need to
stick to their core beliefs and follow an ethical path while dealing with
employees.
2. Intelligence. This is an extremely important leadership quality as the
manager often needs to exercise scientific thinking while analyzing a particular
situation. In spite of possessing the same level of knowledge as that of his
subordinates, a leader is expected to show greater intelligence while taking
decisions. For this, he might be required to interpret various problems faced in
a clear and accurate manner before searching out a viable solution.
3. Physical Stamina. Apart from having a charming personality, the leader
should also have a high level of physical agility. He is always expected to be on
his toes while dealing with daily affairs in a dynamic manner. This leadership
quality will reap good results once the manager acts like a member of the group
and steers his subordinates towards the ultimate goals.
4. Confidence. This leadership quality can help managers in gaining the
respect of subordinates and boosting up their morale. To achieve this, the
leader needs to have a conceptual knowledge on the subject matter which in
turn can assist him in making better decisions.
5. Empathy. Most managers abide by a dictatorial style of leadership thus
neglecting empathy in its entirety. This is why they fail to establish a close
connection with the employees. Empathy is an ideal leadership quality which
instigates the manager to understand the problems faced by his subordinates.

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6. Communication Skills. A leader needs to clearly communicate his vision to

the entire team. He should also share the strategy he wishes to adopt for
achieving a particular goal. Words hold the power to spread confidence and
motivation amongst subordinates and a leader needs to exercise this
opportunity to the fullest.
7. Flexibility. A leader needs to exercise open-mindedness in his operation by
absorbing new ideas whenever required. He should also be ready to alter his
decision after considering the validity of points presented by his subordinates.

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Summary
The 1st chapter deals about the law enforcement organization,
administration, and policing. There are important terms included in studying the
law enforcement administration. The evolution of law enforcement and policing
both in international and local setting was also thoroughly discussed to provide
a basic knowledge where our law enforcement system came from. There are
also basic laws provided that mandates the creation, organization set-up, and
powers and functions of the law enforcement whose main function is to serve
and protect the citizenry.
Moreover, mentioned also the different styles, approaches or models of
policing that we are still adopting and implementing today, like the watchman
style, reactive, proactive, and some other model of policing system. However,
the two significant theories and concept of policing are also embedded in the
discussion, the home rule theory, and continental theory of police service
wherein in the Philippine setting we are practicing the home rule theory, likewise
the old and modern concept, whose main distinction is where the yardstick of
police efficiency is more arrest, while the later states that the yardstick of police
efficiency is the absence of crime. The philosophy of the PNP service likewise
mentioned in the 1st chapter this includes: service, honor, and justice.
Additionally, it was emphasized also the main idea about administration
and management that involves the two general aspect of management, the
organizational maintenance and adaptation. There are also management
theories mentioned from those personalities who introduced this kind of
management theories, these are Frederick Taylor’s principles of scientific
management, in fact Taylor is considered in the history as the father of scientific
management because of his great contribution in management. The
management functions principles of management by Henri Fayol, also the
organizational principle of Luther Gulick and the acronym POSDCORB which
pertains to the different responsibilities of police administrators. The
bureaucratic principles of Max Weber composed of six major principles, further
the proverbs of administration by Herbert Simon that includes; specialization,
unity of commence, span of control, and organization.
Finally, it was provided also the three important police organization
theories, this includes: traditional or classical organization, neoclassical

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organization, and modern organizational theories. However, some of the

leaderships styles and its advantages and disadvantages are likewise included
in the 1st chapter, the key of effective leadership and the different qualities of a
leader.

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Assessment
Lesson 3 Practical Exercises

Learning Exercise I. Identification (10 pts.). Identify the word or term as

stated, defined or referred to by the statements by filling the blanks provided in
each statements.

1. Employee should receive orders from one superior only is known as unity of
command. However, there should be one manager and one plan for a group of
activities that have the same objective is _____________________________

2. ________________________________ it often referred to as the chain of

command.

3. Refers to division of work according to type, place, time and specialization is

called functional principle. On the other hand, it shows the vertical hierarchy of
the organization which defines an unbroken chain of units from top to bottom
describing explicitly the flow of authority is called
___________________________.

4. _________________________________ this is done by identifying work

force requirements, inventorying the people available, recruiting, placing
personality, promoting, appraising, compensating, and training of personnel.

5. Police is looked upon a repressive machinery of the government is known as

old concept. Hence, the yardstick of police efficiency is more arrest is referring
to ___________________.

6. _____________________. refer to the various approaches undertaken by

management personnel for motivating their subordinates while trying to achieve
a common goal.

7. _________________________ it involves selecting missions and objectives,

the policies and programs and procedures and the action to achieve them. It
requires decision making, which is, choosing from among alternatives future
courses of action.

8. The relationship between superiors and subordinates or serves as the

framework for the flow of authority downward and obedience upward through
the department is known as _______________________.

9. ________________________ it dictates that there should only one man

commanding the unit to ensure uniformity in the execution of orders.

10. __________________________ 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.

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Learning Exercise II. Enumeration (10 pts.). Enumerate the following:

1-3 Styles of Leadership.

4-10 Fayol’s Principles of Management

Learning Exercise III. Reflection/Essay (40 pts.). Discuss or explain your

answer to the following questions.

1. Differentiate line from staff function in the Police organization.

2. Discuss the Responsibilities of Police Administrators by Luther Gulick’s.

3. Discuss the three styles of leadership.

4. Discuss the Taylor’s Four Principles of Scientific Management.

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References

Badua, J.B. (2010). Police Personnel and Records Management for Criminal
Justice Education. (2010 ed.). Quezon City. Wiseman’s Books Trading,
Inc.

Fayol, H. (2016). General and industrial management. Ravenio Books.

Gulick, L.H. (1937). Notes on the theory of organization in papers on the

science of administration. New York. Harcourt.

Manwong, R.K. (2010). Dynamics of Law Enforcement and Public Safety

Administration. (2010 ed.). Quezon City. Wiseman’s Books Trading, Inc.

Mehrota, A. (2005). Leadership styles of principals. Mittal Publications.

Padduyao, F.B. (2016). Police Organization and Administration (Law

Enforcement Administration 1). (1st ed.) Quezon City. Wiseman’s Books
Trading, Inc.

Rudani, R.B. (2013). Principles of management. Tata McGraw-Hill Education.

Tradio, C. (1994). Law Enforcement: Philippine Criminal Justice System.

Quezon City, Philippines. Central Professional Books, Inc.

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Chapter 2
THE PNP: A PRIMARY LAW ENFORCEMENT AGENCY

Overview
The PNP, or Philippine National Police, is the primary law enforcement
agency in the Philippines. It is responsible for maintaining peace and order,
preventing and controlling crimes, and upholding the rule of law throughout the
country. Established on January 29, 1991, through the merging of the Philippine
Constabulary and the Integrated National Police, the PNP plays a crucial role
in ensuring the safety and security of Filipino citizens.
This chapter provides the legal status of the PNP including its roles as
Community Service Oriented Police. All national laws, NAPOLCOM
Memorandum Circulars and PNP Resolutions governing the PNP
administrative and operations are integrated in this chapter.

General Objectives
1. Discuss the overview of the Philippine National Police;
2. Identify the rules on appointment, promotion, attrition, and retirement in
the PNP;
3. Discuss the PNP disciplinary mechanisms, offenses, and penalties;
4. Identify the role of PNP over the Local Government Executives;
5. Discuss the nature of PNP training school, trainings and courses; and
6. Discuss the PNP principles, doctrines, leadership, awards and
decoration.

LESSON 1
THE PHILIPPINE NATIONAL POLICE: AN OVERVIEW

Pre-discussion
The PNP is the primary law enforcement agency in the country in charge
of protecting and serving the citizenry. Indeed, it 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

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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.
Moreover, in this lesson it covers about the legal bases in the creation
of PNP, the organizational set-up of the NAPOLCOM, the PNP vision and
mission, PNP seal, symbolism and meaning, PNP badge, symbolism and
meaning, the PNP ranks according to group, PNP organizational structure, and
PNP levels of organization. Hence, in lesson 1 it deals mainly on the
organization of the Philippine National Police and why they are still existing and
growing in our country.

What to expect
At the end of the lesson, the students can:
1. identify the different legal bases in the creation of PNP;
2. discuss the NAPOLCOM organization;
3. discuss the PNP vision, mission, philosophy, core values and code of
conduct among PNP personnel;
4. discuss the PNP seal, symbolism and meaning;
5. discuss the PNP badge, symbolism and meaning;
6. identify the PNP ranks according to group and level;
7. discuss the PNP organizational structure; and
8. discuss the PNP levels of organization.

Lesson Outline

Legal Bases of PNP

1. The Constitutional Provision on the National Police
Article XVI section 6 of the Philippine Constitution provides that the state
shall establish and maintain one police force, which shall be national in scope
and civilian in character, to be administered by a national police commission.
The authority of the local executives over the police units in their
jurisdiction shall be provided by law.

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2. Republic Act 6975

An Act Establishing the Philippine National Police, under the
Reorganized Department of the Interior and Local Government (DILG), and for
other purposes or the DILG Act of 1990.

3. Republic Act 8551

An Act Providing for the Reform and Reorganization of the Philippine
National Police and Other Purposes, Amending Certain Provisions of RA 6975
or Philippine National Police Reform and Reorganization Act of 1998.

4. Republic Act 9708

An Act Extending for 5 years the Reglementary Period for Complying
with the Minimum Educational Qualification for Appointment to the PNP and
Adjusting the Promotion System Thereof, Amending for the Pertinent
Provisions of RA 6975 and RA 8551.
Police Education and Promotion Act of 2009.

The National Police Commission (NAPOLCOM)

The NAPOLCOM is created for the purpose of effectively discharging
the functions prescribed in the 1987 Philippine Constitution and provided in the
RA 8551. The Commission shall be an agency attached to the DILG for policy
and program coordination. The NAPOLCOM as a collegial body.

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Collegial Body – means a governmental entity marked by power or authority

vested equally in each of a number of colleagues.

Composition of NAPOLCOM
1. It shall be composed of 1 Chairperson – the Secretary of the DILG shall
be the ex-officio Chairperson while the Vice Chairperson shall act as the
Executive Officer both of the NAPOLCOM.
2. Four Regular Commissioner – three of the regular commissioners shall
come from the civilian sector who are neither active nor former members of the
police or military, 1 whom shall be designated as Vice Chairperson by the
President. The 4th 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. Provided, further, that at least 1 of the Commissioners shall be a
woman.

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3. The Chief of PNP as Ex-officio Member of the Commission.

Ex-officio member
An ex-officio member is a member of a body (such as the NAPOLCOM)
who is part of it by virtue of holding another office.
It may also refer to holding a position or membership due to the power
or influence of one’s office, and not by election or appointment.
The term ex officio is Latin, meaning literally from the office, and the
sense intended is by right of office.
Accordingly, the rights of an ex-officio members are exactly the same as
other members unless otherwise stated in regulations or bylaws. In some
groups ex-officio members may frequently abstain from voting.

Qualifications of the Regular Member of the Commission

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. 6, RA 8551).

Term of Office of the 4 Regular and Full-time Commissioners

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
(sec. 7, RA 8551).

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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. 17, RA 8551).

Organizational Structure
The Commission shall consist of the following units:
1. Commission Proper. – This is composed of the offices of the Chairman and
four (4) Commissioners.
2. Staff Services. – The staff services of the Commission shall be as follows:
a. 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;
b. 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;
c. 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;
d. 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

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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;
e. 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;
f. 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
g. 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.
3. 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. 10, RA 8551)

NAPOLCOM Regional Offices

The Commission shall establish, operate and maintain regional officers
headed by regional directors who shall implement the policies and programs of
the Commission in their respective regions. For administrative purposes, the

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regional offices shall be attached to the general offices of the DILG. Subject to
the standards that shall be prescribed by the Commission. The regional offices
shall likewise perform the functions of adjudication of benefit claims.

Qualifications of Regional Directors of NAPOLCOM

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 (sec.

11, RA 8551).

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 (sec. 18, RA 6975).

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 (sec. 19, RA 6975).

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:

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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;
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

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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. 5, RA 8551).

PNP Vision, Mission, Philosophy, Core Values and Code of Conduct

Vision of the PNP
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 business.

Mission of the PNP

The PNP is mandated to 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.

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Philosophy of the PNP (Service, Honor, Justice)

These words describe the embodiment of ideals of the officers, men and
women of the PNP to ensure efficiency, integrity, cohesiveness, camaraderie
and equanimity towards enhancing community acceptance and support and to
attain its mission of peace keeping and law enforcement.

Core Values of the PNP

The police service is a noble profession which demands from its
members specialized knowledge and skills, as well as high standards of ethics
and morality. Hence, the members of the PNP must adhere to and internalize
the enduring core values of love of God, respect for authority, selfless love and
service for people, sanctity of marriage, and family life, responsible dominion
and stewardship over material things, and truthfulness. These core values are
summarized in the following:
a. MakaDiyos (God-fearing. Pro-God)
b. Makatao (Humane. Pro-people)
c. Makabayan (Patriotic. Pro-Country)
d. Makakalikasan (Environment-friendly. Pro-Environment)

Law Enforces’ Code of Conduct of the PNP

The PNP adopting principles of the United Nations General Assembly
Resolution 34/169 on December 17, 1979, law enforces observe the following:
1. At all times fulfil the duty imposed upon them by law, by serving the
community and by protecting all persons against illegal acts, consistent
with the high degree of responsibility required by their profession.
2. In the performance of their duty, law enforcement officials shall respect
and protect human dignity and maintain and uphold the human rights of
all persons.
3. May use force only when strictly necessary and to the extent required
for the performance of their duty. Matters of a confidential nature in the
possession of law enforcement officials shall be kept confidential, unless
the performance of duty or the needs of justice strictly require otherwise.
4. No law enforcement official may inflict, instigate or tolerate any act of
torture or other cruel, inhuman or degrading treatment or punishment,

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nor may any law enforcement official invoke superior order or

exceptional circumstance such as a state of war, a threat to national
security, internal political instability or any other public emergency as a
justification of torture or other cruel, inhuman or degrading treatment or
punishment.
5. Law enforcement officials shall ensure the full protection of the health
of persons in their custody and, in particular, shall take immediate action
to secure medical attention whenever required.
6. Law enforcement officials shall not commit any act of corruption. They
shall also rigorously oppose and combat all such acts.
7. Law enforcement officials shall respect the law and the present Code.
They shall also, to the best of their capability, prevent and rigorously
oppose any violation of them.

PNP Seal, Symbolism and Meaning

1. The Native Shield
The symbol of the PC, the first National Police. The PC for the close to
90 years of service to the nation has performed with honor, professionalism and
courage. The PC has carved out a large part of the glorious pages of Philippine
history, as attested by its proud and deserving 86 of the total 92 “Medals of
Valor” the highest honor that a grateful Filipino nation can bestow to its gallant
sons in the service of the Republic. Most appropriately therefore, the PC
became the nucleus of the INP in 1975 to nurture the then embryonic concept
of the nationalization of the country’s local police forces.

2. The Sun Rays

It symbolizes the flowering, maturing and ultimate realization of the
glorious evolution of the PC/INP into a National Police Organization that is
national in scope and civilian in character as enshrined in the 1986 Constitution.
The traditional light rays which represent the provinces which fought for the
country and inspired the members of the National Police with ideals of courage
and patriotism that all PNP members must possess.

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3. Lapu-Lapu
The great Filipino hero of Mactan, the prototype of the best and most
noble in Filipino manhood who is the symbol and embodiment of all the genuine
attributes and traits of leadership, courage, nationalism, self-reliance and a
people-based and people powered community defense. The benevolent and
heroic warrior who derived added strength from a cohesive, determined and
loyal people is today a fitting symbol of people power to preserve our values,
customs, traditions, way of life and the rule of law through a solid community-
based police system. Lapu-Lapu also personifies for us today civilian
constitutional authority.

1
4
\
4

The PNP Seal

4. The Three Stars

It reflects the Luzon, Visayas and Mindanao and the 1,700 islands and
the territorial integrity wherein the National Police must enforce the law and
maintain peace and order with professionalism, zeal and dedication in keeping
with the highest ideals and traditions of service to our country and people.

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5. Service, Honor, and Justice

It is the distinct ideals for the officers, men and women of the PNP to
ensure efficiency, integrity, cohesiveness, camaraderie and equanimity to
enhance community acceptance and support to attain its mission of
peacekeeping and law enforcement.

6. Laurel Leaves
The green laurel leaves symbolize the Regional Commands. It is also of
the honor, dignity and the privilege of being a member of a noble organization
where the call to public service par excellence is a commitment to public trust.

The PNP Badge, Symbolism and Meaning

1. Philippine Eagle
It represents the Philippine national bird-symbol of swiftness, power,
courage and immortality.

2. Three (3) Stars

It stands for Luzon, Visayas and Mindanao which constitute the
Republic’s territorial integrity over which the PNP must enforce the law and
maintain peace and order with professionalism, zeal and dedication in keeping
with the highest ideals and traditions of service to God, country and people.

3. Shield
It symbolizes of protection of all citizens.

4. Sun with Eight (8) Rays

It is derived from the Philippine national flag to which the eight (8) rays
represent the eight provinces whose ideals of courage, gallantry and patriotism
led to their revolt against Spain.

5. Lapu-Lapu
It symbolizes the bravery of the PNP.

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6. Scroll with inscription

It represent the PNP’s motto”
a. Service – it is the vibrant and cogent deeds and action in response to
the needs and wants of the people in distress.
b. Honor – it is the over-riding criterion and consideration in the
performance of their entrusted task or mission.
c. Justice – it is dispensed to everyone whatever is due to him without
favoritism or discrimination of any sort.

3
8
2
4
7

6
9

The PNP Badge

7. Laurel Leaves
It symbolizes the competency, brilliance and honor expected from each
and every member of the PNP.

8. Philippine National Police Inscription. It depicts the identity of solidarity.

9. Serial Number. It represents the serial number of the police officer.

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PNP Ranks
- For purposes of efficient administration, supervision and control, the
rank classification of the members of the PNP shall be as follows:
Director General - Police General
Deputy Director General - Police Lieutenant General
Director - Police Major General
Chief Superintendent - Police Brigadier General
Senior Superintendent - Police Colonel
Superintendent - Police Lieutenant Colonel
Chief Inspector - Police Major
Senior Inspector - Police Captain
Inspector - Police Lieutenant
Senior Police Officer IV - Police Executive Master Sergeant
Senior Police Officer III - Police Chief Master Sergeant
Senior Police Officer II - Police Senior Master Sergeant
Senior Police Officer I - Police Master Sergeant
Police Officer III - Police Staff Sergeant
Police Officer II - Police Corporal
Police Officer I - Patrolman/Patrolwoman (sec. 28,
RA 6975 as amended by RA 11200).

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PNP Rank Classification

PNP Ranks According to Group
1. Police Non-Commissioned Officers (PNCOs)
This refer to police personnel with a rank of Patrolman/Patrolwoman up
to Police Executive Master Sergeant. NCOs are also called as Sleeve Rank
Officers (insignias are place on their sleeves) or Enlisted Officers (usually
used by the AFP officers).
2. Police Commissioned Officers (PCOs)
These refer to police personnel with a rank of Police Lieutenant up to
Police General. Cos are also referred to as Shoulder Rank Officers (insignias
are located on their shoulders) or Listed Officers (usually used by the AFP
officers).

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PNP Officers According to Level

1. Superior Police Officer – it refers to a police officer having supervisory
responsibilities over an officer of lower rank.
2. Subordinate Police Officer – it refers to an officer belonging to the lower or
inferior rank.

The PNP Insignia According to Ranks

1. Police Brigadier General to Police General – the insignia contains star/s
located at the center as the main part of its design. Officers at this level are also
called Star Rank Officers.
2. Police Major to Police Colonel – the insignia contains sampaguita flower/s
placed at the center as the main part of its design.
3. Police Lieutenant to Police Captain – the insignia contains anahaw
leaf/leaves placed at the center as the main part of its design.
4. Police Master Sergeant to Police Executive Master Sergeant – the
insignia contains a combination of curve lines (facing upward) and open brace
curly (facing downward) depending on the rank. However, only the Police
Executive Master Sergeant rank has a star enclosed by the curve lines and
open brace curly.

5. Patrolman/Patrolwoman to Police Sergeant – the insignia has curve lines

depending on the rank.
Note: The aforesaid Rank Classification is applicable only to the PNP; the ranks
of BFP; BJMP, and other uniformed services are not modified.

PNP Organizational Structure

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.

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Mechanical means of depicting by an arrangement of symbols, the

relationship which exist between individuals, groups and functions within the
organization.

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.
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

Organization
1. PNP Command Group
It is headed by the Chief of the PNP with the highest star (4 stars) rank
which is Police General; vested with the power to command and direct the PNP.

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He is also assisted by two deputies namely: 1 Deputy Chief for

Administration and 1 Deputy Chief for Operations, each manned by 3-star
rank officers which is Police Lieutenant General.

2. Chief of the Directorial Staff

It serves as the Chief Operations Officer of the PNP, manned by a 3-star
rank officer which is Police Lieutenant General. He coordinates, supervises,
and directs the Directorial Staff and the PNP units in the performance of their
respective functions.

3. Internal Affairs Service (IAS)

It is headed by an Inspector General who assists the Chief PNP in
ensuring operational readiness and investigates infractions of the regulations
committed by the members of the PNP.

4. Human Rights Affairs Office

It is headed by senior police commissioned officer; a manager of the
facility who will supervise the implementation of the guidelines and policies on
human rights laws.

5. Center for Police Strategy Management (CPSM)

It serves as the central facility of the PNP in coordinating and integrating
all strategy management processes, sustaining its strategy execution and
management, and instilling in the organization a culture of strategy focus.

6. Directorial Staff
It is composed of 16 directorates each manned by two (2) star rank
officers which is Police Major General. Every Director in each unit has also
his/her defined function in line with his specialization such as:
a. Directorate for Personnel and Records Management (DPRM) – the
director optimizes the utilization of personnel resources both from the
PNP uniformed and non-uniformed personnel.
Responsible for recruitment, promotion, reassignment, placement
and retirement.

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b. Directorate for Intelligence (DI) – the director manages the

gathering/collating of intelligence objectives through effective
management of all intelligence and counter-intelligence activities of the
PNP. He also serves as the linkage of all foreigners with official
transactions with the Chief PNP.
Eyes and ears of the police organization.
c. Directorate for Operations (DO) – the director exercises the
command, the control, the direction, the coordination and the supervision
of all activities on PNP operations such as deployment and employment
of personnel.
d. Directorate for Logistics (DL) – the director administers and manages
material resources needed for the PNP operations.
e. Directorate for Plans (DPL) – the director plans and programs
strategic PNP operations. He also represents the PNP in the inter-
agency and international affairs on peace and order.
f. Directorate for Comptrollership (DC) – the director administers and
manages the fiscal financial resources. It serves as the treasury of the
PNP.
g. Directorate for Police Community Relations (DPCR) – the director
formulates and implements community-related activities, programs and
projects. He also supervises the PNP Salaam Police Center to undertake
monitoring, networking and liaising activities with the Muslim
communities in addressing terrorism and lawless violence in their
respective areas to guarantee that the Muslims are not discriminated,
oppressed or single-out.
h. Directorate for Investigation and Detective Management (DIDM) –
the director coordinates, controls and supervises all investigation
activities.
i. Directorate for Human Resource and Doctrine Development
(DHRDD) – the director formulates policies on matters pertaining to
human resources and doctrine development.
j. Directorate for Research and Development (DRD) – the director
engages in research and development and does testing and evaluation
of self-reliant projects.

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k. Directorate for Information and Communication Technology

Management (DICTM) – the director integrates and standardizes all the
PNP information systems and resources to further improve the frontline
services.
l. Five (5) Directorates for Integrated Police Operations (DIPOs) – the
Directors of the clustered areas for Integrated Police Operations,
namely: Eastern Mindanao, Western Mindanao, Visayas, Southern
and Northern Luzon are given the responsibility to direct and to
supervise the conduct of integrated anti-criminality, internal security,
counter-terrorism operations, to promote inter-operability with the Armed
Forces of the Philippines, and to provide a system to promote regional
socio-economic development.

7. The 23 National Support Units of the PNP

There are 11 administrative and 12 operational units each manned
by 1-star rank officers which is Police Brigadier General.

Administrative Support Units

1. Logistic Support Service (LSS) – is responsible for the procurement,
distribution, and management of all the logistical requirements of the PNP
including firearms and ammunitions.
2. Information Technology Management Service (ITMS) – is tasked to design,
implement, and maintain the database system for the PNP.
3. Finance Service (FS) – is responsible for the delivery of fiscal services to the
PNP personnel.
4. Health Service (HS) – provide for the health requirements of the PNP.
5. Communications and Electronics Service (CES) – is responsible to establish
an effective police communication network.
6. Chaplain Service (ChS) – provides religious, spiritual, and other counseling
services for moral growth of PNP personnel and their dependents.
7. Legal Service (LS) – serves as the legal arm of the PNP.
8. Headquarters Support Service (HSS) – provides general housekeeping and
camp security services.

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9. Engineering Service (ES) – responsible for all engineering matters in the

PNP, including its housing program.
10. Training Service (TS)
11. Personnel and Retirement Benefits Service (PRBS)

Operational Support Units

1. Maritime Group (MG) – performs all police functions over Philippine territorial
waters and rivers.
2. Intelligence Group (IG) – serves as the intelligence and counter-intelligence
operating unit in the PNP.
3. Police Security and Protection Group (PSPG) – provides security for
government officials, visiting dignitaries and private individuals authorized to be
given protection.
4. Criminal Investigation and Detection Group (CIDG) – 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.
This unit shall likewise all major cases involving violations of the Revised
Penal Code and operate against organized crime groups, unless the President
assign the case exclusively to the National Bureau of Investigation.
5. Special Action Force (SAF) – 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.
6. Aviation Security Group (AVSEG) – 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.
7. Highway Patrol Group (HPG) – takes responsibility of securing the highways,
the enforcement of Traffic Laws, neutralization of Carnapping, and other related
crimes.

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8. Police Community Relations Group (PCRG) – implement plans and

programs that promote community and citizen participation in the maintenance
of peace and order.
9. Civil Security Group (CSG) – shall provide administrative services and
general supervision over organization, business operation and activities of all
organized, business operation activities, as well as the issuance of licenses to
security guards and the licensing of firearms and explosives, has been
decentralized to the PNP regional office (sec. 35, RA 6975 as amended).
10. Crime Laboratory Group (CLG) – provides scientific and technical
investigative aid in support of the PNP and other government investigative
agencies.
11. PNP Anti-Kidnapping Group (PNP-AKG) – serves as the primary unit of the
PNP in addressing kidnapping menace in the country and in handling hostage
situations.
12. PNP Anti-Cybercrime Group (PNP-ACG) – group is responsible for the
implementation of pertinent laws on cybercrimes and anti-cybercrime
campaigns of the PNP.
13. PNP Drug Enforcement Group (PNP-DEG)
14. PNP EOD/K9 Group

8. Main PNP Operating Units

There are 17 Regional Offices (each office is manned by Police
Brigadier General with designation as Regional Director) nationwide which
correspond to the Regional subdivisions of the country. Directly under the
Police Regional Offices are 17 Regional Mobile Force Battalions (RMFB)
(each office is manned by Police Colonel) 80 Police Provincial Offices (each
office is manned by Police Colonel with designation as Provincial Director)
which correspond to the number of Provinces in the country and 20 City Police
Offices (CPOs) (each office is manned by Police Colonel with designation as
City Director) in highly urbanized and independent cities, which are equivalent
to a Provincial Police Office.
The Police Provincial Officers have their respective Provincial Public
Safety Companies (PPSC) which are utilized primarily for internal security
operations (ISO). The number of platoons in a Provincial (each office is manned

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by Police Brigadier General with designation as Regional Director) Public

Safety Company is dependent on the existing peace and order situation in the
province concerned.
The Chief of Police designation for head of police in cities and
municipalities are headed by Police Lieutenant Colonel down to Police Captain
or Police Lieutenant depending on the classification of cities or municipalities.

Organizational Units in the Police Organization

a. 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.

b. 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 terms to ponder

1. Sworn Officers – all personnel of the police department who have oath and
who possess the power to arrest.

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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.
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.

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PNP Levels of Organization

1. National. 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.
2. Regional. At the regional level, the PNP shall have regional offices, including
that of the National Capital Region, which may be divided into 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.
3. Provincial. 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 NAPOLCOM to be headed by a District Director. However,
it stated that a PD should be:
a. Holder of 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.
4. City or Municipal. At the city or municipal level, there shall be a PNP station,
each headed by a Chief of Police (COP).
a. For Chief of a City Police Stations. 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.
b. For Chief of a Municipal Police Station. 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.

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Moreover, members of the Bar with at least 5 years of law practice,

licensed criminologists or graduates of the PNPA and who possess the general
qualifications for initial appointment to the PNP shall be qualified for the
appointment as COP of a city or municipal police station: Provided, that the
appointee has successfully passed the required Field Training Program (FTP)
and has complied with other requirements as may be established by the
NAPOLCOM.

Note: The act of selecting and designating an officer to a key position or other
positions of responsibility refers to Placement not Appointment.

Police-to-Population Ratio in the City or Municipal Police Stations

1. On the Average. One policeman for every five hundred persons.
2. Minimum Police-to-Population Ratio. Not be less than one policeman for
every one thousand persons.
3. Higher Minimum Police-to-Population Ratio. This is applicable to urban
areas as may be prescribed by regulations.

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Assessment

Chapter 2, Lesson 1 Practical Exercises

Learning Exercise I. Identification (10 pts.). Identify the word or term as

stated, defined or referred to by the statements by filling the blanks provided in
each statements.

1. _____________________ it refers to an act providing for the reform and

reorganization of the Philippine National Police and for other purposes,
amending certain provisions of RA 6975.

2. _____________________ it refers to the primary law enforcement agency in

the country which is community and service-oriented agency responsible for
the maintenance of peace and order and public safety.

3. _____________________ it refers to a police force which is national in scope

and civilian in character, administered and controlled by a NAPOLCOM.

4. _____________________ it refers to an act establishing the Philippine

National Police under a Reorganized Department of the Interior and Local
Government, and for other purposes of 1990.

5. _____________________ it means a governmental entity marked by power

or authority vested equally in each of a number of colleagues.

6. _____________________ it is an Act Extending for 5 years the

Reglementary Period for Complying with the Minimum Educational
Qualification for Appointment to the PNP and Adjusting the Promotion System.

7. ______________________ it is a government agency created to effectively

discharging the functions provided in the RA No. 8551.

8. ______________________ it refers to a member of a body such as the

NAPOLCOM who is part of it by virtue of holding another office.

9. ________________________ it refers to love of God, respect for authority,

selfless love and service for people, sanctity of marriage, and family life,
responsible dominion and stewardship over material things, and truthfulness.

10. ________________________ it is a Latin term that has a literal meaning

from the office, and the sense intended is by right of office.

11. ________________________ it refers to a police officer having supervisory

responsibilities over an officer of lower rank.

12. _______________________ it refers to a mechanical means of depicting

by an arrangement of symbols, the relationship which exist between individuals,
groups and functions within the organization.

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13. _______________________ serves 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.

14. _______________________ it is an Act Providing for the Rank

Classification in the Philippine National Police, amending for the Purpose
Section 28 of Republic Act No. 6975, as Amended, Otherwise Known as the
"Department of the Interior and Local Government Act of 1990".

Learning Exercise II. Modified Identification. (16pts.). Give the latest ranks
equivalent to the previous PNP ranks provided below:

Previous PNP Rank Latest PNP Rank Equivalent

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

Learning Exercise III. Reflection/Essay (40 pts.). Discuss or explain your

answer to the following questions.

1. Discuss the Concept that “PNP is National in Scope and Civilian Character.”

2. Discuss the role of the NAPOLCOM over the Philippines National Police.

4. Discuss the Taylor’s Four Principles of Scientific Management.

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LESSON 2
APPOINTMENT, PROMOTION, ATTRITION, AND RETIREMENT
IN THE PNP

Pre-discussion
The lesson provides some of the main activity in the PNP organization
which is the appointment in the police service, in fact before entering in the
organization there must be a minimum qualification observed for a qualified
applicant who wants to join the police force as stated under RA 8551, sec. 14.
The PNP organization also observed the rationalized promotion system to their
personnel possessed the standard qualification through regular promotion,
promotion by virtue of exhibited acts or promotion by virtue of position.
However, attrition system is also observed, this is in a form of retirement
or separation of personnel from the service with some legal grounds. The
appointment, promotion system and attrition system is mandated under RA
8551 or the PNP reform and reorganization act of 1998. Indeed, it must strictly
implement within the organization.

What to expect
At the end of the lesson, the students can:
1. identify the nature of appointment in the PNP organization;
2. discuss the promotion system in the PNP organization;
3. explain the attrition system in the PNP organization; and
4. discuss the nature of retirement in the PNP organization.

Lesson Outline

Appointment in the PNP Organization

Appointment – means a job or position for which police applicants are selected
to the police service. It is the designation of a person to an office or position by
competent authority.
A job or position for which police applicants are selected to the carrier
service.

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It is a designation of a person to an office or position by competent

authority.
Any applicant who meets the general qualifications for appointment to
police service and who passes the tests required in the screening procedures
shall be recommended for initial appointment and shall be classified as follows:

1. Permanent Appointment. If the applicant able to finish the required field

training program for permanency.

2. Temporary Appointment. If the applicant passes through the regular

screening procedures.
If the applicant passes through the waiver program as provided under
R.A 8551.
Refers to an appointment rendered to an applicant in the police service
who fails to meet the appropriate eligibility. Such appointment can be withdrawn
by the appointing authority.

Note: Acceptance of Appointment is indispensable to complete an

appointment.

Appointing Authorities
1. Patrolman/Patrolwoman to Police Executive Master Sergeant. They shall
be appointed/promoted by the PNP Regional Director for regional personnel or
by the Chief PNP for the national headquarters personnel subject to the
endorsement of the NAPOLCOM and attestation by the Civil Service
Commission.
2. Police Lieutenant to Police Lieutenant Colonel. They shall be
appointed/promoted by the Chief PNP, as recommended by their immediate
superiors, subject to the endorsement of the NAPOLCOM en banc and
attestation by the Chairman of Civil Service Commission.
3. Police Colonel to Police Lieutenant General. They shall be
appointed/promoted by the President of the Republic of the Philippines upon

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recommendation of the Chief PNP and the NAPOLCOM en banc and proper
endorsement by the Chairman of the Civil Service Commission.
4. Police General. He/She is appointed/promoted by the President of the
Republic of the Philippines selected from among the star rank officers (Police
Brigadier General to Police Lieutenant General) in the service, on the
recommendation or endorsement by the NAPOLCOM en banc. The Chief of
the PNP shall serve a tour of duty not to exceed four (4) years.

Note: In time of war or other national emergency declared by Congress, the

President may extent the tour of duty of the Chief PNP.

General (Minimum) 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;
Under sec 34, RA 11131, all registered criminologists shall be
exempt from taking any other entrance or qualifying government or civil service
examinations and shall be considered civil service eligible to the following
government positions, among other: Dactylographer; Ballistician; Questioned
Document Examiner; Forensic Photographer; Polygraph Examiner; Probation
Officer; Parole Officer; Special Investigator; Special Agent; Investigative Agent;
Intelligent Agent; Law Enforcement Evaluation Officer; NAPOLCOM Officer;
Special Police Officer; Safekeeping Officer; Sheriff; Security Officer; Criminal
Investigator; Warden; Reformation Officer; Firefighter; Fire Marshall; Jail Officer
up to the rank of Jail Superintendent; Police Officer up to the rank of Police

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Lieutenant Colonel and other law enforcement agencies, and agencies under
the Criminal Justice System.
Also, registered criminologists shall enjoy priority of appointment
and shall not be required to take any qualifying or entrance examinations
in the PNP, the NBI, the BJMP, the BFP, the LTO and other government
positions related to criminology, police and law enforcement work,
investigations and security, corrections and public safety of the bureaus,
departments, institutions or agencies of the government: the DOJ, CHR, Office
of the Ombudsman, Philippine Ports Authority, COMELEC, Bureau of Treasury,
PAGCOR, DENR, DOT, AFP, Bureau of Immigration, BoC, DOTr, Air
Transportation Office, CAAP, BSP, BIR, CHED, City/Municipal and Provincial
Security Office, Provincial Jail, MMDA, Supreme Court and lower courts,
Security Consultation, SSS, the NAPOLCOM, ARMM, Optical Media Board,
Intellectual Property Rights Office, PDEA, PAO, PPC; government-owned and
controlled corporations and other government agencies with positions involving
the practice of criminology.
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;
however, the minimum height requirement for applicants who belong to
the indigenous group duly notified by the National Commission on Muslim
Filipinos (NCMF) or the National Commission on Indigenous Peoples shall be
1.52 meters for male and 1.45 meters for female. Provided further, that the
NAPOLCOM shall require said applicants to submit appropriate proof of their
membership in a certain indigenous group.
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

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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 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 (RA 8551, sec. 14).
Note: 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 (RA 8551, sec. 19).

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

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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 (RA
6976, sec. 15).
Note:
Grant of SPECIAL WAIVER under Resolution No. 2002-048
NAPOLCOM now allows the direct filling with NAPOLCOM, without need
of endorsement from the Chief PNP, of application for age and height waivers
by the top twenty board passers of the Criminology Licensure Examination and
related disciplines where examinees exceeds 2,000.

Selection (Minimum) 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 (AHWE).
The Commission shall promulgate rules and regulations to address other
situations arising from the waiver of the entry requirements (RA 8551, sec. 16).
Note: On the waiver on educational requirement, the two (2) years grace period
allotted for its attainment as per RA No. 8551 was extended by RA No. 9708
into 5 years in 2009. However, it is no longer applicable at present considering
all active PNP personnel since the implementation of RA No. 6975, amended
by RA No. 8551, to whom the RA No. 9708 should be made applicable, were
most probably retired or separated in the PNP service.

Factors to be Considered in the Grant of Waivers to Applicants

1. Possession of the special skills in evidence gathering and safekeeping,
cybercrime investigation, detection and prevention, crime scene
investigation, martial arts, marksmanship and similar special skills;
2. Special talents in the field of sports, music or arts and culture;

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3. Extensive experience or tanning in forensic science and other legal,

medical and technical services; and
4. Outstanding academic records and extracurricular activities of applicant
during his/her school days, good family background in law enforcement
or socio-civic activities, recognized social standing in the community,
awards and commendations received, indicative to the Commission en
banc that the applicant can become a good member of the PNP; and
5. Applicants who possess the least disqualifications shall take
precedence over those who possess more disqualifications.

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 (RA 8551, sec. 17).

Appointment of Lateral Entry Officers

1. Police Lieutenant Rank – it includes all those applying for the PNP technical
services, such as dentist, optometrists, nurses, engineers, and graduates of
forensic sciences:
Under sec. 36, RA 11131, registered criminologists who are not in the
government service shall be eligible and given preference for appointment
via lateral entry as Police, Fire, and Jail Inspectors or its equivalent in the
PDEA, NBI, and other law enforcement agencies: Provided, that they
possesses the general qualifications for appointment as provided in the existing
laws on appointment of Police Officers in the aforesaid agencies. Provided,
further, that those who are already in the police, fire and jail service as non-
commissioned officers and who are already registered and licensed
criminologists shall be given preference for lateral entry.

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2. Police Captain – it includes all those applying for the PNP technical services,
such as Doctors of medicine, members of the Bar, and chaplains. Shall be
appointed to the rank of senior inspector in their particular technical service.
Note: Graduates of the Philippine National Police Academy (PNPA) shall be
automatically appointed to the initial rank of Police Lieutenant.

Promotion System
Promotion refers to the conferment to the conferment to the next higher
rank with an increase in duties and responsibilities as authorized by law, usually
accompanied by the corresponding increase in salary.
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 (RA 8551,
sec. 31).

Police Promotion (sec. 31, RA 8551 – Rationalized Promotion System)

Promotion is a system of increasing the rank of a member of the police
service. It has the following objectives:
1. To invest a member of the police force with the degree of authority
necessary for the effective execution of police duties.
2. To place the police officer in a position of increased responsibility where
he can make full use of his capabilities.
3. To provide and promote incentives, thus motivating greater efforts of all
members of the police force, which will gradually improve efficiency in
police works.

Requirements for Promotion

A uniformed member of the PNP shall not be eligible for promotion to a
higher position or rank unless he or she has:
a. Successfully passed the corresponding promotional examination given
by the NAPOLCOM, or the Bar, or the corresponding board
examinations for technical services and other professions;

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b. Satisfactorily completed the appropriate and accredited course in the

PNPA or equivalent training institutions; and
c. Satisfactorily passed the required psychiatric/psychosocial and drug
tests.

Policies Governing Promotions:

1. It shall be based on a fair and equitable process that shall endeavor to
evaluate the whole individual.
2. No promotion shall be extended for past performances or service.
3. All promotions shall be properly evaluated by PNP promotion board
unless exempted by the Regional Director.
4. All promotions shall be based on the promotional vacancies.
5. Relative seniority shall be maintained.
6. No retirable personnel within 12 months of the current promotion year
shall be eligible for regular promotion.

Preferences for Promotion

1. Appropriate Eligibility – Whenever two or more persons who are next in
rank, preference shall be given to the person who is the most competent and
qualified and who has the appropriate eligibility.
2. Competency and Vacancy – When competency, qualification, and eligibility
are equal, preference shall be given to the qualified member in the
organizational unit where the vacancy occurs.
3. Seniority - When all the foregoing conditions have been taken into account,
and still the members in the next rank have the same merit and qualification,
preference shall be given to the most senior officer.

Factors in Selection for Promotion

1. Efficiency of Performance – as an aid to fair appraisal of the candidates’
proficiency, the performance-rating period shall be considered. Provided, that
in no instance shall a candidate be considered for promotion unless he had
obtained a rating of at least “satisfactory”.

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2. Education and Training – educational background which includes

completion of in-service training courses, academic studies, training grants and
the like.
3. Experience and Outstanding Accomplishment – this includes
occupational history, work experience and other accomplishment worthy of
commendation.
4. Physical Character and Personality – the factors of physical fitness and
capacity as well as attitude and personality traits in so far as they bear on the
nature of the rank and/or position to be filled. This means that the candidate
should have no derogatory records which might affect integrity, morality and
conduct.
5. Leadership Potential – the capacity and ability to perform the duties
required in the new or higher position and good qualities for leadership.

What would happen to the application for promotion of police officers

instituted with criminal action or complaint?
It shall not be a bar to promotion. Unless the following circumstances
occur:
a. Provided, however, that upon finding of probable cause,
notwithstanding any challenge that may be raised against that finding
thereafter, the concerned police officer shall be ineligible for promotion.
b. Provided, further, that if the case remains unresolved after two (2) years
from the aforementioned determination of probable cause, he or she
shall be considered for promotion. In the event he or she is held guilty of
the crime by final judgment, said promotion shall be recalled without
prejudice to the imposition of the appropriate penalties under applicable
laws, rules and regulations.
c. Provided, furthermore, that if the complaint filed against the police
officer is for a crime including, but not limited to, a violation of human
rights, punishable by reclusion perpetua or life imprisonment, and the
court has determined that the evidence of guilt is strong, said police
officer shall be completely ineligible for promotion during the pendency
of the said criminal case.

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PNP Promotion System: Its Bases

a. Merit – it is used as criterion for determining that an individual is qualified
to meet the requirements of a higher-level job.
b. Seniority – it refers to the length of service that an employee has
accumulated.
c. Time-In-Grade (TIG) and Experience – it is a requirement for a
specified amount of time that uniformed personnel must spend in a grade
before they are eligible for promotion.
d. Mandatory Schooling – it is a requirement for promotion of PNP
uniformed personnel for their professional growth and career
advancement such as PSJLC, PSSLC, PSOCC, PSOBC, PSOAC,
PSOSEC etc.
e. Eligibility – it refers to eligibilities provided by RA No. 11131, RA No.
1080, NAPOLCOM PO, SPO, Inspector, Superintendent, Police
Executive Service Eligibility (PESE) etc.
Note: Promotion shall be based on the availability of vacant positions in the
PNP staffing pattern, shall be gender fair and shall ensure that women shall
enjoy equal opportunity for promotion as that of men.

Kinds of Promotion
a. Regular Promotion – it refers to the promotion to the next higher rank
granted to any uniformed personnel who passed the minimum qualification
standard.
a. He or she has successfully passed the corresponding promotional
examination given by the NAPOLCOM;
b. Passed the Bar or corresponding Board examination for technical
services and other professions;
c. Satisfactory completion of the appropriate accredited course in the
PPSC or equivalent training institutions;
d. Passed the Psychiatric, Psychological, and Drug test; and
e. Cleared by the People’s Law Enforcement Board (PLEB) and the
Office of the Ombudsman for any complaints against him/her.

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1. Second Level Promotion – promotion from the rank of Patrolman to Police

Lieutenant Colonel provided he/she meets the approved qualification
standards (QS) required for every rank.
2. 3rd Level Promotion – promotion from the rank of Police Colonel up to
Police General provided he/she is with Promotional Zone of Consideration and
designated to the approved Table of Organization (TO) positions.

b. 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 (RA 8551, sec. 32).
c. Special Promotion or Meritorious Promotion – it refers to the promotion
to the next higher rank granted to any uniformed personnel who has exhibited
acts of conspicuous courage and gallantry at the risk of his/her life above and
beyond the call of duty (RA 8551, sec. 33).

1. Spot Promotion – it is a special promotion conferred by the President of the

Republic of the Philippines which shall be exempted from the validation of
NAPOLCOM.
2. Posthumous Promotion – it is a special promotion given for acts of heroism
exhibited in the face of an armed enemy or in the conduct of rescue/disaster
operations resulting in the loss of life.
Note: Only police officers in the second level (from the rank of Police
Patrolman/Patrolwoman to Police Lieutenant) shall be granted special
promotion. There shall be no special promotion for third level ranks (Police
Colonel to Police Brigadier General.

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Experience and Time-In-Grade

1. Police Corporal – From 4 years to 2 years as Patrolman.
2. Police Staff Sergeant – From 3 years to 2 years as PCpl.
3. Police Senior Master Sergeant – From 3 years to 2 years as PMSg.
4. Police Chief Master Sergeant – From 3 years to 2 years as PSMS.
5. Police Executive Master Sergeant – From 3 years to 2 years as PEMS.
6. Police Captain – From 4 years to 3 years as PLt.
7. Police Major – From 5 years to 3 years as PCapt.
8. Police Lieutenant Colonel – From 5 years to 3 years as PMaj.
9. Police Master Sergeant – Three years as PSSg.
10. Police Lieutenant – Three years as PEMS.
11. Police Colonel – Three years as PLt.Col.
12. Police Brigadier General – Two years as PLt.Col.
However, the required experience/time-in grade for the ranks of Police
Major General, Police Lieutenant General and Police General is not required
because the President of the Republic of the Philippines, upon the
recommendation of the NAPOLCOM has the prerogative to promote them to
higher position at any given time.

Longevity Pay and Allowances in the Active Service

Uniformed personnel of the Department shall be entitled to a longevity
pay of 10% of their basic monthly salaries for every 5 years of service, which
shall be reckoned from the date of the personnel’s original appointment.
Provided, that the totality of such longevity pay shall not exceed 50% of the
basic pay. They are also entitled with the following allowances:
1. Subsistence allowance.
2. Quarters allowance,
3. Clothing allowance,
4. Cost of living allowance,
5. Hazard pay, and
6. All other allowances as provided by existing laws.

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Attrition System in the PNP Organization

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 (RA
8551, sec. 24).
Attrition refers to the retirement or separation from the police service of
PNP uniformed personnel. The following are kinds of attrition:

1. 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 PNP 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

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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 (RA, 8551, sec.
25).

2. 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 (RA 8551, sec. 26).

3. 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 (RA 8551, sec. 27).

4. 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 (RA 8551, sec. 28).

5. 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 (RA 8551, sec. 29);

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e. failure to take periodic PNP Physical Fitness Test without justifiable

reason;
f. failure to take periodic PNP Physical Fitness Test for 4 consecutive
periodic tests due to health reason;
g. failure to take periodic PNP Physical Fitness Test for 2 consecutive
periodic tests or 4 cumulative periodic tests; or
h. noncompliance with the minimum qualifications standards for the
permanency of original appointment.

PNP Performance Evaluation System as Basis for Attrition

The PNP’s performance evaluation system shall be administered in such
a way 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.

What is Performance Evaluation?

It refers to the process of measuring the performance of people (police
organization (PNP) in achieving goals and plans. It is also called Appraisal
which is conducted every six (6) months. The objective is to informs the police
officer of the quality of his/her work so that he or she may be able to improve
his or her performance.

Retirement in the PNP Organization

Retirement refers to the withdrawal from one’s occupation or position,
especially upon reaching a certain age. It may also refer to the state of being
retired; withdrawal from one’s occupation or from active working life.

Kinds of PNP Retirement

1. Compulsory Retirements
a. Compulsory Retirement Due to Age – attainment of compulsory retirement
age of fifty-six (56).

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b. Compulsory Retirement by Reason of Physical Disability – an officer or

non-officer who, having accumulated at least 20 years of active service, incurs
total permanent physical disability in line of duty shall be compulsorily retired.
c. Compulsory Retirement Due to Missing in Action (MIA) – any uniformed
personnel who while in the performance of duty or by reason of his being an
officer or member of the PNP, 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 MIA 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 upon the recommendation
of the proper authority and/or immediate supervisor, subsequently determine
that the officer or uniformed member concerned has been absent from duty
without authority, such member or his heirs shall reimburse the PNP all such
amount and allowances received by him.

1. Payment of Salary and Allowances to the Heirs of Uniformed Personnel

in case any uniformed personnel has been officially confirmed as
missing in actions by Chief of the PNP 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 1 year
from the date of commencement of absent or when last heard from as those
kidnapped or captured by lawless elements.

2. Finding of Death and Termination of Payment of Salary and Allowances

Upon the termination of the 1-year period as specified in the preceding
paragraph, the missing uniformed personnel shall be automatically terminated.
In the event said personnel shall thereafter be found to been alive and is not
entitled to the benefits paid, said benefits shall be reimbursed to the State within
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 c-conspirators, be prosecuted according to law.

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Who are the Next of Kin or Heir?

It refers to the relatives of the MIA policeman. They are as follows:
1. Spouse legally married to the person MIA and not legally separated by
judicial decree and who not abandoned the MIA PNP member
concerned without justifiable cause;
2. Legitimate, legally adopted, and illegitimate children who are below 21
years of old and not yet emancipated by marriage;
3. In the absence of the two aforesaid kin or heirs, the legitimate parents
of the PNP member MIA; and
4. In the absence of the three aforesaid kin or heirs, the legitimate brothers
and sisters of the PNP member MIA who are dependent from him/her for
support and must be below 21 years of old and not yet emancipated by
marriage.

2. Optional Retirement
It applies to any PNP member who, upon accumulation of at least 20
years of satisfactory service, at his own request and with the approval of the
commission, shall be retired from the service and entitled to receive as provided
by law.

Implications of Retirement
1. Retirement in the Next Higher Grade – police officers covered shall,
for purposes of retirement pay, be retired in (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.
2. 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.
3. Death and Disability Benefits – police officers and/or his heirs shall
be entitled to all benefits relative to the death or permanent incapacity of
said personnel.

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Assessment
Chapter 2, Lesson 2 Practical Exercises

Learning Exercise I. Multiple Choice (20 pts). Encircle the letter of the correct
answer.

1. It refers to a requirement for a specified amount of time that uniformed

personnel must spend in a grade before they are eligible for promotion.
A. Eligibility D. Seniority
B. Time-in-Grade and Experience E. Merit
C. Mandatory Schooling
2. It is a criterion for determining that an individual is qualified to meet the
requirements of a higher-level-job.
A. Eligibility D. Seniority
B. Time-in-Grade and Experience E. Merit
C. Mandatory Schooling
3. It is a requirement for promotion of PNP uniformed personnel that speaks on
their professional growth and career advancement.
A. Eligibility D. Seniority
B. Time-in-Grade and Experience E. Merit
C. Mandatory Schooling
4. The length of service that an employee has accumulated is known as:
A. Eligibility D. Seniority
B. Time-in-Grade and Experience E. Merit
C. Mandatory Schooling
5. It refers to those provided by R.A No. 11131, R.A. No. 1080, Police Executive
Service Eligibility, and the like.
A. Eligibility D. Seniority
B. Time-in-Grade and Experience E. Merit
C. Mandatory Schooling
6. It is a special promotion conferred by the President of the Republic of the
Philippines which shall be exempted from the validation of NAPOLCOM.
A. Regular Promotion D. Second Level Promotion
B. Third Level Promotion E. Spot Promotion
C. Posthumous Promotion
7. It is a promotion to the next higher rank granted to any uniformed personnel
who passed the minimum qualifications standard.
A. Regular Promotion D. Second Level Promotion
B. Third Level Promotion E. Spot Promotion
C. Posthumous Promotion
8. It is a promotion from Patrolman to Police Lieutenant Colonel provided
he/she meets the approved qualification standards required for every rank.
A. Regular Promotion D. Second Level Promotion
B. Third Level Promotion E. Spot Promotion
C. Posthumous Promotion
9. Promotion from the rank of Police Colonel up to Police General provided
he/she is with the Promotional Zone Consideration and designated to the
approved Table of Organization (TO) position refers to:
A. Regular Promotion D. Second Level Promotion

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B. Third Level Promotion E. Spot Promotion

C. Posthumous Promotion
10. It is a special promotion given for acts of heroism exhibited in the face of a
named enemy or in the conduct of recue/disaster operations resulting in the
loss of life.
A. Regular Promotion D. Second Level Promotion
B. Third Level Promotion E. Spot Promotion
C. Posthumous Promotion
11. It refers to a promotion where in a PNP personnel designated to any key
position whose rank is lower than that which is required for such position shall,
after 6 months of occupying the same, be entitled to a rank adjustment
corresponding to the position.
A. Regular Promotion D. Meritorious Promotion
B. Third Level Promotion E. Spot Promotion
C. Promotion by Virtue of Position
12. It refers to the promotion to the next higher rank granted to any uniformed
personnel who has exhibited acts of conspicuous courage and gallantry at the
risk of his/her life above and beyond the call of duty.
A. Regular Promotion D. Meritorious Promotion
B. Third Level Promotion E. Spot Promotion
C. Promotion by Virtue of Position
13. 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 18 months after such demotion in position shall be retired or
separated. The statement refers to:
A. Attrition by Attainment of Maximum Tenure in Position
B. Attrition by Relief
C. Attrition by Demotion in Position or Rank
D. Attrition by Non-promotion
E. Attrition by Other Means
14. Any PNP personnel who has not been promoted for a continuous period of
10 years shall be retired or separated. The statement refers to:
A. Attrition by Attainment of Maximum Tenure in Position
B. Attrition by Relief
C. Attrition by Demotion in Position or Rank
D. Attrition by Non-promotion
E. Attrition by Other Means
15. A PNP member with at least 5 year of accumulated active service shall be
separated due inefficiency based on poor performance during the last 2
successive annual rating periods. The statement refers to:
A. Attrition by Attainment of Maximum Tenure in Position
B. Attrition by Relief
C. Attrition by Demotion in Position or Rank
D. Attrition by Non-promotion
E. Attrition by Other Means
16. the maximum tenure of PNP members holding key position such the
Regional Director is:
A. 2 years B. 4 years C. 6 years D. 8 years E. 9 years
17. which of the following dot not belong to the group Compulsory Retirement?

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A. Retirement Due to Age

B. Optional Retirement
C. Retirement by Reason of Physical Disability
D. Retirement Due to Missing in Action
E. None of the above
18. Under R.A. 11131, the appointment of Registered Criminologist in the PNP
by means lateral is equivalent to which of the following?
A. Police Lieutenant D. Police Captain
B. Police Major E. Police Inspector
C. Police Senior Inspector
19. Police Colonel to Police Lieutenant General Promotion shall be appointed
by the President of the Republic of the Philippines upon recommendation of the
Chief PNP and ______________.
A. NAPOLCOM en banc D. B only
B. Civil Service Commission E. None of the above
C. Commission of Appointment
20. The age of an applicant in the PNP, for initial appointment purpose, must:
A. not be below 20 nor over 35 years of age
B. not be below 21 nor over 35 years of age
C. not be below 20 nor below 35 years of age
D. not be below 21 nor below 35 years of age
E. A and D is different

Learning Exercise II. Enumeration (20 pts.). Enumerate the following:

1. Two Types of Appointment in the PNP.

a. b.

2. Five appointing Authorities for PNP Officer.

a. d.
b. e.
c.

3. Ten General (Minimum) Qualification for Appointment in the PNP.

a.
b.
c.
d.
e.
f.
g.
h.
i.
j.

4. At least three Mandatory Schooling of the PNP.

a.
b.
c.

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Learning Exercise III. Essay (20 pts.) Discuss substantially the Following
question (use separate sheet of paper). (5 pts. each)

1. What is the nature of appointment under a waiver program?

2. What are the factors to be considered in the grant of waiver to PNP

applicants?

3. How does promotion work in PNP?

4. What would happen to the application for promotion of police officers

instituted with criminal action or complaint?

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LESSON 3
PNP DISCIPLINARY MECHANISMS, OFFENSES, AND PENALTIES

Pre-discussion
The lesson provides the different PNP disciplinary mechanisms against
PNP personnel, the citizen’s complaints which in effect it may lead to dismissal
or separation from the service of personnel. Also, the breach of internal
discipline dealing with minor offenses involving internal discipline within the
organization. Moreover, it covers also the different minor offenses which can
affect the PNP organization.
Furthermore, the Internal Affairs Service (IAS) another unit in the PNP
organization which tasked to conduct inspections, audits, conduct summary
hearings, etc. The different disciplinary appellate bodies or authorities, which
includes: regional and national appellate board; Department of Interior and
Local Government (DILG); and Civil Service Commission (CSC). Finally, the
offense and administrative penalties also mentioned in the discussion, the
punishable offenses, and range of penalties.

What to expect
At the end of the lesson, the students can:
1. discuss the nature of citizen’s complaint against members of the PNP
organization;
2. identify the designated authority to impose internal discipline in the PNP
organization;
3. explain the role of the Internal Affairs Service (IAS) within the PNP
organization;
4. discuss the powers and functions of the disciplinary appellate bodies or
authorities; and
5. identify offenses and penalties impose against personnel of the PNP
organization

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Lesson Outline

Citizen’s Complaint
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 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 (PLEB), 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 (sec. 41, RA 8551).

Creation and Functions of PLEB

The Sangguniang Panlungsod or bayan in every city and municipality
shall create such number of PLEBs as may be necessary: Provided, that there
shall be at least 1 PLEB for every 500 city or municipal police personnel and
for each of the legislative districts in a city. The PLEB shall be the central
receiving entity for any citizen’s complaint against the officers and members of
the PNP. The PLEB shall take cognizance of or refer to the complaint to the
proper disciplinary or adjudicatory authority within 3 days upon the filing of the
complaint.

Composition and Term of Office of PLEB Members

1. Any member of the sangguniang panlungsod/bayan chosen by his respective
sanggunian;

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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.
4. 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 (sec 43, RA 6975).

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. The DILG shall provide for the per diem and insurance
coverage of PLEB members in certain low-income municipalities.

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.

PLEB’s Request for Preventive Suspension

The PLEB may ask any authorized superior to impose preventive
suspension against a subordinate police officer who is the subject of a
complaint lasting up to a period as may be allowed under the law. The request
shall not be denied by the superior officer in the following cases:
1. The respondent refuses to heed the PLEB’s summons or subpoena;
2. The PNP personnel has been charged with offenses involving bodily
harm or grave threats;
3. The respondent is in a position to tamper evidence; and
4. The respondent is in a position to unduly influenced the witnesses.

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Any superior who fails to act on any request for suspension without valid
grounds shall be held administratively liable for serious neglect of duty.

Internal Discipline in the PNP Organization

On dealing with minor offenses involving internal discipline found to have
been committed by any regular member of their respective command, the duly
designated supervisors and equivalent officers of the PNP shall, after due
notice and summary hearing. All breach of internal discipline should be file to
the following:
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; or
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 files against him or even after the filing of a criminal
complaint, grave in nature, against such police personnel.
What is meant by Minor Offense?

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It 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 and tardiness
4. Habitual drunkenness
5. Gambling prohibited by law

What is meant by Moral Turpitude? – it refers to everything which is done

contrary to justice, honesty, modesty, or good morals.

What is meant by Equivalent Supervisors? – it refers to PNP Officers

occupying positions/designations equivalent to that of Chief of Police, Provincial
Director and Regional Director who are vested with disciplinary authority over
personnel of their respective officers, charged with minor offenses involving
Breach of Internal Discipline. They are as follows:

1. Supervisor equivalent to the Chief of Police

a. Group Director, Provincial Mobile Force Battalion.
2. Supervisors equivalent to the Provincial Police Director
a. Group Director, Regional Mobile Force Battalion
b. Chief of the Regional Unit of Administrative
c. Operational National Support Units
3. Supervisors equivalent to the Regional Police Director
a. Director, PNP Administrative National Support Units
b. Director, PNP Operational National Support Unit
c. Director, Police District Office, NCR Police Office
Note: For the aforesaid purpose, the city or municipal mayors, chiefs of police
or equivalent supervisors, police provincial directors or equivalent supervisors,
police regional directors or equivalent supervisors, PLEB, Chief of the PNP, and
NAPOLCOM are called as Disciplinary Authorities.

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What is the Exclusive Jurisdiction of the Disciplinary Authorities? All

complaints or charges 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.

What is Forum Shopping? – it refers to the filing of multiple complaints. When

an administrative complaint is filed before a disciplinary authority, no other case
involving the same cause of action shall be filed to any other disciplinary
authority.

NAPOLCOM, Chief PNP 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;
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. 53, RA 8551).

What is meant by Summary Hearing or Proceeding? – it refers to an

expeditious administrative proceeding conducted consistent with due process
to determine the culpability or innocence of the respondent.

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What is meant by AWOL? – it refers to the status of any PNP member who
absents him or herself from work without approved leave of absence such as,
but not limited, to the following:
1. Absence from place of work assignment without approved leave of
absence;
2. Failure to give notice to his or her immediate superior officer the fact of
his or her inability to report for work on account of sickness or injury;
3. Failure to report to duty after the expiration of approved leave of
absence;
4. Failure to file appropriate application for sick leave after his or her return
for work attaching the required medical certificate;
5. Abandonment of work or assignment without prior approval of his or her
immediate superior officer; or
6. Failure to report to his or her new assignment or unit within three (3)
days from receipt of the order of reassignment or reporting to a unit
where he or she is not officially assigned.
Note: Administrative complaints against police officers only require Substantial
Evidence for conviction. Substantial evidence refers to such relevant evidence
as a reasonable mind might accept as adequate to support a conclusion.

The Internal Affairs Service (IAS)

Entry to IAS shall be voluntary and subject to rigid screening where only
PNP personnel who have at least 5 years of experience in law enforcement and
who have no derogatory service records shall be considered for appointment.
Members of the Bar may enter the service laterally (sec. 42, RA 8551).

Powers and Functions of IAS

1. Pro-actively conduct inspections and audits on PNP personnel and units;
2. Investigate complaints and gather evidence in support of an open
investigation;
3. Conduct summary hearings on PNP members facing administrative charges;

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4. 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;
5. File appropriate criminal cases against PNP members before the court as
evidence warrants and assist in the prosecution of the case;
6. Provide assistance to the Office of the Ombudsman in cases involving the
personnel of the PNP (sec 39, RA 8551).

Cases where IAS has the Power to Conduct Automatic Investigation

1. Incidents where police personnel discharge a firearm;
2. Incidents where death, serious physical injury, or any violation of human
rights occurred in the conduct of a police operation;
3. Incidents where evidence was compromised, tampered with, obliterated, or
lost while in the custody of police personnel;
4. Incidents where a suspect in the custody of the police was seriously injured;
and
5. Incidents where the established rules of engagement have been violated
(sec. 39, RA 8551).
Note: 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.

Organization of IAS
Initial appointments of the heads of the offices in the Internal Affairs
Service shall be made by the President of the Republic of the Philippines upon
recommendation by the NAPOLCOM. Thereafter, appointments and
promotions to the Service shall follow the established requirements and
procedures. The IAS offices are:
1. National Office. It is headed by an Inspector General who shall be assisted
by a Deputy Inspector General. The Inspector General shall be appointed by
the President of the Republic of the Philippines upon the recommendation of
the Director General and duly endorsed by the NAPOLCOM. Appointments of
personnel who shall occupy various positions shall be made by the Inspector

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General and shall be based on an established career pattern and criteria to be

promulgated by the Commission.
2. Regional Offices. It shall be headed by a Director.
3. Provincial Offices. It shall be headed by a Superintendent.
Note: The head of the Internal Affairs Service shall be a civilian who shall meet
the qualification requirements provided herein. Also, any personnel who joins
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, or assignment of any PNP personnel.

Disciplinary Appellate Bodies or Authorities

1. Regional and National Appellate Boards
a. Regional Appellate Boards (RAB) – 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 NAPOLCOM as Chairman and one (1)
representative each from the PNP, and Regional Peace and Order Council
(RPOC) as members. The following are appealable to RAB:
1. Decisions of city or municipal mayors and the Chiefs of Police in the
exercise of their disciplinary powers;
2. Decisions of the PLEB or the PNP Regional Director in the exercise of
their disciplinary powers where the penalty imposed is demotion or
dismissal from the service;
3. Decisions of the PNP Regional Director or equivalent supervisor in the
exercise of their disciplinary powers where the penalty imposed is
demotion or dismissal from the service; and
4. Decisions of the PNP Regional Director in the exercise of its summary
dismissal power where the penalty imposed is demotion or dismissal
from the service.
b. National Appellate Board (NAB) – it shall be composed of the four (4)
regular commissioner and shall be chaired by the Vice Chairperson and the
Executive Officer. The following are appealable to NAB:
1. Decisions of the Chief of the PNP where the penalty imposed is
demotion or dismissal from the service; or

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2. Decisions of the Inspector General affirming the Resolution of the

Regional IAS or the Prosecution Division of the National IAS dismissing
the complaint for lack of probable cause.

2. Department of Interior and Local Government – the following may be

appealed to the Secretary of the DILG:
a. The decisions of the RAB; or
b. The decisions and the RAB.

3. Civil Service Commission (CSC) – the following are appealable to CSC:

1. Decisions of the Secretary of the DILG in the exercise of its appellate
jurisdiction except decisions of the NAB affirming the Resolution of the
Regional IAS or the Prosecution Division of the National IAS dismissing
the complaint for lack of probable cause; or
2. Decisions of the NAPOLCOM en banc as a summary dismissal authority
except decisions approving the dismissal of the complaint for lack of
probable cause.
In summary, Appellate Authorities refer to the RAB, from decisions
ordering the demotion or dismissal of the respondent rendered by the Police
Regional Directors or Equivalent Supervisors; the NAB, from decisions
rendered by the Chief of the PNP ordering the demotion or dismissal of the
respondent; the Secretary of the DILG, from decisions rendered by the NAB
and RAB; and the CSC, in summary dismissal proceedings instituted before the
NAPOLCOM en banc.

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

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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. 55,
RA 8551).

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 (sec. 56, RA 8551).

Can a Police Officer Cause Complaints or Grievances against his/her

Superior or Commander?
Uniformed personnel shall have the right to present complaints and
grievances to their superiors or commanders and have them heard and
adjudicated as expeditiously as possible in the best interest of the service, with
due regard to due process in every case. Such complaints or grievances shall
be resolved at the lowest possible level in the unit of command and the
respondent shall have the right to appeal from an adverse decision to higher
authorities.

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Offense and Administrative Penalties

Punishable offenses
1. Neglect of duty or Nonfeasance – it is the omission or refusal, without
sufficient excuse, to perform an act or duty, which it was the peace officer’s
legal obligation to perform; it implies a duty as well as its breach and the fast
can never be found in the absence of a duty.
2. Irregularities in the performance of duty or Misfeasance – it is the
improper performance of some act which might lawfully be done.
3. Misconduct or Malfeasance – it is the doing, either through ignorance,
inattention or malice, of that which the officer had no legal right to do at all, as
where he acts without any authority whatsoever, or exceeds, ignores or abuses
his powers.
4. Incompetency – it is the manifest lack of adequate ability and fitness for the
satisfactory performance of police duties. This has reference to any physical,
moral or intellectual quality the lack of which substantially incapacitates one to
perform the duties of a peace officer.
5. Oppression – it imports an act of cruelty, severity, unlawful exaction,
domination, or excessive use of authority. The exercise of the unlawful powers
or other means, in depriving an individual of his liberty or property against his
will, is generally an act of oppression.
6. Dishonesty – it is the concealment or distortion of truth in a matter of fact
relevant to one’s office, or connected with the performance of his duties.
7. Disloyalty to the Government – it consists of abandonment or renunciation
of one’s loyalty to the Government of the Philippines, or advocating the
overthrow of the government.
8. Violation of Law – this presupposes conviction in court of any crime or
offense penalized under the Revised Penal Code or any special law or
ordinance.

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9. Conduct unbecoming of a police officer

Classification of Offenses
Light Offenses Less Grave Offenses Grave Offenses
1. Simple neglect of 1. Less grave neglect of 1. Grave neglect of
duty. duty. duty.
2. Simple irregularity in 2. Less grave 2. Grave irregularity in
the performance of irregularity in the the performance of
duty. performance of duty. duty.
3. Simple misconduct. 3. Less grave 3. Grave misconduct.
misconduct.
4. Simple dishonesty. 4. Less grave 4. Grave dishonesty.
dishonesty.
5. Conduct unbecoming
of a Police Officer.
6. Incompetence.
7. Oppression.
8. Disloyalty to the
Government.

Imposable Penalties for Breach of Internal Discipline

1. Reprimand
2. Withholding of Privileges
3. Restriction of to specific limits
4. Restrictive custody
5. Forfeiture of Salary
6. Suspension
7. Any combination of penalties (from 1 to 6)
8. One rank demotion
9. Dismissal from the service

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Range of Penalties
1. For Light Offense
a. Withholdings of privileges; restriction to specified limits; restrictive custody,
suspension or forfeiture of salary; or any combination thereof from 1 day to 10
days (minimum period).
b. Withholdings of privileges; restriction to specified limits; restrictive custody,
suspension or forfeiture of salary; or any combination thereof from 11 days to
20 days (medium period).
c. Withholding of privileges; restriction to specified limits; restrictive custody,
suspension or forfeiture of salary; or any combination thereof from 21 days to
30 days (maximum period).
2. For Less Grave Offense
a. Withholding of privileges; restriction to specified limits; restrictive custody,
suspension or forfeiture of salary; or any combination thereof from 31 days to
40 days (minimum period).
b. Withholding of privileges; restriction to specified limits; suspension or
forfeiture of salary; or any combination thereof from 41 days to 50 days (medium
period).
c. Withholding of privileges; restriction to specified limits; restrictive custody;
suspension or forfeiture of salary; or any combination thereof from 51 days to
59 days (maximum period).
3. For Grave Offenses
a. Sixty days to six months of suspension (minimum period).
b. One rank demotion (medium period).
c. Dismissal from the service (maximum period).
Note: Imposition of penalties have limitations. In case of forfeiture of salary, the
amount shall not exceed the equivalent of one (1) month salary. The penalty of
Withholding of Privileges shall be confined to deferment of vacation leave
privileges, participation in training grants or programs and such other similar
privileges normally enjoyed by civil service employees.

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Women’s Desks and Formulation of a Gender Sensitivity Program

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 (sec. 57, RA 8551).

Prioritization of Women for Recruitment

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 (sec. 58, RA 8551).

Gender Sensitivity Program

The NAPOLCOM 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 (sec. 59, RA 8551).

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 (sec.
60, RA 8551).

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Assessment
Chapter 2, Lesson 3 Practical Exercises

Learning Exercise I. Identification (20 pts.). Identify the following statement

by choosing the words given below.
Chief of Police Provincial Directors
Regional Directors Minor Offense
Forum Shopping Summary Hearing
Moral Turpitude PNP Chief
AWOL Citizen’s Complaints

__________1. He 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 30 days.
__________2. An act or omission not involving moral turpitude, but affecting
the internal discipline of the PNP.
__________3. He shall have the power to impose punishment to dismissal from
the service; suspension or forfeiture of salary; or any combination thereof for a
period not exceeding one 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.
_________4. Everything that is done contrary to justice, honesty, modesty, or
good morals.
_________5. Filing of multiple complaints. When an administrative complaint is
filed before a disciplinary authority, no other case involving the same cause of
action shall be filed to any other disciplinary authority.
_________6. The status of any PNP member who absents him or herself from
work without approved leave of absence such as absence from place of work
assignment without approved leave of absence.
_________7. Any complaint by a natural or juridical person against any
member of the PNP.
_________8. He 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 15 days.
_________9. An expedition administrative proceeding conducted consistent
with due process to determine the culpability or innocence of the respondent.
_________10. He shall have power to impose upon any member 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 60
days.

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Learning Exercise II. Essay (40 pts.) Discuss the following question (use
separate sheet of paper).

1. What is the exclusive jurisdiction of the PNP Disciplinary Authorities?

2. Can a police officer cause complaints or grievances against his/her superior

or commander?

3. What would you do if you discovered that you superior is engaging into illegal
activities such as corruption?

4. Discuss the Role of IAS over the PNP.

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LESSON 4
PNP AND THE LOCAL GOVERNMENT EXECUTIVES

Pre-discussion
The Local Government Executives (LGEs) refer to governors of
provinces and mayors of cities and municipalities. They are also called as Local
Chief Executives (LCE) and are considered as Person in Authority – one who
is directly vested with jurisdiction to execute or enforce the laws.
Hence, to fully understand the lesson the following topics are the
following: 1) participation of local chief executives in the PNP organization; and
2) concept of operational supervision and control.

What to expect
At the end of the lesson, the students can:
1. explain the participation of local chief executives in the PNP
organization; and
2. discuss the concept of operational supervision and control.

Lesson Outline

Participation of Local Chief Executives

1. Power to Choose Provincial Director by Provincial Governors
The provincial governor shall choose the provincial director from a list of
3 eligible recommended by the PNP regional director.
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.

2. Power to Choose City or Municipal Chief of Police

The mayors have the authority to choose the COP from a list of 5 eligible
candidates or applicants recommended by the provincial police director,
preferably from the same province, city or municipality. Provided, however, that

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in no case shall an officer-in-charge be designated for more than 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 COP 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.

3. Exercise Operational Supervision and Control over the PNP

This is applicable in their (Governors and Mayors) respective jurisdiction
except during the 3-day period immediately preceding and the 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 COMELEC.

4. Duty to create Integrated Area Community Public Safety Plans

(IA/CPSP)
The municipality/city mayor shall, in coordination with the local peace
and order council of which he is the chairman pursuant to E.O. No. 309, as
amended, develop and establish an integrated area or community public safety
plan embracing priorities of action and program thrusts for implementation by
the local PNP stations. The city or municipal mayor shall 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.

5. Duty to Support the Implementation of Community and Service-

Oriented Policing (CSOP)
LCEs shall adopt effective mechanisms for better partnership; ensure
assistance and support to the IA/CPSP; formulate a three (3) year, term-based,
Peace and Order Public Safety Plan (POPS Plan); convene the Peace and
Order Council (POC) to review, update and approve the IA/CPSP; and
supervise the City/Municipal POC to gather and analyze data.

6. Exercise 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

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penalties for minor offenses committed by members of the PNP assigned to

their respective jurisdictions.

7. Authority to recommend the transfer, reassignment or detail of PNP

members outside of their respective city or town residence.

8. Authority to recommend from a list of eligible 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 attested.
Note: The control and supervision of anti-gambling operations shall be within
the jurisdiction of local government executives (Governor and Mayor).

9. Automatic Deputation of LGEs as NAPOLCOM Representative

Governors and mayors, upon having been elected and living qualified as
such, are automatically deputized as representatives of the NAPOLCOM in
their respective jurisdiction. As deputized agents of the NAPOLCOM, LGEs can
inspect police forces and units, conduct audit, and exercise other functions as
may be duly authorized by the NAPOLCOM. However, such deputation could
be suspended or withdrawn through 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.
Note: The suspension or withdrawal of deputation of LGEs may be initiated
through: 1) a verified complaint; 2) report from other government agencies or
institutions; or 3) motu propio investigation.

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Operational Supervision and Control

It 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.

What is the difference between Employ and Deploy?

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.

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Assessment
Chapter 2, Lesson 4 Practical Exercises

Learning Exercise I. True or False. (20 pts.) Write True if the statement is
correct, and write False of the statement is wrong.

__________ 1. The city or municipal mayor shall 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.
__________ 2. The control and supervision of anti-gambling operations shall
be within the jurisdiction of barangay officials.
__________ 3. Operational supervision and control shall mean the power to
direct, superintend, oversee and inspect the police units and forces.
__________ 4. Employ 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.
__________ 5. 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.
__________ 6. The congressman, 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.
__________ 7. The mayors have the authority to choose the COP from a list of
5 eligible candidates or applicants recommended by the provincial police
director, preferably from the same province, city or municipality.
__________ 8. POPS stands for Peace and Order Public Safety Plan. Ans.
__________ 9. The LCEs has no authority to recommend the transfer,
reassignment or detail of PNP members outside of their respective city or town
residence.
__________10. Governors and mayors are automatically deputized as
representatives of the NAPOLCOM in their respective jurisdiction.

Learning Exercise II. Essay (40 pts.) Discuss the following question (use
separate sheet of paper).

1. Elaborate the concept of operational supervision and control.

2. State the difference of Employ from Deploy.

3. Discuss the Participation of Local Chief Executives in the PNP organization.

4. Discuss the automatic deputation of LGEs as NAPOLCOM representative.

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LESSON 5
THE PNP TRAINING SCHOOL, TRAININGS AND COURSES

Pre-discussion
Organized training is the means by which officers are provided with the
knowledge and the skills required in the performance of their multiple, complex
duties. In order that the recruit officer may commence his career with a sound
foundation of police knowledge and techniques, it is most important that the
entrance level training he soundly conceived, carefully organized and well-
presented.
Moreover, all training programs operated by law enforcement agencies
should limit their enrolment to law enforcement officers. Training courses
should be set-up, prescribed units of instruction, and arranged a time schedule.
Practical recruit training subsequent to employment should be provided.

What to expect
At the end of the lesson, the students can:
1. discuss the legal basis in the creation, powers and functions of the
Philippine Public Safety College (PPSC); and
2. identify the different PNP trainings and courses.

Lesson Outline

Philippine Public Safety College (PPSC)

The Philippine Public Safety College (PPSC) was created by virtue of
RA No. 6975 to serve as the premier educational institution for the training,
human resource development and continuing education of all personnel of the
PNP, Fire and Jail Bureaus. The PPSC shall consist of the present PNPA, Fire
Service Training Center, Philippine National Training Center (PNTC), National
Police College, and other special training centers as may be created by the
DILG, whose functions shall be as follows:
1. Formulate and implement training programs for the personnel of the
Department;

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2. Establish and maintain adequate physical training facilities;

3. Develop and implement research and development to support
education training programs;
4. Conduct an assessment of the training needs of all its clientele; and
5. Perform such other related functions as may be prescribed by the
Secretary.
However, on April 12, 2019, the RA No. 11279 (Act Transferring the
PNPA and National Police Training Institute (NPTI) from the PPSC to the PNP,
amending for the purpose Sections 24, 35, 66, 67 and 68 of RA No. 6975).
Hence, RA No. 11279 provides the following:

1. The PPSC – shall be the premier educational institution for the training,
human resource development and continuing education of all personnel of the
BFP and BJMP and the provider of selected mandatory career courses for
police commissioned officers and specialized courses for personnel of the PNP.
The PPSC shall be under the direct supervision of a Board of Trustees
composed of the Secretary and the 3 bureau heads.

Composition, Powers and Functions

The PPSC shall consist of the National Fire Training Institute,
National Police College, National Forensic Science Training Institute,
National Jail Management and Penology Training Institute, 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 all personnel of the Fire
and Jail Bureaus and other training centers under the Department;
b. Formulate and implement selected mandatory career courses for police
commissioned officers;
c. Formulate and implement specialized courses for personnel of the PNP;
d. Establish and maintain adequate physical training facilities;
e. Develop and implement research and development to support
educational training programs;
f. Conduct an assessment of the training needs of all its clientele; and

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g. Perform such other related functions as may be prescribed by the

Secretary of DILG.

2. The PNPA – shall serve as the premier institution for police education, and
primary source for commissionship of police lieutenants. The PNPA shall be
under the direct administrative and operational supervision and control of the
Chief of the PNP.
The PNPA shall be headed by a PNPA Director with the rank of Police
Major General, who shall be assisted by a Deputy Director with the rank of
Police Brigadier General. The PNPA shall have a Dean of Academics and a
Commandant, both with a rank of Police Brigadier General.
The personnel and all the properties, facilities, records, equipment,
funds, choses in action, appropriations, rights, functions, liabilities and other
assets if the PNPA and NPTI are hereby transferred to the PNP and continue
to perform their duties and responsibilities and receive their corresponding
salaries and benefits.

3. The NPTI – shall responsible for the mandatory and leadership trainings of
all PNCOs. The supervision and control over the NPTI shall be established in
the revised Table of Organization and equipment and staffing pattern of the
PNP. The NPTI shall be headed by a Director with the rank of Police Major
General.
Note: For a period of 5 years from the effectivity of RA No. 11279, the PNPA
shall continue to accommodate cadets for the BJMP and BFP. Provided, that
this period may be extended by the PNP upon the request of the BJMP and
BFP in case the PPSC is still not able to provide education and training required
by the 2 bureaus. Pursuant thereto, the DILG, in consultation with the PPSC, is
hereby authorized to create a separate academy for the BJMP and BFP.
Thereafter, the PNPA shall produce graduates who will exclusively join the
PNP.

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PNP Trainings and Courses

1. Specialized Training. This training covers the administrative, technical, and
operational aspects of the organization (Investigation, Intelligence, Operations,
Human Resource, Logistics, Comptrollership, and Police Community
Relations). The main objective of these training programs is to provide essential
knowledge and specialized skills in the administrative, technical, and
operational fields of police service to ensure the effective and efficient
discharge of their duties and responsibilities as members of the organization.
These programs will also help instill discipline, integrity, and proper work ethics
required to be professional police public servants. The specialized courses are,
but not limited, to the following:
a. Public Safety Investigation and Detection Course
b. Public Safety Traffic Investigation Course
c. Public Safety Narcotic Investigation Course
d. Public Safety Criminal Investigation Course
e. Basic Internal Security Operations Course

2. Mandatory Training. These are Career Courses being offered by the PPSC,
composed of different courses required to be undertaken by all PNP uniformed
personnel based on their rank. It is a requirement for promotion of PNP
uniformed personnel for their professional growth and career advancement. It
is composed of a ladderized courses or progressive-type of training.
a. For the Police Commissioned Officers
1. Public Safety Officer Senior Executive Course (PSOSEC) – at least
Police Lieutenant Colonel in rank in permanent position; at least 3 years
Time-in-Grade (TIG); and Graduate of PSOAC or its equivalent.
2. Public Safety Senior Officer Advance Course (PSOAC) – at least
Police Captain in rank; at least3 years TIG; and Graduate of PSOBC.
3. Public Safety Officer Basic Course (PSOBC – Lateral Entrants)
formerly Public Safety Officers Orientation Course (PSOOC) – at
least Police Lieutenant in rank; and at least 3 years TIG.
4. Field Training Program (FTP)

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PCOs cannot be accepted to a higher level of training course without

satisfactorily completing the mandatory training requirement. In other words,
adjusted Police Lieutenant Colonel without PSOAC are not allowed to take the
PSOSEC without satisfactorily completing the PSOAC, while adjusted Police
Major CINSP without PSOBC are not allowed to take the PSOAC, without
satisfactorily completing the PSOBC.
b. For the Police Non-Commissioned Officers
Based on the PNP Circular No. 99-012 dated September 13, 1999,
provides for the following mandatory courses/training for PNCO:
1. Public Safety Basic Recruit Course (PSBRC)
2. Public Safety Field Training Program (PSFTP)
3. Public Safety Junior Leadership Course (PSJLC)
4. Public Safety Senior Leadership (PSSLC)
5. Public Safety Officer Candidate Course (PSOCC)

3. Foreign-Assisted Training. Foreign training is designed to bring together a

combination of participants from various countries to share expertise and impart
knowledge. Foreign-Assisted Training offers both in country and abroad training
programs conducted by various sponsoring countries. These trainings aim to
foster diplomatic relations between nations and seek to promote cooperation
and communication between foreign law enforcement personnel and foster
capacity building development. It is classified into two categories:
a. Abroad/Overseas Training Program – this refers to sponsors from different
countries; offers a wide variety of learning opportunities like training, seminar,
study grant, research, observation tour and other related mission conducted at
the host country. Invitation from other countries also includes the participation
of PNP personnel in international sports, cultural, and religious activities.
b. In-Country Training Program – it refers to various countries composed of
different organizations and foreign counterparts are working in partnership with
the PNP to create a variety of police training and capacity building development
programs throughout the country. Most of the sponsoring countries focus their
initiatives on building the PNP’s law enforcement capacity giving premium on
terrorism, counterintelligence, and Chemical, Biological, Radiological and
Nuclear Defense (CBRN) related trainings.

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Assessment

Chapter 2, Lesson 5 Practical Exercises

Learning Exercise I. Modified Identification (10 pts.). Spell out the following
acronyms.

1. PPSC-
2. PNPA-
3. NPTI-
4. NFTI-
5. NPC-
6. NFSTI-
7. NJMPTI-
8. BJMP-
9. BFP-
10. DILG-

Learning Exercise II. Enumeration (20 pts.). Enumerate the following:

1. Training courses for the Police Commissioned Officers.

a.
b.
c.
d.

2. At least six power and functions of the PPSC.

a.
b.
c.
d.
e.
f.

3. Based on the PNP Circular No. 99-012 dated September 13, 1999, provides
for the following mandatory courses/training for PNCO.
a.
b.
c.
d.
e.

4. Specialized training in the PNP.

a.
b.
c.
d.
e.

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Learning Exercise III. Essay/Elaboration (30 pts.). Answer the following

questions or statements (use separate sheet or paper). (5pts. each)

1. What is the difference of specialized from mandatory training in the PNP?

3. Explain why training should be mandatory not voluntary?

4. Explain why PCOs should be accepted to a higher level of training course

without satisfactorily completing the mandatory training requirement?

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LESSON 6
PNP PRINCIPLES, DOCTRINES, LEADERSHIP, AWARDS AND
DECORATION

Pre-discussion
The lesson provides primary doctrines that governs the PNP
organization particularly on their day-to-day activities. This doctrine helps to
established their operational procedures, criminal investigation manuals and
other guidelines set forth in the organization. The observance of the
fundamental principles in law enforcement to avoid any violations of human
rights. It highlights also the different basic principles observed in the PNP
organization and the most important factor for a successful organization is the
nature of leadership being applied by the superior officer, the practice of
personal traits and skills of a leader. Lastly, in every organization particularly in
the PNP they recognized the achievements of their personnel like the acts of
gallantry or heroism, skills and etc. through giving of awards and decoration,
one of the highest award given to the PNP personnel is the medalya ng
kagitingan or PNP medal of valor. Indeed, this kind of practiced can help and
give direction in every successful organization.

What to expect
At the end of the lesson, the students can:
1. discuss the nature of PNP doctrines applicable within the organization;
2. explain the principles of the PNP organization;
3. discuss the leadership and development in the PNP; and
4. identify the different awards and decoration in the PNP organization.

Lesson Outline

PNP Doctrines
PNP Primary Doctrines
1. Fundamental Doctrine. It states that basic principles, policies and bases in
planning, organization and management of the PNP in support of the PNP

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vision, mission and strategic action plan towards the attainment of the national
objectives. This manual shall be the primary manual of the PNP.

2. Ethical Doctrine. It defines the fundamental principles governing the rules

of conduct, attitude, behavior and ethical norms of the PNP.

PNP Secondary Doctrines

1. Operational Doctrines. They consist of principles and rules governing the
planning, organization, direction and employment and deployment of PNP
forces in the accomplishment of basic security operational mission in crime
prevention and solution, law enforcement, public safety and security. These are
published in separate manuals. Operational Doctrines (PNP Operational
Manuals) are, but not limited, to the following:
a. PNP Police Operational Procedures
b. Criminal Investigation Manual
c. Field Manual on Forensic Investigation, and others.

2. Administrative Doctrines. Provides guidance on the accomplishment of

general administrative functions or tasks of the PNP. They set guidelines,
formats or general policies that must be followed in accomplishing periodic
administrative tasks. PNP Administrative Doctrines/Manuals are, but not
limited, to the following:
a. Doctrine on Administrative Issuances
b. Doctrine on PNP Issuances
c. Doctrine on Classified Information
d. Doctrine on Complete Staff Work, and others.

3. Functional Doctrines or Administrative and Operations Manuals. They

provide guidance for routine operational and administrative functions of each
unit in its fields of interest. They cover the operational, administrative and
technical fields that are functionally relevant to the PNP unit concerned.

4. Complementary Doctrine. It refers to manual jointly formulated by two or

more bureaus/agencies/organizations in order to effect a certain operation.

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With regard to Public Safety and Peace and Order, this essentially involves
inter-agency collaboration with: the BJMP, BFP, PPSC, NBI and other law
enforcement agencies (LEAs) other than the PNP.

5. Best Practice Doctrine/Manual. This manual features an initiative, activity,

technique or method adopted outside the usual routine or procedural
requirement of police operations/administration that has been proven to deliver
desired results and leads to the fulfillment of certain police objectives. Best
practices are sourced from field experiences, practices and researches which
when applied uniformly produce almost the same results or outcomes at a
particular time. This objective of adopting best practices is find and adopt “best
ways of doing things” that have already proven to achieve desired results. Best
practices usually become part of standard procedures when already adopted
at a national scale and mainstreamed as a policy for wider adaptation such as,
but not limited to, the following:
a. Regional Peace and Order Councils
b. Barangay Peacekeeping Operations thru Barangay Peacekeeping
Action Teams
c. Crime Mapping System and others.

PNP’s Fundamental Principles of Law Enforcement

The consistent application of fundamental principles in law enforcement
is necessary to avoid human rights violation and maintain respect of the
profession. Thus, PNP members must be guided by the following principles of
Robert Peel in 1829:
1. The basic principle for which the police exist is to prevent crime and
disorder.
2. The ability of the police to perform their duties is dependent upon the
public approval of police actions.
3. Police must secure the willing cooperation of the public in voluntary
observance of the law to be able to secure and maintain the respect of
the public.
4. The degree of cooperation of the public can be secured diminishes
proportionately to the necessity of the use of physical force.

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5. Police seek and preserve public favor not by catering to public opinion
but by constantly demonstrating absolute impartial service to the law.
6. Police use physical force to the extent necessary to secure observance
of the law or to restore order only when the exercise of persuasion,
advice and warning is found to be insufficient.
7. Police, at all time, should maintain a relationship with the public that
gives reality to the historic tradition that the police are the public and the
public are the police; the police being only members of the public who
are paid to give full-time attention to duties which are incumbent on every
citizen in the interests of the community welfare and existence.
8. Police should always direct their action strictly towards their functions
and never appear to usurp the powers of the judiciary.
9. The test of police efficiency is the absence of crime and dishonor, not
the visible evidence of police action in dealing with it.

PNP Powers and Functions

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 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;
6. Issue licenses for the possession of firearms and explosives in
accordance with law;
7. 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
8. Perform such other duties and exercise all other functions as may be
provided by law (sec. 24, RA 6975).

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9. To better achieve the goals of a highly efficient and competent police

force, the PNP shall have administrative and operational supervision and
control over the PNPA and NPTI, formerly known as the Philippine
National Training Center (PNTC).

PNP Collateral Functions

A collateral function of the PNP is always in collaboration with other law
enforcement agencies and police volunteers. They are:
1. To maintain forces and establish police volunteers to sustain the need
of law enforcement;
2. To maintain readiness in mobile forces and police volunteers, trained
and equipped for employment in emergencies;
3. To provide adequate, timely and reliable intelligence for use by the PNP,
and in assistance to other agencies;
4. To organize, train and equip a force for assignment to an insurgent
affected area;
5. To prepare and submit badges to NAPOLCOM Chairman for the PNP
units and offices; justify before the competent authority budget request
as approved by NAPOLCOM; and administer funds for maintaining,
equipping and training the forces of the Police Regional Offices (PROs)
including the National Support Units;
6. To conduct research and develop doctrines, procedures, tactics,
techniques, develop and procure weapons, equipment and supplies
essential to the fulfillment of the functions assigned;
7. To develop, supply and maintain police camps/bases and other
installations including lines of communication;
8. To assist other law enforcement agencies when
called/requested/directed;
9. To support the AFP through information gathering and performance of
its ordinary police functions, on matters involving the suppression of
insurgency;
10. To support the AFP in combat operations involving the suppression of
insurgency and other serious threats to national security.

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PNP Law Enforcement Operations

1. Service of Warrant of Arrest
2. Implementation of Search Warrant
3. Enforcement of Visitorial Powers of the CPNP and Unit Commanders
4. Anti-Illegal Drug Operations
5. Anti-Illegal Gambling Operations
6. Anti-Illegal Logging Operations
7. Anti-Illegal Fishing Operations
8. Anti-Carnapping Operations
9. Anti-Cyber Crime Operations, and similar operations that are conducted
to enforce laws, statutes, executive orders, and ordinances.

Principles of the PNP Organization

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. Every police
officers should play a part in the attainment of the objectives with a minimum
cost.
2. Principle of Organizational Efficiency. An 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 of unsought consequences or
costs.
This principle requires that, in order that the PNP organization is
effective, it must be structured in a certain manner to accomplish the objectives
with a minimum cost.
3. The Scalar Principle (Chain of Command). It prescribes the vertical
hierarchy of organization. It defines an unbroken chain or scale of units from
top to bottom describing explicitly the flow of authority. This principle demands
the following conditions to achieve effective coordination:
a. Unity of Command. It defines a hierarchical system in which a
subordinate is accountable to one and only one immediate superior. This
is indispensable to achieve effective coordination. Any violation to this

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principle undermines authority, jeopardizes discipline, disturbs order and

threatens stability in the organization.
b. Span of Control. This relates to the number of subordinates a superior
can effectively supervise. There is no exact mathematical ration in
superior-subordinate relationship. A satisfactory span of control is
instead determined by the 4 factors combined:
1. Managerial ability of superior.
2. Effectiveness of organizational communication system.
3. Effectiveness of management control exercised over operations.
4. Organization philosophy on centralization versus decentralization of
authority and function.
c. Delegation of Authority. Scalar process refers to the growth of the
chain of command resulting in the creation of additional levels in the
organization structure. Span of control necessitates delegation of
authority.
4. Functional Principle. Prescribes the horizontal growth of the organization.
The growth referred to here is applicable to the line as well as to the emergence
of staff functions in organizations. The dynamic foundation of the functional
process is called the division of labor. It simply means the breaking up of work
units to achieve specialization. As the organization grows, the job must be
divided so that it won’t become so inclusive to an extent that it could hardly be
performed. Such division must be defined to identify clear areas of
specialization. The division of work will support the operation performance of
the organization.
5. Line and Staff Principle. Organizations must provide an orderly
arrangement of functions so that objectives can be accomplished effectively.
The line and staff principle provide two basic structures in organization:
a. the line structure, and
b. the staff structure.
A line organization refers to the direct accomplishment of objectives.
The staff on the other hand, refers to organizations operating in an advisory or
facilitative capacity. Another viewpoint contends that those having relative
unlimited authority over those to whom orders are given are considered line

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officials while those having authority restricted to their functional area are called
staff officials.
6. Directorial Staff Principle. Prescribes the directional authority of the
Directorate in the national and regional levels and other equivalent units.
7. Principle of Balance. In every structure there is a need for balance. The
application of principles or techniques must be balanced to ensure the overall
effectiveness of the structure in meeting the organization’s objectives.
8. Principle of Delegation. Authority delegated to all individual managers
should be adequate to ensure their ability to accomplish the expected results.
9. Principle of Absoluteness of Responsibility. The responsibility of
subordinates to their superiors for performance is absolute, and superiors are
accountable for their subordinates’ activity.
10. Principle of Parity of Authority and Responsibility. The responsibility for
actions cannot be greater than that implied by the authority delegated, nor
should it be less.
11. Authority-Level Principle. Maintenance of intended delegation requires
that decisions within the authority of individual commander should be made by
them and not be referred upward in the organization structure.
12. Principle of Flexibility. Means that the more flexible the organization, the
more it can fulfill its purpose.
13. Principle of Leadership Facilitation. The more an organization’s structure
and its delegation of authority enable leaders/commanders to design and
maintain an environment for performance, the more they will help the leadership
abilities of those in command.
If the authority allocation and the structural arrangements create a
situation in which heads of department tend to be looked upon as leaders and
in which their task of leadership is aided, organization structuring has
accomplished an essential task.

Broad Bases of PNP in Organizing Units of the Command

1. Area Basis. Organization according to area is defined as the grouping of
subordinate units or elements under a commander who is made responsible by
higher authority for some continuing operations within a specified geographic
area. Reasons for organizing on area basis are:

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a. To provide centralized directions among units within the area;

b. To provide a medium of coordination between higher levels of the
command and the command organization itself in the area;
c. To establish the specific responsibility of the commander;
d. To maximize coverage of the overall command, thus enabling it to
accomplish its missions and functions more effectively; and
e. To serve as an integrative force for all units within the area.

2. Functions Basis. Organization according to function is defined as the

grouping together of subordinate units or elements under a commander who is
charged with specific functions without respect to any geographic area.
Reasons for organizing on functions basis are:
a. To obtain expeditious performance of a given task or solution to a given
problem without restriction to a given geographic area;
b. To achieve concerted actions toward the accomplishment of objectives
by avoiding overlapping or duplication of functions;
c. To fix responsibility to a specific functional area; and
d. To effect proper coordination for specialized logistics support required
for particular operations.
In some instances, organizations are created on the bases of both area and
function depending on the nature of missions and responsibilities confronting
the commander.

3. Clientele Basis. Under special circumstances, organizations, maybe

established to serve a particular sector of the client public. Such organizations
are created on a clientele basis usually without respect to geographical area or
to functions for which they have been specifically dedicated. Normally, these
organizations are also created with respect to work processes to effect
satisfactory service to public demands. Reasons for organizing on a clientele
basis are:
a. To concentrate on a specific service required by client;
b. To fix the responsibility of the commander;
c. To make the organization responsive in delivering its assigned tasks.

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4. Work Process Basis. Organization on the basis of work process means the
grouping together of subordinate units or elements primarily trained to practice
a given or related job. Reason for organizing on the basis of work processes
are:
a. To maximize utilization of up-to-date skill derived from training;
b. To obtain more effective coordination as a result of homogenous
training and skill; and
c. To make the organization responsive in delivering its assigned tasks.

5. Contingency Basis. Organization on the basis of contingency means the

creation of a contingent small unit in a short-term period comprising the organic
elements tactically organized to address a specific situation or phenomenon
occurring in the area of responsibility. Reasons for organizing on the basis of
contingency are:
a. To maximize utilization of existing elements whose expertise or
technical knowledge are needed and applicable;
b. To obtain facts and immediate solution of the existing problem by which
the unit was tactically organized; and
c. To support generally the organization of various bases as mentioned
above.
The nature of the missions, functions and responsibilities assigned to a
command organization determine which basis should apply in its creation. The
boundaries of these bases when applied are vague. In any case, however, the
more dominant reason should be considered

Leadership and Development in the PNP

To any organization, like the Philippine National Police, nothing could be
more important than the responsibility for leadership and its development. The
PNP recognizes this fact, for without leadership, it is a muddle of men,
weapons, and machines. Nothing but leadership can bind together the officers
and men and motivate them towards goals. The Commander’s functions of
planning, organizing, directing, controlling and deciding become dormant and
meaningless until he triggers the power of leadership among his men and
guides them toward the accomplishment of his mission.

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Personal Traits of a PNP Leader

1. Intelligence. Leaders usually possess higher intelligence than the average
of his followers. The difference may not be so great but still it normally exists,
he needs an excellent analytical ability and communication capacity to tackle
the board problems and complicated relationships in organizations.
2. Social Maturity and Breadth. A leader usually has broad interests and
activities. He is emotionally matured and possesses a high frustration tolerance.
His anti-social tendencies are at a minimum and he prudently displays a
reasonable self-assurance and self-respect.
3. Inner Motivation and Achievement Drives. A leader has a strong personal
motivation to keep on accomplishing things. He is an adviser. After reaching
one goal he strives to attain a higher level of goal to satisfy his inner drives. He
always keeps in mind that the essence of leadership is the acceptance of
responsibility.
4. Human Relations Attitude. A leader preserves and develops a healthy
respect for people. He maintains the dignity and mutual interest among his
followers realizing that the job is always done through them. He approaches
problems and identifies solutions in consultation with the people involves. In
short, he is a subordinate-oriented leader.

Leadership as Role Behavior

1. Strong leadership has become increasingly evident that it is the result of an
effective role behavior. Leadership is tangibly shown by a person’s acts more
than by his traits. It is true that traits considerably influence acts but so do the
subordinates, goals, and the environment where the acts occur. In short, there
a number of variables highly influencing the acts of a leader.
2. Leadership therefore is a role behavior which unites and stimulates
subordinates toward particular objectives in particular environment.
3. In his role behavior, leaders use three different skills. In application, these
skills are interrelated and used in combinations, they are:
a. Technical Skills. It refers to knowledge or proficiency in any types of
process. A leader deals with things.

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b. Human Skills. It refers to the ability to interact effectively with people

and exhort teamwork or cooperation. A leader is concerned about the
people.
c. Conceptual Skills. It refers to the ability to deal with long-range, broad
relationships and other attractions. A leader deals with ideas.

PNP Leadership Functions in Practice

1. Arbitrating. In every organization, conflict among members often arises. An
effective leader will resolve such disagreement by arbitrating or making a
decision on the matter. While it is always expected that the leader will make the
right decision, it becomes more important that his decisions redounds to making
the organization more productive and efficient.
2. Suggesting. A skillful leader applies the power of suggestion to retain
decisions and allow him to preserve his dignity. In this manner, a subordinate
felt empowered compared to being given a direct order.
3. Supplying Objectives. A leader usually supplies the objectives of the
organization by clearly defining them. This enables the subordinate to work
together towards it. Normally, organizational objectives do not appear
automatically and therefore unknown to members of the organization. Thus, it
must be supplied by the leader together with suitable objectives and measures
of performance.
4. Catalyzing. In organizations, some kind of force is needed to stir
subordinates into action. A leader must provide that force. When he does, he is
acting as a catalyst.
5. Providing Security. One very important factor to members of an
organization is personal security. A leader can provide a large measure of
security by maintaining stability under pressure or assuming a positive or
optimistic attitude even in the face of adversities. A leader challenged by
difficulties yet exhibits a positive attitude can contribute to a successful
leadership. Subordinates under this kind of leadership tend to assimilate the
attitude of their leader.

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6. Representing. A leader represents the entire organization. He serves as its

symbol. As such, the impression he creates impacts the image of the
organization he represents.
7. Inspiring. Subordinates work more productively when their leader gives
them due recognition on their job. When they are inspired, they work more
enthusiastically towards the accomplishment of organizational objectives. A
leader must let his subordinates know that their work is worthwhile and
important.
8. Praising. Being considered as important in an organization is a human need
of every subordinate. A leader can satisfy this need not by an empty flattery but
by a sincere pat on the back for a job well done. This will make subordinates
pleased and more involved in his work.

PNP Awards and Decorations

Difference between Awards and Decorations
Award refers to anything tangible granted to an individual in recognition
of acts of gallantry or heroism, meritorious service or skill and proficiency while
Decoration refers to a piece of metal/material representing an award.

Operational Awards
1. Medalya ng Kagitingan (PNP Medal of Valor). It is awarded to any police
officer who acted with conspicuous gallantry and intrepidity at the risk of life and
limb above and beyond the call of duty just like any of the following acts:
a. A member of the PNP must perform in action a deed of personal bravery
and self-sacrifice above and beyond the call of duty so conspicuous as
to distinguish himself clearly above his comrades in the performance of
more than ordinary hazardous service; or
b. In case of actual combat with armed enemies, this award may be given
only if the enemy force is so overwhelming as compared to the
government troops.
Note: The approving authority is the President of the Republic of the
Philippines.

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Entitlement of a Medal of Valor Awardee

The widow/widower and/or dependents of the awardee, as the case may
be, shall be entitled to the following:
a. Precedence in employment in government agencies or government
owned and controlled corporations: Provided, that the awarded or his/her
dependent also meet the job qualifications or requirements;
b. Priority in the approval of the awardee’s housing application under
existing housing programs of the government;
c. Priority in the acquisition of public lands under the Public Land Act and
preferential right in the lease of pasture lands and exploitation of natural
resources;
d. Privilege of obtaining loans in an aggregate amount not exceeding Five
hundred thousand pesos (P500,000.00) from government-owned or
controlled financial institutions without having to put up any collateral or
constitute any pledge or mortgage to secure the payment of the loan;
e. Twenty (20%) percent discount from all establishments relative to
utilization of transportation services, hotels and similar lodging
establishments, restaurants, recreation and sports centers and purchase
of medicine anywhere in the country. Provided, that private
establishments may claim the cost as tax credits;
f. Twenty (20%) percent discount from on admission fees charged by
theaters, cinema houses and concert halls, circuses, carnivals and other
similar places of culture, leisure and amusement. Provided, that
aforementioned establishments may claim the cost as tax credits; and
g. Free medical and dental services and consultation in hospital and clinics
anywhere in the country. Provided, that private hospitals and clinics may
claim the cost of services as tax credit;
h. Exempted from the payment of tuition and matriculation fees in public
or private schools, universities, colleges and other educational
institutions in any pre-school, baccalaureate or post-graduate courses
such as or including course leading to the degree of Doctor of Medicine
(MD), Bachelor of Laws (LLB), and Bachelor of Science in Nursing (BSN)
or allied and similar courses.

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2. Medalya ng Kabayanihan (PNP Distinguished Conduct Medal). It is

awarded to any police officer who acted with conspicuous courage and gallantry
in the face of an armed enemy in a combat situation wherein the enemy force
is greater than the government troops just like any of the following
circumstances:
a. The enemy force is superior than the government troops by at least 21
combatants; or
b. The act or acts of heroism should be notable and involving risk of life so
extraordinary as to set him apart from his comrades;
c. Any operation accomplishment not warranting the Medalya ng
Kagitingan.
Note: The approving authority is the Secretary of DILG.

3. Medalya ng Katapatan sa Paglilingkod (PNP Distinguished Service

Medal). It is awarded to any police officer who acted under any of the following
conditions or circumstances:
a. An exceptional performance of major responsibility duly recognized as
such by the service; or
b. An officer holding the position of TDCA, TDCO, D-Staff, RD, PRO and
D, NSU for at least 1 year and is retiring from the service or due for relief
but slated for an equivalent or higher position.
Note: The approving authority is the Secretary of DILG.

4. Medalya ng Katapangan (PNP Bravery Medal). It is awarded to any police

officer who acted with gallantry in action not warranting the Medalya ng
Kagitingan or Medalya nf Kabayanihan just like any of the following
circumstances:
a. The enemy force must be superior than the police personnel; or
b. The enemy must be superior that the government troops during the
actual combat by at least 8 but not more than 20 combatants.
Note: The approving authority is the Chief of the PNP.

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5. Medalya ng Katangitanging Gawa (PNP Outstanding Achievement

Medal). It is awarded to any police officer who acted under any of the following
conditions or circumstances:
a. For distinguished or extraordinary achievement or service in the
advancement of science, socio-economic, technical and/or police
related to public service of the highest order;
b. For excelling in the field of sport, schooling and other competitions held
abroad besting participants from other country by occupying the topmost
slot or position; or
c. For excelling in the performance of the highest position in any
international body or organization.
Note: The approving authority is the Chief of the PNP.

6. Medalya ng Pambihirang Paglilingkod (PNP Special Service Medal). It is

awarded to any police officer who acted under any of the following conditions
or circumstances:
a. For eminently meritorious and invaluable service in the field of police
operations while in position of major responsibility. The performance of
duty must be such as to merit recognition by the service as exceptional;
b. An officer holding the position of TDCA, TDCO, TCDS, D-Staff, PD and
CD for at least 1 year in position.
c. The position of Deputy D-Staff, D-PRO and D-NSU, Ex-O D-Staff, PD
and CD for at least 1 year in position.
Note: The approving authority is the Chief of the PNP.

7. Medalya ng Kadakilaan (PNP Heroism Medal). It is awarded to any police

officer who acted under any of the following conditions or circumstances:
a. For heroism not involving conflict with an armed enemy; or
b. Acts of heroism not warranting the Medalya ng Katapangan.
Note: The approving authorities are the Chief of the PNP or Regional Directors
or Directors of National Support Units.

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8. Medalya ng Katangitanging Asal (PNP Outstanding Conduct Medal). It

is awarded to any police officer who acted under any of the following conditions
or circumstances:
a. For heroic acts by the individual while in action involving actual conflict
with an enemy in a crime situation wherein the enemy force is greater
than the government forces by 1 to 7 combatants; or
b. Lifesaving situation, distinguishing himself conspicuously by gallantry
and intrepidity at the risk of life above and beyond the call of duty.
Note: The approving authorities are the Chief of the PNP or Regional Directors
or Directors of National Support Units.

9. Medalya ng Papuri (PNP Commendation Medal). It is awarded to any

police officer who acted under any of the following conditions or circumstances:
a. Participation in a successful operation in supporting capacity; or
b. For other operation accomplishments not warranting the Medalya ng
Kagitingan.
Note: The approving authorities are the Chief of the PNP or Regional Directors
of National Support Units.
Note: The original total of medals of PNP was 22 categorized into Operational,
Administrative, and Miscellaneous awards as provided by NAPOLCOM MC No.
93-018. However, due to significant increase in the issuance of medals with
corresponding grant of leave credits which resulted in the huge budgetary
obligation for the payment of Terminal Leave Benefits of retiring PNP uniformed
personnel and to avoid confusion in the assessment as to what appropriate
medal shall be granted. The NAPOLCOM MC No. 93-018 was amended by MC
No. 2006-003 reduced the number of medals.

What is Posthumous Award?

It refers to award of medal(s) made the following the death of the person
being honored in the same manner they are made for a living person except
that the orders and citations will indicate that the award is being made
posthumously. In case an individual who is distinguished dies before the
making of an award to which he may be entitled, the award may nevertheless

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be made and the medal, star, bar, or other emblem or device, may be presented
within three (3) years from date of the act justifying the award thereof, to such
representative of the deceased as the Chief, PNP may designated. Eligible
classes next of kin are, in the order of precedence, widow or widower, eldest
son, eldest daughter, father, mother, eldest brother, eldest sister, or eldest
grandchild.

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Summary
The Philippine National Police was the primary law enforcement agency
tasked to maintain peace and order in the country, effect an arrest and
apprehend law violators. The PNP organization is created under RA No. 6975,
as amended, which includes their different procedures on appointment,
promotion, retirement, and the adherence of attrition system. Moreover, the
NAPOLCOM is responsible to administratively and operationally supervised the
PNP as stipulated in the statute. The organization itself has created the
mechanism that pertains to the disciplinary measures, administrative and
criminal offenses, and provides penalties for any violations committed by their
personnel. The Internal Affairs Office (IAS) is tasked to conduct summary
hearing against PNP personnel, and Peoples Law Enforcement Board (PLEB)
is responsible for any complaints from citizen against erring member of the PNP
organization.
Further, the Local Government Executives (LCEs) is tasked also to
exercise operational supervision and control over the PNP and other similar
functions as mandated under the law, this includes the governors or mayors.
On April 12, 2019, the RA No. 11279 (Act Transferring the PNPA and National
Police Training Institute (NPTI) from the PPSC to the PNP that provides the
following: The Philippine Public Safety College (PPSC), Philippine National
Police Academy (PNPA), and National Police Training Institute which are
responsible for education and training courses among personnel of PNP, BFP,
and BJMP. Finally, chapter 2 provided the discussion about the different
doctrines applicable in the organization, the PNP organizational principles, the
leadership style and traits as a leader, and also mentioned that the organization
has provided some awards and decoration for every achievement of their
personnel wherein medal of valor was identified as the highest award and rarely
to their personnel who performed exceptional performance beyond the call of
duty.

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Assessment

Learning Exercise I. Identification (10 pts.). Identify the terms being referred
to by the statements below. Write your answer on the space provided before
each number.

_________1. It refers to the process of dividing works guided primarily by the

break-up of work into its fundamental components and increase specialization
at the lower levels of command.

_________2. It refers to the grouping of functions when setting up the structural

framework of an organizational unit oriented towards the accomplishment of the
goals of the whole organization.

_________3. Authority should be as minimal as possible so that the chain of

command will be short. This can be done by eliminating all unnecessary
intermediate levels of authority provided that the span of control will not be
unreasonably wide. The statement refers to:

_________4. This doctrine consists of principle and rules governing the

planning, organization, direction and employment and deployment of PNP
forces in the accomplishment of basic security operation mission in crime
prevention and solution, law enforcement, public safety and security.

_________5. It states that a subordinate should be responsible to only one

commander only.

_________6. This personal trail tell a PNP leader have to maintain the dignity
and mutual interest among his followers realizing that the job is always done
through them.

_________7. The limits of effective supervision should be observed on the

basis of the nature of the work, the capabilities of commanders and
subordinates, organizational communication system and physical lay-out of the
organization. The statement refers to:

_________8. It means that for every responsibility there should always be a

commensurate authority and vice-versa to specify limits of power to avoid its
abuse.

_________9. It pertains to the ability to interact effectively with people and

exhort teamwork or cooperation.

_________10. It refers to anything tangible granted to PNP member in

recognition of acts of gallantry or heroism, meritorious service or skill and
proficiency.

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Learning Exercise II. Enumeration (15 pts.). Enumerate the following:

1. At least five benefits of the window/widower and/ or dependents of a Medal

of Valor awardee.
a.
b.
c.
d.
e.

2. At least five PNP awards.

a.
b.
c.
d.
e.

3. At least five personal traits a PNP leader must possess.

a.
b.
c.
d.
e.

Learning Exercise III. Essay (20 pts.). Answer the following statements (use
separated sheet of paper). (5pts. each)

1. Select at least 2 PNP’s Fundamental Principles of Law Enforcement and

explain or discuss.

2. Differentiate award from decoration.

3. Explain the importance of the Principles of the PNP Organization.

4. Explain why there is a need for the PNP organization to grant award to its
members.

Learning Exercise IV. Performance Task (15pts.). Make a photo compilation

of at least 5 PNP awards. (3 pts. each)

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References
Department of the Interior and Local Government Act of 1990, Republic Act No.
6975. (1990).

Medina, R. (2006). Personnel and Human Management. (1st ed.). Manila. Rex
Book Store.

Soriano, O. (2010). Personnel and Records Management: Strategies and

Systems. Quezon City. Great Books Publishing.

The Philippine National Police. (2017). Retrieved from

https://phdessay.com//the-philippine-system/.

Tradio, C. (1994). Law Enforcement: Philippine Criminal Justice System.

Quezon City, Philippines. Central Professional Books, Inc.

Manwong, R.K. (2010). Dynamics of Law Enforcement and Public Safety

Administration. (2010 ed.). Quezon City. Wiseman’s Books Trading, Inc.

Manwong, R.K., & Delizo, D. (2006). Law Enforcement Administration. A

Textbook in Criminology. (1st ed.). RK Manwong Publications.

Padduyao, F.B. (2016). Police Organization and Administration (Law

Enforcement Administration 1). (1st ed.) Quezon City. Wiseman’s Books
Trading, Inc.

Philippine National Police Reform and Reorganization Act of1998, Republic Act
8551 (1998).

Salamanca B.H., Nabe, N.C, Langbis, M.P., Adra, MJ.Q (2020). Law
Enforcement Organization and Administration with Inter-Agency
Approach. (1st ed.). Nueva Ecija, Mindshaper Publishing House.

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Chapter 3
PNP POLICING AND INTER-AGENCY APPROACH
WITH SPECIALIZED LAW ENFORCEMENT AGENCY

Overview
This chapter presents the policing approach and models being used by
the PNP in the country towards crime prevention and solution. It further
presents the participation or collaboration of the PNP with local and
international law enforcement agencies as gesture of inter-agency relations.
Hence, the lessons included in this chapter are the following: 1) The PNPs
Crime Prevention Policing & Solution; Role of PNP in Public Safety and
Security; and PNP’s Inter-Agency Roles to Local & International LEAs.

General Objectives
1. Discuss the role of PNPs crime prevention policing and solution;
2. Discuss the role of PNP in Public Safety & Security; and
3. Explain the PNP’s Inter-Agency roles to local and international LEAs.

LESSON 1
THE PNPs CRIME PREVENTION POLICING AND SOLUTION

Pre-discussion
The PNP is the primary law enforcement agency (LEA) in the country
due to the fact that it provides various services throughout the country (national
approach) for the protection of lives and properties, ensuring public safety, and
maintaining peace and order leading towards the attainment of a comfortable
and safe place or community to live.
Of these, in order to achieve those aforesaid purposes, the PNP
performs nationwide crime prevention measures, law enforcement activities,
investigation, arrests, and other similar actions presented in this module.

What to expect
At the end of the lesson, the students can:

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1. discuss the role of PNP in crime prevention;

2. explain the basic concept of PNP’s crime prevention strategy;
3. discuss the progression of PNP’s crime preventive policing;
4. explain the PNP CSOP system component;
5. explain the role PNP and concept of crime solution; and
6. discuss the PNP’s measures of efficiency and crime reporting in solving
crime.

Lesson Outline

Role in PNP in Crime Prevention

Anchored on the concept that law enforcements’ principal objective
should be prevention, the PNP has adopted crime prevention strategies that
are responsive to the needs of the community for public safety and security. As
Sir Robert Peel theorized, “the police are the people, and the people are the
police”. Thus, crime prevention efforts must be a collaborative effort between
the police and the community that is serves.

What is Crime Prevention?

It means to prevent the commission of crimes by adopting measures that
lead to the early detection, deterrence or denial of a crime. It involves
intensifying police presence and implementing strategies that remove the
opportunities or means in committing crimes. Crime prevention is a core
function of the PNP.

Basic Concept of PNP’s Crime Prevention Strategy

Elements (Triad) of a Crime. In the commission of a crime, criminologists and
law enforcers are required by law to prove the presence of 3 elements of a
crime. They are:
1. Motive. The reason or intent of an individual to commit a crime.
2. Opportunity. The chance for an individual to commit a crime at given
space and time.
3. Means. The ability of an individual to commit crime.

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In recognizing and identifying these elements the commission of a crime

may be prevented by taking away any 1 of the 3 elements. This is the essence
of crime prevention activities.

Basic Principles in Crime Prevention

1. PNP must lead the fight against all forms of criminality, including
insurgency, by utilizing active citizen involvement and community
empowerment. While law enforcement agencies have a major role in the
prevention of crime, they cannot effectively do the job alone. Community
members must be willing to participate actively in prevention strategies.
2. Crime prevention efforts must be responsive to the unique peace and
order, cultural and economic conditions of the Philippines. It should
address all elements of crime towards a holistic approach to policing.
3. Crime prevention must be based on a thorough and accurate analysis
of demographics, crime statistics, and other related data. To be most
effective, the analysis should drive the development of a comprehensive
plan, not just isolated prevention activities. The plan should address all
constituent groups within the community, especially those groups and/or
neighborhoods at risk of criminal activity.
4. Crime prevention plans must adapt to the changing environment. It may
be achieved and complemented by the following police initiatives:
a. Increased police presence;
b. Employment of PNP Integrated Patrol System (PIPS);
c. Active Police-Community Relations (PCR);
d. Employment of force multipliers/police volunteers;
e. Pro-active police investigation and intelligence networking;
and
f. Utilization of crime data/statistics and analysis.

The Progression of PNP’s Crime Preventive Policing

The PNP policing started with Traditional Policing guided by the
principles of Sir Robert Peel – crime preventive approach. Its dynamism and
adaptiveness to the calls of change and demands of time transformed its
policing into Community and Problem Oriented (COP) design and by virtue

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of RA No. 8551, the PNP has reformed its policing system into Community
and Service Oriented Policing (CSOP), through guidelines provided by
NAPOLCOM Resolution No. 2015-342 and NAPOLCOM MC No. 2015-003
both approved in the year 2015. It strengthens and broadens the participation
of the PNP, Local Chief Executives, and the Citizens geared towards providing
better service to PNP’s clienteles – the citizens/community.

PNP Policing Progression

The PNP CSOP System Component

The PNP CSOP System Component shows that triangular approach and
three institutions that shall work together to improve proactive and problem-
solving approach by the police, local chief executives and citizenry in
addressing crime and public safety concerns (see the picture below). The
Component serves as the Input of the PNP CSOP Program Development
Framework.

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PNP CSOP System Component

What are the Basic Services? The Basic Service are, but not limited to:
1. Agriculture and Fishery
2. Community-based Forestry
3. Health services
4. Social welfare services
5. Information services
6. Solid waste disposal or environment management system.

The CSOP sought to provide better impact on law and order and crime
prevention through:
1. Improvement of Police Service Delivery. The roles of the local police are,
but not limited, to:
a. Initiate the coordination with the Mayor and other LCEs and members
of the community through conduct of home visits, weekly meetings
(pulong-pulong), etc.
b. Orient the LCEs and members of the community on the CSOP System
and solicit their support.

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c. Consult all stakeholders in identifying problems in the community.

In connection thereto, the PNP adopted the solving community problems

using the SARA Model.

SARA Model

2. Solicitation of support from Local Chief Executives. The roles of the

LCEs are, but not limited to the following:
a. Adopt effective mechanisms for better partnership.
b. Ensure assistance and support to the Integrated Area/Community
Public Safety Plan (IA/CPSP).
c. Formulate a 3-year, term-based, Peace and Order Public Safety Plan
(POPS Plan).
d. Convene the Peace and Order Council (POC) to review, update and
approve the IA/CPSP.
e. Supervise the City/Municipal POC to gather and analyze data.
f. Mandate the full cooperation of all partners.
g. Fund and implement the CSOP programs.
h. Facilitate the implementation of the CSOP programs.

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i. Designate necessary personnel- implementation of CSOP.

j. Coordinate with the NAPOLCOM.
k. Exercise additional functions and duties as may be duly authorized.

3. Strengthening of Community Partnerships. The roles of the citizenry are,

but not limited to:
a. Provide data, information and inputs to the police and local executives
on problems, issues and concerns.
b. Mobilize and organize volunteers as force multipliers.
c. Share resources and assist in the planning and implementation of
CSOP P/P/As.
d. Identify and implement community development projects.
e. Establish community problem profile.
f. Share crime prevention tips and other public safety information.
g. Initiate the conduct of regular community assembly/dialogue.
h. Assign focal person to do reporting/monitoring on CSOP activities.
i. Support and conduct fund-raising efforts.

Through the AIDA Model, the PNP and community partnership could be
strengthened.

AIDA Model

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The PNP CSOP Program Development Framework

PNP CSOP Program Development Framework

The proper implementation of the Framework would lead to the

attainment of positive police image, improvements of community relations,
peace and order, and public safety, and effective delivery of basic services are
some of its expected outcomes.

Role of PNP and Concept of Crime Solution

The primary role of the PNP in crime solution is the conduct of
investigation. Investigation is the collection facts to accomplish a threefold aim:
1. To identify the suspect;
2. To locate the suspect; and
3. To provide evidence of his guilt.

What is Crime Solution?

Crime solution is the act of investigating the crime leading to the
prosecution of its perpetrators. When crime prevention efforts fail to deny the

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commission of a crime, the police take on its other crucial role of “solving the
crime.”

A crime/case is considered “solved” when:

1. The offender/perpetrator has been identified.
2. The offender/perpetrator has been charged based on evidence.
3. The offender/perpetrator has been taken into custody.
4. The offender/perpetrator has been charged the prosecutor’s office or
court of appropriate jurisdiction.
5. Elements beyond police control prevent the arrest of the offender, as
when the victim refuses to prosecution or the death of the offender.
6. Arrest of one offender can solve several crimes or offenders may be
arrested in the process of solving crime.

A crime/case is considered “cleared” when:

1. At least one of the offenders has been identified;
2. There is sufficient evidence to charge the offender;
3. The offender has been charged in court, absent the taking of the
offender into police custody.

PNP Measures of Efficiency & Crime Reporting

Police efficiency in solving crime shall be measured through the
following:
1. Crime Solution Efficiency (CSE). The percentage of solved cases out of
the total number of crime incidents handled by the police for a given period of
time.
2. Crime Clearance Efficiency (CCE). The percentage of cleared cases out of
the total number of crime incidents handled by the police for a given period of
time.

Crime Reporting of the PNP

It is the act of reporting a crime committed by the victim or concerned
citizens to the police and other similar law enforcement agencies/institutions.

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The police unit with the territorial jurisdiction where the crime was committed
shall have the primary responsibility of recording and reporting the same.
Crime reports are compiled by the PNP and presented in the form of
crime statistics which is a mathematical measure of the level or amount of crime
prevalent in a given area at a given time. It usually refers to the figures compiled
by the police and similar law enforcement agencies to depict the picture of a
crime based on the following:
1. Crime Volume. The numbers of crime incidents committed in a given area
over a period of time which include index and non-index crimes.
2. Index Crimes. Are crimes which are serious in nature and which occur with
sufficient frequency and regularity such that they serve as in index to the crime
situation. These are the crimes of murder, homicide, physical injuries,
carnapping, castle rustling, robbery, theft, and rape.
3. Non-Index Crimes. Are violations of special laws as illegal logging or local
ordinances.
4. Crime Rate. The number of crime incidents in a given period of time for every
100,000 inhabitants of an area.
5. Average Monthly Crime Rate. Crime rate divided into the number of months
in a year.

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Assessment
Chapter 3, Lesson 1 Practical Exercises

Learning Exercise I. Identification (10 pts.). Identify the terms being referred
to by the statements below. Write your answer on the space provided before
each number.

_________1. Under the elements of crime, it refers to the ability of an individual

to commit a crime.

_________2. It refers to the number of crime incidents committed in a given

area over a period of time which include index and non-index.

_________3. These are crime which are serious in nature and which occur with
sufficient frequency and regularity such as crimes of murder, homicide, physical
injuries, carnapping, castle rustling, robbery, theft, and rape.

_________4. Under the elements of crime, it refers to the reason or intent of an

individual to commit a crime.

_________5. It refers to the act of adopting measures that lead to the early
detection, deterrence or denial to commit crime.

_________6. It involves intensifying police presence and implementing

strategies that remove the opportunities or means in committing crimes

_________7. The act of investigating the crime leading to the prosecution of its
perpetrators is known as:

_________8. Under the PNP Crime Reporting, it refers to violations of special

law such as illegal logging or local ordinances.

_________9. Under the PNP Crime Reporting, it refers to the numbers of crime
incidents in a given period of time for every 100,000 inhabitants of an area.

_________10. This involves operations geared towards protecting lives and

properties, including measure that will save lives, minimize injuries and
establish control structures for rehabilitation of the community.

Learning Exercise II. Enumeration (20 pts.). Enumerate the following:

1. Three PNP CSOP System Components

a.
b.
c.

2. At least five (5) instances in which crime/case is considered “solved.”

a.

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b.
c.
d.
e.

3. PNP Measures of Efficiency & Crime Reporting

a.
b.

4. Basic Services under PNP CSOP system

a.
b.
c.
d.
e.
f.

5. Elements of Crime
a.
b.
c.

6. At least 1 threefold aim of investigation

a.

Learning Exercise III. Essay (30 pts.). Answer the following statements (use
separated sheet of paper)

1. Explain the Community Service-Oriented Policing System.

2. Explain the Principle of Sir Robert Peel in crime prevention which states that,
“the police are the people, and the people are the police.”

3. Through the AIDA Model, how does the PNP solve community problems?
Present and discuss.

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LESSON 2
ROLE OF PNP IN PUBLIC SAFETY & SECURITY

Pre-discussion
Public safety and security involve operations geared towards protecting
lives and properties, including measures that will save lives, minimize injuries
and establish control structures for rehabilitation of the community.
Public safety and security operations likewise include enforcing
appropriate actions on disaster management that includes natural and man-
made disasters including Chemical, Biological, Radiological, Nuclear and
Explosive (CBRNE).

What to expect
At the end of the lesson, the students can:
1. discuss the roles of PNP in Disaster Risk Reduction and Management;
2. discuss the roles of PNP in public safety and security operations; and
3. discuss the role of peace and order council.

Lesson Outline

Roles of PNP in Disaster Risk Reduction and Management

The PNP is a member of the National, Regional, City and Provincial
Disaster Risk Reduction Management Council. As such, it shall perform
functions as prescribed by the council. The PNP’s inherent duty for disaster risk
reduction and management includes the following:
1. Provision of area security;
2. Search, Rescue and Recovery operations;
3. Evacuation;
4. Assistance in Relief Operations; and
5. Facilitation of Community Rehabilitation efforts.

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Roles in Public Safety and Security Operations

1. The DILG shall exercise coordination with various government
instrumentalities created for purposes of enhancing peace and order,
public safety and security.
2. The President of the Philippines shall be advised on peace and order,
public safety and security matters by the National Peace and Order
Council (NPOC) though its chairman – the SILG. The NPOC is
composed of various representative from different sectors, who by virtue
of their assigned missions and functions have a role to discharged in the
overall peace and order, public safety and security effort.
3. The President of the Philippines shall exercise control and supervision
over the Philippine National Police thru the SILG, in a dual capacity as
Chairman of the NAPOLCOM and as Head of the Department of Interior
and Local Government. As chairman of NAPOLCOM, he heads the
collegial body which exercises administrative control and supervision
over the PNP. As Secretary of the DILG, he is authorized to delegate
substantive and administrative power to any officer of rank in the
department.
4. The Chief PNP shall assume direct command responsibility over the
PNP. He shall likewise be the principal police adviser to the President,
the National Security Council and the Secretary of DILG.

Roles in the Peace and Order Council

The Peace and Order Council is recognized on the national, regional,
provincial, city and municipal levels of government constituted as follows:
1. The National Peace and Order Council (NPOC). It performs the following
functions:
a. To contribute to the strategies of the National Security Council that
would effectively respond to peace and order problems;
b. To coordinate and monitor peace and order plans;
c. To provide a forum for inter-disciplinary dialogue and deliberation of
major issues and problems affecting peace and order; and
d. To perform such other duties and functions as the President may direct.

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2. The Regional Peace and Order Council (RPOC). It is composed of the

region’s Provincial Governors, the Mayors of the Highly Urbanized Cities, the
Presidents of the Leagues of Municipalities, the regional counterparts of the
departments, offices and agencies, with the Chairman and Vice-Chairman to
be appointed by the SILG with the approval of the President from among the
members of the council. In addition, there shall be one representative of the
Mayors of the Component Cities to be chosen from among themselves.
The Chairman of the RPOC shall appoint the 3 representatives of the
private sector, upon consultation with the members of the Council and upon
acquiring appropriate security clearances. The regional counterpart of the Chief
of Staff of AFP (CSAFP) shall be the Commander of the Infantry Division.
Departments, offices and agencies with no regional and/or field offices shall not
sit in the RPOC.

3. The Provincial Peace and Order Council (PPOC). It is composed of the

provincial counterparts of the departments, offices and agencies, wherever
applicable, with the Provincial Governor as Chairman and the Vice Governor
as Vice Chairman. In addition, one representative of the Sangguniang
Panlalawigan shall be chosen by it from its members.
The Chairman of the PPOC appoints 3 representatives of the private
sector, upon consultation with the members of the council and with the approval
of the Commander of the Infantry Division and the Regional Director of the PNP.
The provincial counterpart of the CSAFP shall be the Brigade Commander or,
in the case of Palawan, the Commander of the Western Command.
Departments, offices and agencies with no provincial and/or field offices shall
not sit in the PPOC.

4. The City or Municipal Peace and Order Council (CPOC or MPOC). It is

composed of the city or municipal counterparts of the departments, offices and
agencies, wherever applicable, with the Mayor as Chairman and the Vice Mayor
as Vice Chairman. In addition, there shall be one representative of the
Sanguniang Panlungsod or Sanguniang Bayan, as the case maybe, to be
chosen by the saide Sanggunian from among its members.

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The Chairman of the CPOC or MCOP appoints 3 representatives from

the private sector, upon consultation with the members of the Council and upon
acquiring appropriate security clearances. Departments, offices and agencies
with no city, municipal, and/or field offices shall not sit in the CPOC or MPOC.

Functions of the RPOC, PROC, CPOC and MPOC

1. Provide a forum for dialogue and deliberation of major issues and
problems affecting peace and order, including insurgency;
2. Recommend measures which will improve or enhance peace and order
and public safety in their respective areas of responsibility, including ant-
insurgency measures;
3. Recommend measures to converge and orchestrate internal security
operations efforts of civil authorities and agencies, military and police;
4. Apply moral suasion to and/or recommend sanctions against LCEs who
are giving material and political support to the Communist rebels;
5. Monitor the provision of livelihood and infrastructure development
programs and projects in the remote rural and indigenous population
areas adopted to isolate them from the Communist rebels’
“Agitate/Arouse, Organize and Mobilize” and ideological, political and
organization works;
6. Perform all other functions assigned by law, the President or the NPOC;
7. The Civilian Volunteer Organizations(CVOs) shall be managed and
supervised by the respective Regional, Provincial, City or Municipal
Directors of the PNP.

Three-tiered Defense System: The PNP’s Strategy on Public Safety and

Security Operations
1. Target Hardening. Target hardening is a deliberate and planned action that
makes it difficult for the criminals/terrorist to succeed in hitting their targets.
Once the potential criminal/terrorist target is identified, government agencies,
the private sector as well as the community, must work closely together to
create a security umbrella, within the internal and external environs of the
target. If necessary, organizational and individual behavior must be modified to
mitigate the consequences of incident and crisis, and enhance linkages among

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key players. Target hardening also involves preparation to minimize waste of

lives and property as the consequence of unstoppable incident.

2. Intelligence Monitoring. Intelligence is knowing the threat and identifying

its potential targets. The community through the LCEs must have its own
intelligence activities in every village, residential and commercial areas and
elsewhere, making every citizen a vigilant watchperson. It is necessary that
suspicious persons, unusual movements or incidents and other irregular
activities be adequately monitored and reported to authorities.

3. Incident Management. Incident management refers to the sequence of

actions to be undertaken in case of disaster/disorders/crisis to mitigate their
effects and expedite the return to normalcy. In like manner, this involves
partnership among the Security Forces, LGUs and the Community. The LGEs
take the lead role and perform such acts of leadership to demonstrate control
of the situation, care of victims, justice to bear on the suspects, orderly
deployment and employment of resources and facilities and dissemination of
correct information and device on the incident. The Crisis Manager must take
the community out of the “panic and freeze” mode and help the community
spring back to normalcy.

4. Legal Offensive. It involves the efficient and well-coordinated conduct of

investigation, documentation and prosecution of all terrorism-related cases, in
coordination with the Department of National Defense (DND)/Armed Forces of
the Philippines (AFP), Department of Justice (DOJ) and the Commission on
Human Rights (CHR). It aims to coordinate all government efforts to effectively
charge, prosecute and adjudicate terrorism-related cases to ensure that
terrorist are placed behind bars.

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Assessment

Chapter 3, Lesson 2 Practical Exercises

Learning Exercise I. True or False. (20 pts.) Write True if the statement is
correct, and write False of the statement is wrong.

_________1. Incident management is a deliberate and planned action that

makes it difficult for the criminals/terrorist to succeed in hitting their targets. Ans.
False

_________2. The Chairman of the RPOC shall appoint the 3 representatives

of the private sector, upon consultation with the members of the Council and
upon acquiring appropriate security clearances. Ans. True

_________3. The PNP shall exercise coordination with various government

instrumentalities created for purposes of enhancing peace and order, public
safety and security. Ans. False

_________4. The PNP is a member of the National, Regional, City and

Provincial Disaster Risk Reduction Management Council. As such, it shall
perform functions as prescribed by the council. Ans. True

_________5. Search, Rescue and Recovery operations is one of the role of

PNP in Disaster Risk Reduction and Management. Ans. True

_________6. The Chairman of the CPOC or MCOP appoints 3 representatives

from the private sector, upon consultation with the members of the Council and
upon acquiring appropriate security clearances. Ans. True

_________7. The community through the LCEs must have its own intelligence
activities in every village, residential and commercial areas and elsewhere,
making every citizen a vigilant watchperson. Ans. True

_________8. Incident management refers to the sequence of actions to be

undertaken in case of disaster/disorders/crisis to mitigate their effects and
expedite the return to normalcy. Ans. True

_________9. Legal offensive is aim to coordinate all government efforts to

effectively charge, prosecute and adjudicate terrorism-related cases to ensure
that terrorist is placed behind bars. Ans. True

_________10. The Crisis Manager must take the community out of the “panic
and freeze” mode and help the community spring back to normalcy. Ans. True

Learning Exercise II. Essay (40 pts.). Answer the following statements (use
separated sheet of paper).

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1. Discuss the important role of PNP in disaster risk reduction and

management.

2. Explain the three-tiered defense system.

3. Explain the importance of target hardening the PNP’s strategy on public

safety and security operations.

4. Discuss the role of PNP in public safety and security operations.

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LESSON 3
PNP’s INTER-AGENCY ROLES TO LOCAL AND INTERNATIONAL LEAS

Pre-discussion
This area presents the specialized law enforcement agencies (SLEAs)
in the country; specialized under the concept that their enforcement power,
duties and functions are limited only to a particular area. However, this topic
only provided their (agencies) law enforcement functions (it did not include
history, structure, rankings, organizations and others) and PNP inter-agency
relationship to the succeeding SLEAs.

What to expect
At the end of the lesson, the students can:
1. explain the PNP and selected LEAs in the Philippines; and
2. discuss the PNP and international LEAs.

Lesson Outline

Inter-Agency
Inter-Agency or Interagency means occurring between or involving two
or more agencies. Similarly, interagency means involving or representing two
or more agencies, especially government agencies.
Interagency, therefore, means collaboration of various agencies working
together to accomplish a goal or goals. Interagency collaboration, no matter the
agency, is very important because it allows different people from different
professions and backgrounds to exchange ideas, share information, and work
together to solve important issues.

PNPs Complementary Doctrine (Manual). The PNP with regard to Public

Safety and Peace and Order, essentially practices or involves inter-agency
collaboration with: the BJMP, BFP, the PPSC, the NBI and other LEAs.
Note: Inter-agency relations of the PNP to other local or international LEAs
could be realized in the form enactment of laws, memorandum of agreement,

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memorandum of understanding and the like supported by memorandum

circulars of the NAPOLCOM in the case of the PNP.

The PNP and Selected LEAs in the Philippines

1. The National Bureau of Investigation (NBI)
The NBI was reorganized and modernized by virtue of RA No. 10867 on
June 23, 2016. The NBI is under the DOJ headed by a Director and is appointed
by the President which is equivalent to that of an Undersecretary.

Powers and Functions of the NBI, among other are:

a. Undertake investigation and detection of crimes and offenses
enumerated under Sections hereof.
b. Issue subpoena for the appearance of any person for investigation or
production of documents, through its officers from the ranks of Regional
Director to Director.
c. Acts as a national clearing house of criminal records and other related
information for the benefit of the government.
d. 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.
e. 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.
f. Request the assistance of the PNP, AFP, 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 the agency concerned.
g. Conduct intelligence operations in furtherance of the foregoing powers
and functions.

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h. Establish a modern NBI Clearance and Identification Center containing

all derogatory and criminal records and civilian identification records,
including their identifying marks and characteristics and fingerprint
database, as well as dental records.
i. Maintain, for purposes of investigative and forensic requirements of the
NBI, relevant database such as ballistic records of firearms including,
but not limited to, data ownership, possession, and other related
identifying circumstance, and Deoxyribonucleic Acid (DNA) databank.

Primary Investigative Jurisdiction of the NBI

a. Human Trafficking cases in all airports in the Philippines;
b. Extrajudicial/Extra-legal killings committed by the state’s security forces
against media practitioners and activists;
c. Killing of justices and judges;
d. Violation of RA No. 10175, otherwise known as the Cybercrime
Prevention Act;
e. Cases referred by the Inter-Agency Anti-Graft Coordinating Council
(IAGCC);
f. Violations of the Anti-Dummy Law;
g. Cases involving threat to security or assaults against the persons of the
President, Vice President. Senate President, Speaker of the House of
Representatives, and Chief Justice of the Supreme Court;
h. Transformational crimes pursuant to existing international agreements;
i. Identification of the dead/victims in case of mass fatality incidents
caused by natural disasters; and
j. Violations of commercial, economic, and financial or white-collar crimes
such as, but not limited to, those punishable under RA No. 8792 (E-
Commerce Act of 2000); RA No. 8484 (Access Devices Regulations Act
of 1998); RA No. 8293 (Intellectual Property Code of the Philippines);
RA No. 8799 (Securities Regulation Code); PD No. 1689 (Decree
Increasing the Penalty for Certain forms of Estafa); and other similar
penal statutes that may be enacted by Congress.
However, the President or the Secretary of Justice may direct the NBI to
undertake the investigation of any crime when public interest so requires.

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Inter-Agency Relationship of NBI to the PNP and other LEAs

a. Once the NBI takes cognizance of any of the aforementioned cases, the
PNP and other LEAs or investigative entities collaborate with and render
assistance to the NBI. In cases where jurisdiction is vested exclusively
and/or primarily with the PNP or other LEAs or investigating agency, the
NBI collaborates with and render assistance to the same.
b. The NBI maintains close coordination with the concerned PNP local
station before their conduct of their operations (such as raids, buy-bust,
arrests, search, etc.).
c. The NBI maintains sharing of information with intelligence value to the
PNP and other LEAs regarding activities of criminal elements.

2. Philippine Drug Enforcement Agency (PDEA)

The PDEA was created by virtue of RA No. 9165 on June 7, 2002
repealing RA No. 6425, otherwise known as the Dangerous Drugs Act of 1972.
This Act is cited as the Comprehensive Dangerous Drugs Act of 2002. The Act
also created the Dangerous Drugs Board (DDB) which is the policy-making and
strategy-formulating body in the planning and formulation of policies and
programs on drug prevention and control.
RA 9165 was amended by RA No. 10640 on July 15, 2014 to further
strengthen the anti-drug campaign of the government.
The PDEA, as the lead agency and implementation arm of the DDB is
created under the Office of the President. It shall be responsible for the efficient
and effective law enforcement of all the provisions on any dangerous drug
and/or controlled precursor and essential chemical as provided in the Act.

Powers and Duties of the PDEA, among others are:

a. Implement or cause the efficient and effective implementation of the
national drug control strategy formulated by the Board thereby carrying
out a national anti-drug campaign program which shall include drug law
enforcement, control and prevention campaign with the assistance of
concerned government agencies.
b. Undertake the enforcement of the provisions of Article II of the Act
relative to the unlawful acts and penalties involving any dangerous drug

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and/or controlled precursor and essential chemical and investigate all

violators and other matters involved in the commission of any crime
relative to the use, abuse or trafficking of any dangerous drug and/or
controlled precursor and essential chemical as provided for in the Act
and the provisions of PD No. 1619.
c. Administer oath, issue subpoena and subpoena duces tecum relative to
the conduct of investigation involving the violations of the Act.
d. Arrest and apprehend as well as search all violators and seize or
confiscate, the effects or proceeds of the crimes as provided by law and
take custody thereof, for this purpose the prosecutors and enforcement
agents are authorized to possess firearms, in accordance with existing
laws.
e. Take charge and have custody of all dangerous drugs and/or controlled
precursors and essential chemicals seized, confiscated or surrendered
to any national, provincial or local law enforcement agency, if no longer
needed for purposes of evidence in court.
f. Establish forensic laboratories in each PNP office in every province and
city in order to facilitate action on seized or confiscated drugs, thereby
hastening the destruction of the same without delay.
g. Recommend to the DOJ the forfeiture of properties and other assets of
persons and/or corporations found to be violating the provisions of the
Act and in accordance with the pertinent provisions of the Anti-Money
Laundering Act of 2001.
h. Prepare for prosecution or cause the filing of appropriate criminal and
civil cases for violation of all laws on dangerous drugs, controlled
precursors and essential chemicals, and other similar controlled
substances, and assist, support and coordinate with other government
agencies for the proper and effective prosecution of the same.
i. 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, which appear from
the package and address itself to be a possible importation of dangerous
drugs and/or controlled precursors and essential chemicals, through
online or cyber shops via the internet or cyberspace.

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j. Conduct eradication programs to destroy wild or illegal growth of plants

from which dangerous drugs may be extracted.
k. Create and maintain an efficient special treatment enforcement unit to
conduct investigation, file charges and transmit evidence to the proper
court, wherein members of the said unit shall possess suitable and
adequate firearms for their protection in connection with the performance
of their duties: Provided, that no previous special permit for such
possession shall be required.
l. Establish and maintain close coordination, cooperation and linkages
with international drug control and administration agencies and
organizations, and implement the applicable provisions of international
conventions and agreements related to dangerous drugs to which the
Philippines is a signatory.
m. Require all government and private hospitals, clinics, doctors, dentist
and other practitioners to submit a report to it, in coordination with the
Board, about all dangerous drugs and/or controlled precursor and
essential chemicals which they have attended to for data and information
purposes.
n. Initiate and undertake a national campaign for drug abuse prevention
and drug control programs, where it may enlist the assistance of any
department, bureau, officer, agency or instrumentality of the
government, including government-owned and/or controlled
corporations, in the anti-illegal drugs drive, which may include the use of
their respective personnel, facilities, and resources for a more resolute
detection and investigation of drug-related crimes and prosecution of the
drug traffickers.

Inter-Agency Relationship of PDEA to the PNP and other LEAs

The PNP, NBI, and the Bureau of Customs maintain close coordination
with the PDEA on all drug related matters. The PNP and other LEAs continue
to conduct anti-drug operations in support of the PDEA in the following
capacities:
1. The PNP, NBI and other LEAs, as far as practicable, coordinate to the
PDEA prior to anti-drug operations.

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2. The PNP, NBI and other LEAs inform the PDEA of their antidrug
operations, within twenty-four (24) hours from the time of the actual
custody of the suspects or seizure of said drugs and substances, as well
as paraphernalia and transport equipment used in illegal activities
involving such drugs and/or substances, and regularly update the PDEA
on the status of the cases involving the said anti-drug operations.
3. PNP, NBI and other LEAs may conduct raids, seizures, and other anti-
drug operations; it is valid provided it is properly coordinated to the
PDEA.
4. The PDEA establishes and maintains a national drug intelligence
system in cooperation with the PNP, NBI, and other LEAs that will assist
in its apprehension of big-time drug lords.

The PDEA may enter into a Memorandum of Agreement (MOA with the
PNP, the NBI, the Bureau of Customs and other LEAs to carry out the
implementation of the RA 9165 as amended, but shall include specific roles of
enumerated agencies in the administrative and operational matters.

Inter-Agency Relationship of PDEA, PNP, NBI and other LEAs to the

Department of Justice (Prosecution)
The PDEA, PNP, NBI, and other LEAs have the responsibility to appear
to testify as prosecution witness pertinent to dangerous drug case to which they
are involved in the operation. If after due notice, they fail or refuse intentionally
or negligently to appear as a witness for the prosecution in any proceeding,
without any valid reason, they shall be punished with imprisonment of not less
than 12 years and 1 day to 20 years and a fine of not less than P500,000.00, in
addition to the administrative liability, he/she may be mete out by his/her
immediate superior and/or appropriate body. The immediate superior of the
member of the LEA or any other government employee mentioned in the
preceding paragraph shall be penalized with imprisonment of not less than 2
months and 1 day but not more than years and a fine of not less than
P10,000.00 but not more than P50,000.00 and in addition, perpetual absolute
disqualification from public office if despite due notice to them and to the witness

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concerned, the former does not exert reasonable effort to present the latter to
the court.

3. The Bureau of Fire Protection (BFP)

The BFP was created by RA No. 6975 on December 13, 1990 but was
amended by RA No. 9263 on March 10, 2004 which was further amended by
RA No. 9592 on May 8, 2009.
The BFP which is under the DILG is headed by a Chief with a rank of
Director who shall be assisted by 2 deputy chiefs, 1 for administration and 1 for
operations by the President upon recommendation of the Secretary of DILG
from among the qualified officers with at least the rank of senior superintendent
in the service.
The BFPs mission is to prevent and suppress destructive fire; investigate
its causes; provide emergency, medical and rescue services; and enforce other
fire-related laws with the active involvement of the community.

Powers and Functions of the BFP

In general, the BFP is responsible for the prevention and suppression of
all destructive fires on buildings, houses and other structures, forest, land
transportation vehicles and equipment, ships or vessels docked at piers or
wharves or anchored in major seaports, petroleum industry installations, plane
crashes and other similar incidents, as well as the enforcement of the Fire Code
and other related laws. In short, BFP is the Fire Safety Enforcing Agency in
the Country.
Also, the BFP has the power to investigate all causes of fires and, if
necessary, file the proper complains with the city or provincial prosecutor who
has jurisdiction over the case.

The BFP and the Republic Act No. 9514

The RA No. 9514 (Revised Fire Code of the Philippines of 2008) that
repealed PD No. 1185 was approved on December 19, 2008. The Code
provided the following responsibilities of the BFP.

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Functions of the BFP in the Enforcement of this Code, among other are:
a. Support and assist fire volunteers, practitioners and fire volunteer
organizations in the country who shall undergo mandatory fire
suppression, inspection, rescue, emergency medical services and
related emergency response trainings and competency evaluations to
be conducted by the BFP. In the case of the Fire practitioners, they shall
undergo mandatory continuous professional education and competency
evaluation of their expertise, knowledge and skills in the area of fire
science, engineering and technology to be conducted by the BFP;
b. Call on the police, other law enforcement agencies, and local
government assistance to render necessary assistance in the
enforcement of this code;
c. Designate a fire safety inspector through his/her duly authorized
representative to conduct an inspection of every building or structure
within his area of responsibility at least once a year and every time the
owner, administrator or occupant shall renew his/her business permit or
permit to operate; no occupancy permit, business or permit to operate
shall be issued without securing a Fire Safety Inspection Certification
from the Chief, BFP, or his/her duly authorized representative;
d. Inspect at reasonable time, any building, structure, installation or
premises for dangerous or hazardous conditions or materials as set forth
in this Code, provided that in case of single-family dwelling, an inspection
must be upon the consent of the occupant or upon lawful order from the
proper court. The Chief, BFP or his/her duly authorized representative
shall order the owner/occupant to remove hazardous materials and/or
stop hazardous operation/process in accordance with the standards set
by this Code or its implementing rules or regulations or other pertinent
laws;
e. Where conditions exist and are deemed hazardous to life and property,
to order the owner/occupant of any building or structure to summarily
abate such hazardous conditions;
f. Require the building owner/occupant to submit plans and specifications,
and other pertinent documents of said building to ensure compliance
with applicable codes and standards; and

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g. Issue a written notice to the owner and/or contractor to stop work on

portion of any work due to absence, or in violation of approved plans and
specifications, permit and/or clearance or certification as approved by
the Chief, BFP or his/her duly authorized representative. The notice shall
state the nature of the violation and no work shall be continued on that
portion until the violation has been corrected.

Inter-Agency Relationship of BFP to the PNP and other LEAs

a. The BFP may call on the PNP, other LEAs to render necessary
assistance in the enforcement of the Revised Fire Code of the
Philippines. In this case, the PNP shall serves as security officers at the
fire scene to ensure that BFP would perform their functions without
distractions from the civilian.
b. The BFP through PNP local police stations coordinate to the PNP Scene
of Crime Operation team to process the fire scenes where deaths of
person or loos of properties occur in order to preserve pieces of
evidence.
c. The BFP coordinates to the PNP local police station investigation team
all fire incidents allegedly malicious or intentional to conduct further
investigation for the prosecution of criminals as the case may be.
d. To PNP report immediately to the BFP fire incidents reported by civilians
in order to suppress greater damages and the like.

4. The Bureau of Jail Management and Penology (BJMP)

The BJMP was created by RA No. 6975 on December 13, 1990 but was
amended by RA No. 9263 on March 10, 2004 which was further amended by
RA No. 9592 on May 08, 2009. The BJMP exercises supervision and control
overall city and municipal jails.
The BJMP which is under the DILG is headed by a Chief with a rank of
Director who shall be assisted by 2 deputy chiefs, 1 for administration and 1 for
operations with both ranks of chief superintendent, all of whom shall be
appointed by the President upon recommendation of the Secretary of the DILG
from among the qualified officers with at least the rank of senior superintendent
in the service.

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The BJMP’s mission is to enhance public safety by ensuring humane

safekeeping and development of Persons Deprived of Liberty (PDL) in all
district, city, and municipal jails for their reintegration to society.

Powers and Functions of the BJMP, among others, are:

a. Formulate policies and guidelines in the administration of all district, city,
and municipal jails nationwide.
b. Implement strong security measures for the control of inmates (PDL).
c. Provide for the basic needs of the PDL.
d. Conduct activities for the development of PDL.
e. Improve jail facilities.
f. Promote the general welfare and development of personnel.

Inter-Agency Relationship of BJMP to the PNP and other LEAs

a. The BJMP coordinate with the PNP investigation team and Scene of
Crime Operation team to conduct investigation over crimes that
happened inside the jails.
b. The BJMP may seek for additional PNP support most especially when
the BJMP transports highly dangerous PDLs or persons detained
undergoing trials.
c. The BJMP coordinates with the PNP and other LEAs for assistance in
the arrest of escapes from jail facilities.
d. In times of national emergency, all elements of the PNP, BFP, and
BJMP, upon direction of the President, assist the Armed Forces of the
Philippines in meeting the national emergency.

5. Bureau of Corrections (BUCOR)

The BUCOR was created by virtue of RA No. 10575 on May 24, 2013.
The BUCOR is attached under the DOJ. It is headed by a Director General of
Corrections equivalent to Undersecretary assisted by 3 Deputy Director
equivalent to Assistant Secretary: 1 for administration, 1 for security and
operations and 1 for reformation, all of whom are appointed by the President.
The mandates of the BUCOR is safekeeping and instituting reformation
programs to national inmates sentenced to more than 3 years. The safekeeping

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of inmates shall include decent provision of quarters, food, water and clothing
in compliance with established United Nations standards. The security of the
inmates shall be undertaken by the Custodial Force consisting of Corrections
Officers with a ranking system and salary grades to its counterpart in the BJMP.

Functions of the BUCOR, among other, are:

a. Safekeep prisoners convicted by courts 3 years and 1 day and above
to serve sentence in prison.
b. Prevent prisoners form committing crimes.
c. Provide inmates’ basic needs.
d. Ensure rehabilitation programs are made available to the inmates for
their physical, intellectual and spiritual development.
e. Develop livelihood programs to assist inmates earn a living and develop
their skills while in prison.

Inter-Agency Relationship of BUCOR to the PNP and other LEAs

a. The BUCOR coordinates with the PNP investigation team and Scene of
Crime Operation team to conduct investigation over crimes that
happened inside the prison.
b. The BUCOR may seek for additional PNP support most especially when
the BUCOR transport highly dangerous PDLs or persons.
c. The BUCOR coordinates with the PNP and other LEAs for assistance
in the arrest of escapes from prison facilities.
d. The BUCOR supports the PNP, PDEA, NBI, and other LEAs especially
in providing valuable information gathered from convicts inside prison
regarding criminal activities, criminal elements, and their cohorts outside
prison.

6. Bureau of Immigration (BI)

In the general, the functions of the BI are principally responsible for the
administration and enforcement of immigration, citizenship and alien admission
and registration laws in accordance with the provisions of the Philippine
Immigration Act of 1940, as amended (CA No. 613, as amended).

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The BI is primary enforcement arm of the Department of Justice and the

President of the Philippines in ensuring that all foreigners within its territorial
jurisdiction comply with existing laws.

Functions of the BI, among others, are:

a. Assist local and international LEAs in securing the tranquility of the state
against foreigners whose presence or stay may be deemed threats to
national security, public safety, public morals and public health.
b. Regulates the entry (arrival), stay (sojourn), and exit (departure) of
foreign nationals in the country.
c. Monitors the entry and exit of Filipino citizens in compliance with
Philippine laws and other legal procedures.
d. Issues immigration documents and identification certifications on non-
immigrant, immigrant and special non-immigrant visas.
e. Issues special permits in relation to the enforcement of immigration laws
(e.g. Special Work Permit (SWP), Provincial Permit to Work (PPW),
Special Study Permit (SSP), re-entry permits, clearances, etc.).
f. Investigates, hears, decides and executes orders pertaining to
exclusion, deportation, and repatriation of foreign nationals.
g. Implements Hold Departure Orders, Blacklist, Watchlist, Immigration
Lookout Bulletin Orders and Alert List Orders.
h. Cancels immigration documents upon violation of immigration laws and
procedures.
i. Investigates, arrests and detains foreigners in violation of immigration
regulation and other Philippine laws.

Inter-Agency Relationship of BI to the PNP and other LEAs

a. The BI may coordinate to the PNP, NBI and other LEAs on the arrest of
foreigners whom BI consider as inimical to the country.
b. The BI coordinates with the PNP, NBI and other LEAs to conduct
investigation over persons (local or foreigner) of interest and may
provide appropriate information to the BI.
c. The BI coordinates with the PNP, PDEA, NBI, and other LEAs regarding
investigation, inventory, and processing of contrabands confiscated

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upon entry of local of foreigner in the country especially to PDEA

concerning illegal drugs and the like.

7. The Bureau of Customs (BOC)

The BOC is attached to the Department of Finance established on
February 6, 1902 headed by a Commissioner, who is responsible for the
general administration and management of the bureau. Under RA No. 10863
(Customs Modernization and Tariff Act-CMTA) on June 10, 2016 it provided
new BOC functions.

Functions of the BOC, among others, are:

a. Assessment and collection of customs revenues form imported goods
and other dues, fees, charges, fines and penalties accruing under the
CMTA.
b. Border control to prevent entry of smuggled goods.
c. Prevention and suppression of smuggling and other customs fraud.
d. Facilitation and security of international trade and commerce through
informed compliance program.
e. Supervision and control over the entrance and clearance of vessels and
aircraft engaged in foreign commerce.
f. Supervision and control over the handling of foreign mails arriving in the
Philippines for the purpose of collecting revenues and preventing the
entry of contraband.
g. Supervision and control on all import and export cargoes, landed or
stored in piers, airports, terminal facilities, including container yards and
freight stations for the protection of government revenue and prevention
of entry of contraband.
h. Exercise of exclusive original jurisdiction over forfeiture cases under the
CMTA.
i. Enforcement of the CMTA and all other laws, rules and regulations
related to customs administration.

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Inter-Agency Relationship of BOC to the PNP and other LEAs

a. The BOC coordinates with the PNP, NBI, and other LEAs in the
investigation of criminal activities that transpired with the view of the
BOC. The coordination is dependent on the crime committed such that
discovery of illegal drugs in ports is coordinated to the PDEA with the
assistance of the PNP; the investigation on the entry or exit of wild life or
endangered animals should be coordinated with the DENR and the PNP
and the like.
b. The BOC supports the crime prevention drive of the PNP by providing
valuable intelligence information regarding entry and exit of cargoes in
the country that are products of criminal elements or syndicates.
c. The BOC seeks the assistance of the PNP, NBI and other LEAs in
effecting arrest of suspects, search, and seizures of illegal or smuggled
products or materials.

8. Land Transportation Office (LTO)

The LTO was established by the authority of RA No. 4136 (Land
Transportation and Traffic Code) on June 20, 1964. The LTO is attached to the
office of the Department of Transportation (DOTr) formerly known as
Department of Transportation and Communication (DOTC). In terms of air
transportation, the LTO counterpart is the Civil Aviation Authority of the
Philippines (CAAP) created by RA No. 9497 (Civil Aviation Authority Act of
2008) attached to the DOTr formerly known as the Air Transportation Office
ATO).

Functions of the LTO, among others, are:

a. Enforce the registration and operation of motor vehicles and the
licensing of owners, dealers, conductors, drivers, and similar matters.
b. Inspect and register of motor vehicles.
c. Detain, stop or prevent a ship or vessel which does not comply with
safety standards, rules and regulations from sailing or leaving port.
d. Conduct emergency readiness evaluation on merchant marine vessels.
e. Issue and enforce rules and regulation for the promotion of safety and
life and property at sea on all maritime-related activities.

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f. Remove, destroy or low to port, sunken or floating hazards to

navigation, including illegal fish and vessels, at or close to sea lanes
which may cause hazards to the marine environment.
g. Issue permits for the salvage of vessels and to supervise all marine
salvage operations, as well as prescribe and enforce rules and
regulations governing the same.
h. Render aid to persons and vessels in distress and conduct search and
rescue in marine accidents within the maritime jurisdiction of the
Philippines, including the high seas, in accordance with applicable
international conventions.
i. Investigate the inquire into the causes of all maritime accidents involving
death, casualties and damage to properties.
j. Assist in the enforcement of laws on fisheries, immigration, tariff and
customs, forestry, firearms and explosives, human trafficking,
dangerous drugs and controlled chemicals, transnational crimes and
other applicable laws within the maritime jurisdiction of the Philippines.
k. Board and inspect, all types of merchant ships and watercrafts in the
performance of this functions.
l. Enforce laws and promulgate and administer rules and regulations for
the protection of marine environment and resources from offshore
sources or pollution within the maritime jurisdiction of the Philippines.

Inter-Agency Relationship of PCG to the PNP and other LEAs

a. The PCG works with the PNP through the PNP Maritime Group in
providing protection for the interest of the Philippine maritime; the
Philippine territorial waters, lakes, and rivers along coastal areas to
include ports and harbors and small islands for the security and the
sustainable development of the maritime environment in the Philippines.
b. Through MOA or MOU both PCG and PNP Maritime Group could
enhance the Search and Rescue (SAR) capabilities and maintain
collaboration in order to perform SAR if situation demands as well as the
performing public safety operation in their area of operations.

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10. The Philippine Navy (PN)

The PN is the naval warfare service branch of the AFP. It shares the
responsibility of patrolling the maritime borders with the PCG.

Powers and Functions of the PN, among others, are:

a. Assist the proper governmental agencies in the enforcement of laws and
regulations pertaining to navigation, immigration, customs revenue,
opium, quarantine, fishing and neutrality in the territorial and contiguous
waters of the Philippine Archipelago.
b. Develop, in coordination with the other major services and area
commands the doctrines, procedures, and naval equipment for joint
operations, and the doctrines and procedures for amphibious
operations.

Inter-Agency Relationship of PN to the PNP and other LEAs

a. The PN collaborates with the PNP Maritime Group, and PCG in the
enforcement of maritime laws.
b. The PN join forces with the PNP Maritime Group, PCG and other LEAs
in rendering public safety activities during national or local emergencies.

11. The National Meat Inspection Service (NMIS)

The NMIS was established by virtue of RA No. 9296 (The Meat
Inspection Code of the Philippines) on May 12, 2004. The Act sought to
strengthen the meat inspection system in the country, ordaining for this purpose
a meat inspection code of the Philippines. The NMIS is headed by an Executive
Director.
Powers and Functions of the NMIS,
a. Establish a safety and quality standards for meat and meat products in
consultation with the product standard setting agencies.
b. Adopt measures to ensure pure, wholesome and safe supply of meat
and meat products of the country.
c. Accredit establishment, facilities, conveyance and service providers for
Hazard Analysis Critical Control Point Program (HACCP) audit.
d. Licensing of meat inspectors and registration of meat handlers.

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e. Licensing, registration and certification of meat handlers and meat

brokers.
f. Licensing, registration and certification of meat and meat products.
g. Implement standards prescribed by the Bureau of Agriculture and
Fisheries Product Standards (BAFPS) on labeling, advertising and
promotion of meat and meat products.
h. Supervise and control meat inspection in all meat establishments
engaged in domestic and international meat trade.
i. Evaluate, classify and accredit local and foreign meat establishments
as to compliance to hygiene and sanitation standards.

Inter-Agency Relationship of NMIS to the PNP and other LEAs

a. The NMIS coordinates with the PNP in the enforcement of the Meat
Inspection Code of the Philippines by proving security protection to NMIS
personnel during their operation such as in the confiscation of prohibited
meat not edible for human consumption, closure of establishment due to
gross violation of the Meat Inspection Code of the Philippines.
b. The NMIS coordinates with the PNP in the investigation of activities
against the Meat Inspection Code of the Philippines as well as in filing
appropriate criminal charges to the violators of the Code.

12. Bureau of Fisheries and Aquatic Resources (BFAR)

The BFAR was created by virtue of RA No. 8550 (Philippine Fisheries
Code of 1998) on February 25, 1998 which was amended by RA 10654 on July
28, 2014.

Functions of the BFAR, among others, are:

a. Issue licenses for the operation of commercial fishing vessels.
b. Issue identification cards free of charge to fish workers engaged in
commercial fishing.
c. Advise and coordinate with LGUs on the maintenance of proper
sanitation and hygienic practices in fish markets and fish landing areas.
d. Establish a corps of specialists in collaboration with the DND, DILG,
DFA for the efficient monitoring, control and surveillance of fishing

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activities within Philippine territorial waters and provide the necessary

facilities, equipment and training therefor.
e. Implement an inspection system for import and export of fishery/aquatic
products and fish processing establishments, consistent with
international standards to ensure product quality and safety.
f. Enforce all laws, formulate and enforce all rules and regulations
governing the conservation and management of fishery resources,
except in municipal waters, and to settle conflicts of resource use and
allocation.
g. Implement boarding and inspection protocols upon Philippine flagged
fishing vessels in order to promote observance to international treaty
obligations on food safety, to curb illegal, unreported and unregulated
fishing, and to comply with conservation and management measures.
h. Adopt an appropriate monitoring, control, surveillance and traceability
system for municipal fishing vessels supplying exporters with
concurrence of the local government units.
i. Hear and decide administrative cases before it.
j. Determine the appropriate levels of administrative and other sanctions,
particularly for serious violations, that deprive offenders of economic
benefits from their violations of the laws, rules and regulations.
k. Initiate the criminal prosecution of offenses committed in violation of this
Code regardless of their situs.
l. Perform such other related functions which shall promote the
development, conservation, management, protection and utilization of
fisheries and aquatic resources.

Inter-Agency Relationship of BFAR to the PNP and other LEAs

a. The BFAR collaborates to the PNP Maritime Group, PN, PCG, and other
LEAs the enforcement of the Philippine Fisheries Code of 1998.
b. The PNP Maritime Group, PN, PCG, and other LEAs report to the BFAR
any acts or situations violative to the Philippine Fisheries Code of 1998
for proper legal action.
c. The PNP Maritime Group, PN, PCG, and other LEAs conduct arrest of
the violators of the Code as well as search and seizure.

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13. The Department of Environment and Natural Resources (DENR)

As provided for under Section 4 of EO 192, the DENR is mandated to be
the primary government agency responsible for the conservation,
management, development and proper use of the country’s environment and
natural resources utilization as may be provided by law in order to ensure
equitable sharing of the benefits derived therefrom for the welfare of the present
and future generations of Filipinos.

Functions of the DENR, among other, are:

a. The DENR’s duty through its Forest Rangers, is the enforcement of
environmental protection laws, and conservation of the environment.
b. Implement measures for the regulation and supervision of the
processing of forest products, grading and inspection of lumber and
other forest products and monitoring of the movement of timber and
other forest products.

Inter-Agency Relationship of DENR to the PNP and other LEAs

a. The DENR works with the PNP and other LEAs in the enforcement of
laws relative to environment and natural resources by providing
checkpoints in all possible or suspected areas where violations of
environmental laws may occur.
b. The DENR seeks to support of the PNP in the implementation of arrest
of environmental laws violators together with the search and seizure of
the effects or fruits of the crime.

As of this writing, the DENR officials are coming up with the creation of
the Environmental Protection and Enforcement Bureau (EPEB). The EPEB
aims to maintain an effective enforcement laws, rules and regulation to protect
the rights of the people to a balanced and healthful ecology, institutionalize
enforcement systems and strategies using the advanced reliable technologies,
establishing forensics laboratory that ensure evidence of environmental crimes
and environmental law enforcement training course and skill enhancement.

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The PNP and International LEAs

1. ASEANAPOL. The Association of Southeast Asian Nations Police
sought to enhance cooperation in the realm of regional policing towards
ensuring the safety of the region (South East Asia) by mutually contributing and
synergizing policing resources and expertise to effectively thwart organized and
emerging international criminal enterprises for a safer ASEAN Community.
Hence, the objectives of ASEANAPON are:
a. Enhance police professionalism,
b. Forge stronger regional cooperation in policing, and
c. Promote lasting friendship amongst police officers of member countries.

The 10 ASEANAPOL Member Countries

1. Brunei 6. Myanmar
2. Cambodia 7. Philippine
3. Indonesia 8. Singapore
4. Laos 9. Thailand
5. Malaysia 10. Vietnam

ASEANAPOL Flag
The ASEANAPOL Flag is a symbol of the organization of the ASEAN
Chiefs of National Police (ASEANAPOL) on the regional cooperation in the
prevention and combating transnational crime. It represents a firmed,
determined, honest and protected ASEAN National Police organization
denoted by the colors of the flag which are black, white, blue, yellow and brown.
The details are as follows:
1. Black represents firm determination,
2. Yellow for honesty,
3. Blue represents peace and stability,
4. White depicts purity and brown symbolizes prosperity,
5. Spray of rice and cotton represent prosperity, friendship and solidarity
of the ASEAN National Police,
6. Shield represent community protection,
7. Three steps on the top of pillars symbolizes the police motto on the fight
against crime, love of humanity and helping of delinquents,

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8. Ten steps at the bottom of pillar represent the ten ASEAN countries,
9. Flag’s Background is Royal Blue 2, Outer Ring is Plain, the White Rice
& Cotton is Light Brown.

Dignity of the ASEANAPOL Flag

1. The ASEANAPOL Flag shall be treated with respect and shall not be
subjected to any indignity.
2. When the ASEANAPOL Flag has become worn or torn or frayed, it shall
not be displayed, and shall be properly disposed off.

ASEANAPOL Logo

ASEANAPOL Flag

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Governance of ASEANAPOL
ASEANAPOL Conference
The conference shall be held annually on a rotational basis amongst
member countries. The Conference will be attended by the Chiefs of Police.

ASEANAPOL Executive Committee

The Executive Committee shall comprise of Deputy Heads of delegation
attending the annual Conference. The Executive Committee shall meet
annually, immediately before the Conference.
The Executive Director of the ASEANAPOL Secretariat shall present a
report of its activities, including amongst others, issues on financial
performance, procurement of works, supplies and services and control and
management of contracts, to the Executive Committee.
The Executive Committee shall provide a summary report of the
activities of the Secretariat to the Heads of Delegation at the Conference and
at the Closing Plenary Session of the Conference.

ASEANAPOL Secretariat Director

The Executive Director of the Secretariat shall be appointed by the
ASEANAPOL Conference upon nomination on a rotational basis in alphabetical
order for a term of two years. The Executive Director of the Secretariat shall be
a Senior Police Officer of the rank of Brigadier General and above or its
equivalent. The Executive Director will be assisted by the Director for Police
Services and Director for Plans and Programmes shall be a Senior Police
Officer of the rank of Colonel and above or its equivalent.

Objectives of Secretariat
1. Ensure the effective implementation of all resolutions adopted at the
ASEANAPOL Conference;
2. Serve as a coordination and communication mechanism to allow
members to establish and to maintain all channels of interaction amongst
members;
3. Foster mutual assistance and cooperation amongst members; and

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4. Endeavor to increase regional cooperation efforts against transnational

crime.

Organizational Structure of ASEANAPOL

Functions of Secretariat
1. Prepare and implement work plans for effective implementation of all
the resolutions adopted in the annual Joint Communiqués signed at the
ASEANAPOL Conferences;
2. Facilitate and coordinate cross-border cooperation on intelligence and
information sharing and exchange;
3. Facilitate and coordinate joint operations and activities involving
criminal investigations, the building and maintenance of the
ASEANAPOL database, training, capacity building, the development of
scientific investigative tools, technical support and forensic science;
4. Provide support and necessary assistance in organizing the
ASEANAPOL Conferences;

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5. Submit on a quarterly basis to the Chiefs of ASEAN Police Forces

proposals on all planned programmed and activities to be carried out;
6. Prepare an annual report on its activities and expenditure to be
presented to the ASEANAPOL Executive Committee immediately before
the ASEANAPOL Conference, and distributed to all members and to the
ASEANAPOL Conference; and
7. Act as a custodian of all documents and records of ASEANAPOL,
Note: The ASEAN was formally organized on August 8, 1967 originally by five:
Indonesia, Malaysia, Philippines, Singapore and Thailand; at the main hall of
the Department of Foreign Affairs building in Bangkok, Thailand. However, it
was only in 1981 when the first formal meeting of the Chiefs of ASEAN Police
attended by 5 original member countries in Manila.

2. INTERPOL. The International Police first started as International Criminal

Police Commission/Organization (ICPC or ICPO) founded in 1923. It was
renamed as INTERPOL in the year 1956. It is an international organization that
facilitates worldwide police cooperation and crime control. Headquartered in
Lyon, France, it has seven regional bureaus worldwide and a National Central
Bureau in all 194 member states, making it the world’s largest police
organization.
INTERPOL provides investigative support, expertise, and training to law
enforcement worldwide, focusing on three major areas of transnational crime:
a. Terrorism,
b. Cybercrime, and
c. Organized crime.
Its broad mandate covers virtually every kind of crime, including, but not
limited to the following:
a. crimes against humanity,
b. child pornography,
c. drug trafficking and production,
d. political corruption,
e. copyright infringement, and
f. white-collar crime.

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The agency also facilitates cooperation among national law enforcement

institutions through criminal databases and communication networks. The
Philippine became a member of the INTERPOL in June 1956.

Elements of Emblem of INTERPOL

a. The globe indicates worldwide activity,
b. The olive branches represent peace,
c. The sword represents police action,
d. The scales signify justice,
e. The acronyms OIPC and ICPO, representing the full name of the
organization in both English and French.

INTERPOL Emblem

INTERPOL Notices
An INTERPOL notice is an international alert circulated to
communication information about crimes, criminals, and threats by police in a
member state (or an authorized international entity) to their counterparts around
the world. The information disseminated via notices concerns individuals
wanted for serious crimes, missing persons, unidentified bodies, possible
threats, prison escapes, and criminals’ modus operandi.

Functions of INTERPOL’s Eight Types of Notices

1. Red Notice. To seek the location/arrest of a person wanted by a judicial
jurisdiction or an international tribunal with a view to his/her extradition.

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2. Blue Notice. To locate, identify or obtain information on a person of interest

in a criminal investigation.
3. Green Notice. To warn about person’s criminal activities if that person is
considered to be a possible threat to public safety.
4. Yellow Notice. To locate a missing person or to identify a person unable to
identify himself/herself.
5. Black Notice. To seek information on unidentified bodies.
6. Orange Notice. To warn of an event, a person, an object or a process
representing an imminent threat and danger to persons or property.
7. Purple Notice. To provide information on modus operandi, procedures,
objects, devices, or hiding places used by the criminals.
8. Interpol-United Nations Security Council Special Notice. To inform
Interpol’s members that an individual or an entity is subject to UN sanctions.

The International Notice system initially consisted of six color coded

notices: Red, Blue, Green, Yellow, Black, and Purple. In 2004, the seventh color
was added, Orange.

Four Official Languages INTERPOL Notices: The SAFE

1. Spanish
2. Arabic
3. French
4. English

INTERPOL Organization Structure

The General Assembly. It is INTERPOL’s supreme governing body,
comprising representatives from each of our member countries. It meets once
a year and each session lasts around four days. Each member country may be
represented by one or several delegates who are typically chiefs of police and
senior ministry officials. Its purpose is to ensure that INTERPOL’s activities
correspond to the needs of our member countries.
In addition, the Assembly elects the members of the Executive
Committee, the governing body which provides guidance and direction in

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between sessions of the Assembly. The Assembly takes decisions in the form
of Resolutions. Each member country represented has one vote.

Governance and Management of INTERPOL

The Executive Committee. It is the governing body in charge of supervising

the execution of the General Assembly’s decisions and the administration and
work of the General Secretariat. It meets three times a year and sets
organizational policy and direction. The roles of the Executive Committee are:
1. Supervise the execution of the decisions of the General Assembly;
2. Prepare the agenda for sessions of the General Assembly;
3. Submit to the General Assembly any programme of work or project
which it considers useful; and
4. Supervise the administration and work of the Secretary General.

Composition of the Executive Committee

Elected by the General Assembly, the Executive Committee has 12
members comprising the President of the Organization, two vice-presidents and
nine delegates. They are all from different countries and the geographical
distribution is balanced. The President is elected for four years, and vice-
presidents and delegates for three.

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The General Secretariat. It runs INTERPOL’s day-to-day activities to support

member countries in their international policing. General Secretariat is the body
that coordinates all our policing and administrative activities. It is run by the
Secretary General.

The National Central Bureaus (NCBs). These are at the heart of INTERPOL.
They seek the information needed from other NCBs to help investigate crime
or criminals in their own country. As part of their role in global investigations,
NCBs work with:
1. Law enforcement agencies in their own country;
2. Other NCBs and Sub-Bureaus around the world; and
3. The General Secretariat’s offices worldwide.
NCBs can also develop training programs for their national police to raise
awareness on INTERPOL’s activities, services and databases.

NCBs Sharing Criminal Data

NCBs contribute national crime data to our global databases, in
accordance with their respective national laws. This ensures that accurate date
are in the right place at the right time to allow police to identify a trend, prevent
a crime, or arrest a criminal. For example, our Red Notices alert police in all
countries to wanted persons. NCBs cooperate on cross-border investigations,
operations and arrests. To take investigations beyond national borders, they
can seek cooperation from any other NCB. Given the common issues faced
with each region, NCBs work together increasingly on a regional basis. They
combine resources and expertise in successful interventions against those
crime areas which affect them the most.
Technically, the ASEANAPOL and INTERPOL are not law enforcement
agencies considering that they don’t enforce any laws. Instead, it merely
facilitates cooperation or linkages of various law enforcement agencies of
member countries for mutual assistance about suppression of criminal activities
or syndicates which are considered transnational.

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Inter-Agency Relationship of PNP to ASEANAPOL and INTERPOL

a. The PNP maintain mutual cooperation and support to ASEANAPOL and
INTERPOL in order to achieve speedy arrest or investigation of crimes
which are transnational in nature.
b. The PNP collaborates with ASEANAPOL and INTERPOL for exchange
of intelligence information relative to criminal syndicates.

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Summary
Crime prevention and control is one of the major task of the law
enforcement agency in the country, they ensure public safety, maintenance of
peace and order and protection of lives and properties. They perform different
activities of law enforcement like investigation, arrests, and other functions as
mandated by law. Similarly, the PNP organization as mentioned in the different
topics of this chapter were involved also in the public safety and security
operations to save lives, minimize injuries and other related aspects that can
help strengthen the safety and security of citizen in the country. There are also
some of the Law Enforcement Administration (LEA) in the country collaborating
for the exchange of ideas, sharing of information, working together to solve
important issues in the country.
Finally, the PNP organization has its role also in the international arena
because of the inter-agency principle introduced and being a member states on
the said international organization. The aim of this is to established linkages to
some various law enforcement agencies for mutual assistance about
suppression of criminal activities or syndicates worldwide.

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Assessment
Chapter 3, Lesson 3 Practical Exercises

Learning Exercises I. Matching Type (15 pts.). Match Column A with Column
B. Write the letter of your answer on the space provided before the number.

Column A Column B
___1. It was established by virtue of R.A. No. 9296. a. PDEA
___2. This agency is attached to the Department of
Finance established on February 6, 1902, b. BI
responsible for the general administration and
management of the bureau. c. PN
___3. It was created by R.A. No. 6975 but was
amended by virtue of R.A. No. 8550 which was d. NMIS
amended by R.A. No. 10654
___4. It was created by R.A. No. 6975 but was e. BFAR
amended by R.A. No. 9263 which was further
amended by R.A. No. 9592 to exercise supervision f. BJMP
and control over all city and municipal jails..
___5. It was created by R.A. No. 6975 but was g. BFP
amended by R.A. No 9263 which was further
amended by R.A. No. 9592 to enforce other fire- h. ASEANAPOL
related laws.
___6. It is mandated to be the primary government i. BOC
agency responsible for the conservation,
management, development and proper use of the j. INTERPOL
country’s environment and natural resources.
___7. It was reorganized and modernized by virtue k. PCG
of R.A. No. 10867.
___8. It was created b virtue of R.A. No. 9165 as l. DENR
amended.
___9. It was established by virtue of R.A. No. 9993. m. BUCOR
___10. It was created by virtue of R.A. No. 10575.
___11. It is principally responsible for the n. DERN
administration and enforcement of immigration,
citizenship and alien admission and registration laws o. LTO
in the country.
___12. It was established by the authority of R.A.
No. 4136.
___13. The naval warfare service branch of the AFP.
It shares the responsibility of patrolling the maritime
borders with the PCG.
___14. It sought to enhance cooperation in the realm
of regional policing towards ensuring the safety of
the region (South East Asia) by mutually contributing
and synergizing policing resources and expertise.
___15. It is an international organization that
facilitates worldwide police cooperation and crime
control.

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Learning Exercise II. Identification by Labelling (15 pts.). Identify and label
the five elements of emblem of the INTERPOL. (2 pts. each)

Learning Exercise III. Essay. (30 pts.). Discuss the following statements
(use separate sheet of paper)

1. Explain the importance of PNP inter-agency approach and give at least 3

example of its application. 5pts.

2. Explain the inter-agency relation of the PNP to PDEA and NBI. 10 pts.

3. Discuss how does the inter-agency relationship of PNP to ASEANAPOL

and INTERPOL work. 10 pts.

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Salamanca B.H., Nabe, N.C, Langbis, M.P., Adra, MJ.Q (2020). Law
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