ORGANIZATIONAL CONCEPTS

AND PRINCIPLES
I. THE ORGANIZATION
A. Organization
● A group of persons working together for a common goal or objectives; a form of human
association for the attainment of a goal or objective.
● The process of identifying and grouping the work to be performed, defining and delegating
responsibility and authority; and establishing relationships for the purpose of enabling people
to work effectively.
● A system of coordinated activities (All organizations are composed of parts and
relationships. The parts of organization are the activities or functions being performed and
they are organized when they assume certain logical relationships) of a group of people
working in a concentrated manner towards a common goal under an authority and leadership.
Cooperation towards a common goal is important in an organization and it is strictly a human
phenomenon.
● Organizations are normally structured on a superior-subordinate relationship. Therefore,
authority is a universal element ofall organizations. Leadership is a personal quality which
exhorts willing collaboration towards a common goal.

B. Police Organization. It is a group of trained personnel in the field of public safety administration
engaged in the alinerance of pale and order, protectio i lie and property, enforcement of the laws
and prevention
of crimes.
● Administration. It is an organizational process concerned with the implementation of
objectives and plans and internal operating efficiency that connotes bureaucratic structure
and behavior, relatively routine decision-making and maintenance of the internal order.
● Police Administration. It is the process involved in ensuring strict compliance, proper
obedience of laws and related statutes that focuses on the policing process or how law
enforcement agencies are organized and managed in order to achieve the goals of law
enforcement most effectively, efficiently and productively.
II. FUNCTIONS IN A POLICE ORGANIZATION
● Primary or Line Functions. These are functions that carry out the major purposes of the
organization, deliver the services and deal directly with the public. Examples of the line
functions of the police are patrolling, traffic duties, and crime investigation
● Staff/Administrative Functions. These are the functions that are designed to support the
line functions and assist in the performance of the line functions.Examples of the staff
functions of the police are planning, research, budgeting, and legal advice.
C. Auxiliary Functions. These are the functions involving the logistical operations of the organization
such as communication,
maintenance, records management, supplies and equipment management.
III. ORGANIC UNITS IN A POLICE ORGANIZATION
● Operational Units. Those that perform primary or line functions like patrol, traffic,
investigation and vice control.
● Administrative Units. Those that perform the administrative functions like personnel,
finance, planning and training.
● Service Units. Those that perform auxiliary functions such as communication and records
management.
IV. FUNCTIONAL UNITS
● Bureau. It is the largest organic unit within a large department. The PNP is a bureau under
the Department of the Interior and Local Government.
● Division. It is the primary subdivision of a bureau.
● Section. It is the functional unit within a particular division. This is necessary for
specialization.
● Unit. It is the functional group within a section where further specialization is needed.
V. ORGANIZATIONAL STRUCTURES
It is the systematic arrangement of the relationship of the members, positions, departments and
functions or work of the organization. It comprises the functions, relationships, responsibilities and
authorities of
individuals within the organization.
Kinds of Organizational Structures
1. Line
• It is the oldest and simplest kind and is also called military.
•It is defined by its clear chain of command from the highest to the lowest and vice versa.
● It depicts the line functions of the organization.
● It involves few departments.
● Orders or commands must come from the higher level of authority before it can be carried
out.
2. Functional
● It is a structure according to functions and specialized units.
● It depicts staff functions of the organization.
● Responsibilities are divided among authorities who are all accountable to the authority
above.
3. Line and Staff
● It is a combination of the line and functional kind.
● It combines the flow of information from the line structure with the staff departments that
service, advise, and support them.
● It is generally more formal in nature and has many departments.
The Philippine National Police follow the line and staff kind of organizational structure.

VI. THE EVOLUTION OF POLICING SYSTEM

A. PERIOD OF EVOLUTION OF THE POLICING SYSTEM
1. Anglo-Saxon Period of Policing System (600-1006 Ad)
a. lun Policing System. A system of policing that emerged during the Anglo-Saxon perio whereby all
male residents were required to guard the town (tun) in order to preserve peace and protect the
lives and properties of the people. Ten families in a town is called tithing. Each tithing elected a
leader who was known as the Tithingman. Since 10 tithings amounted to 100 families, the leader of
the 100 families was named Reeve. Both the tithingman and Reeve were elected officials. They
possessed judicial power as well as police authority.
● Hue and Cry. Provided methods of apprehending a criminal by an act of the complainant's
shout in order to call all male residents to assemble and arrest the suspect.
● Trialby Ordeal. A judicial practice wherein the guilt or innocence of the accused is
determined by subjecting him to an unpleasant, usually dangerous experience. The word
"ordeal" is derived from the Medieval Latin word "Judicium Dei" which means "Judgement of
God"

2. Normal Period of Policing System (1066-1225Ad)

a. Shire-Reeve
● Shire - a division of fifty-five (55) military areas in England when it was under the Regime of
France.
● Rieve (the head-man) - the military leader (lieutenants of the army) who was in charge of
the Shires.
● Constabuli or The Keeper of the Horse
– appointed to each village to aid the Rieve in his duties. It is where the word constable was
derived.
● Shire-Rieve A person with absolute powers that no one could questions his or her actions. It
is where the word sheriff was derived.
b. Travelling Judge. The judge selected to hear cases which were formerly being decided by the
Shire-Rieve and tasked to travel through an area and hear and decide criminal cases.
This was the first instance of the division of the police and judicial powers.

c. Leges Henrici Primi or Laws of Henry I. It is an act that was enacted during this period, to wit:
● offenses were classified as against the king and individual;
● policeman becomes public servant;
● the police and the citizens have the broad power to arrest. It introduced the system called
"citizen's arrest"; and
grand Jury was created to inquire on the facts of the case.
d. Magna Carta. The law enacted upon the demand of the Knights of the Round Table forcing the
King to sign the same, to wit:
● no freeman shall be taken or imprisoned except by legal judgement; and
● no person shall be tried for murder unless there is a proof of the body of the victim.
e. Frankpledge System. It is a system of policing whereby a group of ten (10) neighboring male
residents whose ages are over twelve (12) years old were required to guard the town in order to
preserve peace and protect the lives and properties of the people.

3. Westminster Period of Policing System (1285-

1500)
● Statute of 1295. The law that marks the beginning of the curfew hours which demanded the
closing of the gates of London during sunset.
● Justice of the Peace. Three or four men who were learned in the law of the land were given
authority to pursue an arrest, chastise and imprison violators of the law. They handled
felonies, misdemeanors and infractions cities or villages ordinances. This was later abolished
about 75 years later.
c. Courts of the Star-Chamber (1487). It is a special court designed to try offenders against the
state. The room set-up is formed in a shape of a star and judges were given great powers such as
the power to force testimony from a defendant leading to a great abuse of power or brutality on the
part of the judges.

4. Modern Period of Policing System

In 1829, Sir Robert Peel introduced the Metropolitan Police Act which was passed by the Parliament
of England. This period was the milestone of England's police force. Sir Robert Peel became famous
and was considered as the Father of Modern Policing System.

Peel's Concepts of Policing

. The police should be organized along military lines.
. The police should be placed under screening and training.
. The police should be hired on a probationary basis.
. The police should be deployed by time and by area.
. Police headquarters should be accessible to the people.
. Police-Record keeping is essential.

Peel's Principles of Law Enforcement

. The police are the public and the public are the police.
. The police represent the law.
. The police enforcement of the law.
must render impartial
4. The police must have the full respect of the 5. The absence of crime and disorder is the test of
police efficiency.
. A citizen's respect for law develops his respect for the police.
. Cooperation of the public decreases as the use of force increases.
. Prevention of crime is the basic mission of the police.
 . Physical force is used only as a last resort.

B. EVOLUTION OF THE PHILIPPINE POLICING SYSTEM

The institution of police in the Philippines formally started during the Spanish period. The
establishment of the police force was not entirely intended for crime prevention or peacekeeping,
but it was also created as an extension of the Spanish colonial military establishment.

1. Spanish Period
a. Carabineros. It was organized in 1712 for the purpose of carrying the regulations of the
Department of State. They were armed and considered as the mounted police.
● Guadrilleros/Cuadrillo. They were rural police organized in each town and established by the
Royal Decree on January 18, 1836. This decree provided that 5% of the able-bodied male
inhabitants of each province were to be enlisted in this police organization for three years.
● Guardia Civil. This was created by a Royal Decree issued by the Crown on February 12, 1852
to partially relieve the Spanish Peninsular troops of their work in policing towns.
2. American Period
The Americans established the United States
Philippine Commission headed by General Howard Taft as its first governor-general. On January 9,
1901, the Metropolitan Police Force of Manila was organized pursuant to Act No 70 of the Taft
Commission. This was the basis for the celebration of the anniversary of the Manila's Finest every
9h of January.

The following are the highlights during the American period.

a. Organic Act No 175. Vice Governor Luke E. Wright proposed the passage of Organic Act No. 175
which recommended the creation of an Insular Force. On July 18, 1901, the proposed ordinance was
approved by the Second Philippine Commission. On August 8, 1901, the Insular Constabulary was
established under the general supervision of the Civil Governor for maintaining peace, law and order
in all the provinces of the Philippines.

B. Capt. Henry Allen. He was the first Chief of the Philippine Constabulary in 1901.
C. Act No. 183. It created the Manila Police Department, enacted on July 31, 1901.
D. Capt. George Curry. He was the First Chief of Police of the Manila Police Department in 1901.
E. Act No 255. The act that renamed the Insular Constabulary into Philippine Constabulary, enacted
on October 3, 1901.
F. Executive Order 389. It ordered that the Philippine Constabulary be one of the four services of
the Armed Forces of the Philippines, enacted on December 23, 1940.

3. Post-American Period
RA 4864. It is otherwise known as the Police Professionalization Act of 1966 which was enacted on
September 8, 1966. It created the Police Commission (POLCOM that was renamed into National
Police Commission (NAPOLCOM)

4. Martial Law Period

PD 765. It is otherwise known as the Integration Act of 1975, enacted on August 8, 1975. It
established the Integrated National Police (INP) composed of the Philippine Constabulary (PC) as
the nucleus and the Integrated Local the Police Forces as components. The authority of the
NAPOLCOM over the INP was transferred to the Office of the President and later to the Ministry of
National Defense.

5. Post Martial Law Regime

a. Executive Order No 1012. It transferred to the city and municipal government the operational
supervision and direction over all INP units assigned within their locality. It took effect on July 10,
1985.
b. Executive Order No 1040. It transferred the administrative control and supervision of the INP from
the Ministry of National Defense to the National Police Commission.
c. R.A. 157. It created the National Bureau of Investigation on June 19, 1947 and later reorganized by
R.A. 2678.
d. RA 6975. It is otherwise known as the
Department of the Interior and Local Government (DILG) Act of 1990, enacted on December 13,
1990. It reorganized the DILG and established the Philippine National Police, Bureau of Fire
Protection, Bureau of Jail Management and Penology and the Philippine Public Safety College. On
January 29, 1991,
the Philippine National Police (PNP)
Composed of the members of the former Philippine Constabulary / Integrated National Police and
selected members of Philippine Air Force Security Command, Philippine Coast Guard and Philippine
Army.
e. Republic Act No.8551. It is known as the "PNP Reform and Reorganization Act of 1998" which
was enacted on February 27, 1998
amending certain provisions of Republic Act No. 6975 and allowing the reorganization of the PNP to
enable to cope up and effectively perform its mandate -to enforce the low, prevent and control
crimes, maintain peace and order and ensure public safety and internal security with the active
support of the community.
f. RA 9708. It is the law amending the provisions of RA 6975 and RA 8551 on the minimum
educational qualification for appointment to the PNP and adjusting the promotion system. It took
effect on August 12, 2009.
PERSONALITIES IN THE EVOLUTION OF HILIPPINE POLICING
● Chiefs of the Philippine Constabulary (PC)
● Brig Gen Henry T. Allen (1901-1909) - First Chief of the Philippine Constabulary
● Brig Gen Harry H. Bandholtz (1909-1913)
● Brig Gen James G. Harbord (1913)
● Brig Gen William C. Rivers (1914)
● Brig Gen Herman Hall (1914-1917)
● Brig Gen Rafael T. Crame (1917-1927)- the first (1st) Filipino Chief of the Philippine
Constabulary in 1917
● Brig Gen Charles E Nathorst (1928-1932)
● Brig Gen Lucien R. Sweet (1932)
● Brig Gen Clarence H. Bowers (1932-1934)
● Brig Gen Basilio J. Valdes (1934-1935)
● Major Gen Jose de los Reyes (1936-1938)
● Brig Gen Guillermo Francisco (1938-1942)
● Brig Gen Federicoal. General (1945-1946) - The First Provost Marshal General
● Brig Gen Mariano Castaneda (1946-1948)
Provost Marshal General, Chiel, PC (January 1,1948- December 20, 1948)
•Brig Gen Alberto Ramos (1948-1950)
● Brig Gen Florencio Selga (1950-1955)
● Brig Gen Manuel F. Cabal (1955-1957)
Brig Gen Pelagio A. Cruz (1958)
● Brig Gen Isagani V. Campo (1958-1961)
● Colonel Nicanor Garcia (1962)
● Brig Gen Dominador Garcia (January 1, 1963)

2. Chiefs of the Philippine Constabulary / Integrated

National Police (PC/INP)
● Brig Gen Nicanor Garcia (September 22, 1963)
● Brig Gen Vicente Yngente (1964)
● Brig Gen Godofredo Mendoza (1964)
● Brig Gen Vicente Yngente (January 18, 1965)
● Brig Gen Flaviano Olivares (1965-1966)
● Brig Gen Segundo Velasco (1966-1967)
● Brig Gen Manuel T. Tan (1967-1968)
● Brig Gen Vicente R. Raval (1968-1970)
● Brig Gen Eduardo Garcia (1970-1972)
● Brig Gen Fidel V. Ramos (1972-1975)

3. Chiefs of the Philippine National Police (PNP)

● Brig Gen Fidel V Ramos (1975-1986)
 ● Brig Gen Renato S de Villa (February 28, 1986-1988)
● Brig Gen Ramon E. Montaño (1988-1990)
● Brig Gen Cesar P. Nazareno (1990-1991)

VII. CHIEFS OF THE PHILIPPINE NATIONAL POLICE AND THEIR TRANSFORMATION PROGRAMS
A. 1ST - PDG CESAR P. NAZARENO
(March 31, 1991-1992)
● The first (1st) Chief of the Philippine National Police
● Last Chief of the defunct PC-INP
B. 2ND - PDG RAUL S. IMPERIAL
(1992-1993)
• Professionalism, Competence, Integrity
C. 3rd - PDG UMBERTO A. RODRIGUEZ
(1993-1994)
● Reforms: Comptrollership, Logistics and Personnel and Records Management
● Maintained Internal Security
D. 4th - 1996 PDG RECAREDO A. SARMIENTO II (1994-1997)
• National Strategic Action Plan (Police 2000)
P- Prevention and Control of Crimes primarily through COPS or Community Oriented Policing
System
0- Oder Maintenance, Peacekeeping and Internal Security
L- Law Enforcement without Fear or Favor
I- Image, Credibility and Community Support
Enhancement
C- Coordination with other government Agencies, Non-Government Organizations and International
Police Community
E- Efficiency and Effectiveness in the Development and Management of Human and Material
Resource
• Longest serving Chief PNP
E. 5th -PDG SANTIAGO L. ALINO
(1997-1998)
• HOPE
H- Honest
● Orderly
● Peaceful
● Election
● F 6th - 1998 PDG ROBERTO T LASTIMOSO (1998-1999)
• DREAM Strategy
Five-Point Strategy and Concept of Operations
D- Dispersal of the police form the headquarters into ers streets-where they are most needed
R- Restoration of the trust and confidence of the people on their police
E- Elimination of street and neighborhood crime, like holdups and robberies
A- Arrest of all criminal elements, common oF organized
M- Misfits' reformation and scalawags' removal from the police ranks
• 1* Chief PNP under Estrada Administration
G. 7th - PDG PANFILO M. LACSON
(November 17, 1999-January 2001)
• Inept, Corrupt and Scalawas
•Implemented the 34 inches waistline
•”No-take" policy
•15-85 downloading of resources
• CRAC-Complaints Referral and Action Center
H. 8th - 2001 PDG LEANDRO R. MENDOZA
(January 21, 2001-July 3, 2002)
• K.A.I.S.A.
K- Keep the readiness of the Police Units and Personnel to Serve and Protect the People
A- Administrative Efficiency and Integrity of
Personnel ("LRM")
I- Internal Security Operations support to the Armed Forces of the Philippines
S- Support to the Development of Community and Gender Awareness
A- Advocacy of Crime Prevention and Suppression through the development and practice of
Community Oriented Policing
System (COPS)
• First Chief PNP under Arroyo Administration
I. 9th - 2002 PDG HERMOGENES E. EBDANE JR.
(July 4, 2002-August 23, 2004)
• ONE PNP: Winning the Streets, Keeping Our Families Safe
O- Organizational Reforms in operations and procedures to enhance PNP strengths and address
weaknesses that block performance.
N- Neighborhood Partnership for community based anti-crime programs. Networks of people and
organizations to build a united front against crime.
E- Education,Training andBenefits
improvement is our investment in the police who will do battle to win the streets.
• PNP TXT 2920
J. 10th - 2004 PDG EDGAR B. AGLIPAY
(August 24, 2004-March 13, 2005)
CARE
C - Courtesy
A - Action
R - Result
E - Example
K. 11th - PDG ARTURO C. LOMIBAO
(March 13, 2005-August 29, 2006)
• Integrated Transformation Program PNP-ITP

Transforming the PNP into more capable, effective and credible police force.

The PNP Integrated Transformation

Program (ITP) which had been launched on July 28, 2005 is the organization's roadmap for long-
term and lasting reforms. Capacity-building and operational capability are among the program's

PNP - ITP “Integrated Transformation Program”

The PNP ITP had taken into account twelve key result areas to achieve the transformation of the
police force.

12 Key Result Areas of the PNP-ITP

1. National Policy and Institutional Development

● Formulate and implement a national internal security policy and strategy.
● Rationalize the overall institutional framework of the police system.
● Improve the functional delineation, and coordination between law enforcement agencies and
the conventional police institutions.
● Remove institutional mechanisms that render the PNP vulnerable to politicization and erode
its unity of command and internal management authority.
● Strengthen the NAPOLCOM as body tasked with the formulation of rules, regulations and
standards for the entire police system.
● Adopt
mechanisms for institutional
continuity and stability, particularly in police leadership.
● Establish firmly a self-administering and managing professional PNP.
2. Police Operations
● Initiate reforms in rules and procedures in the conduct of police operations.
● Provide police stations with the appropriate work tools and strengthen crime research to
support more effective crime management operations.
3. Facilities Development
•Upgrade physical facilities and equipment including the updating polde eperationt standards and
the development of a multi-year financing and procurement plan.
• Develop and upgrade the facilities, equipment, and physical set-up of the PNP Crime Laboratory•
•Provide model infrastructure for
police stations and substations. An important component of this program is the improvement of
capacities for the management and preservation of police evidence.
4. Human Resources Management and
Development
•Initiate policy reforms in human resource development and improve the human resources
management systems including staffing, recruitment and selection, personnel
administration, career development and promotion, police remuneration, and police education and
training, performance monitoring and evaluation, and police discipline.
•Establish a PNP Pension and Insurance
Corporation.
Two important components of this program include the reengineering of the institutional framework
of police education and training and particularly strengthening the capacities and organization of
the Philippine Public Safety College, integrating all police training therein, and strengthening police
education and training curricula.
5. Administrative and Financial Management
•Reform and strengthen the resource generation capacity of the PNP.
•Streamline and improve the entire financial management system by infusing more appropriate tools
that will allow systematic linkage between strategic and operational plans, budget prioritization and
detail formulation.
•Decentralize administrative and financial management to the appropriate enterprise units in the
field, while strengthening and integrating oversight administrative and financial management
functions.
6. Strategic Planning and Performance
Management
● Design and institutionalize a strategic planning system within the PNP.
● Strengthen operational planning capacities of mission-critical units.
● Develop results- based monitoring and evaluation systems which will be run at the
operational and oversight levels of the PNP organization.
An essential component of this program will be the formulation and implementation of a Crime
Indicators System that will identify an appropriate set of indicators that will guide the monitoring
and evaluation of the country's crme situation and its performance, and the corresponding
procedures for data generation and reporting.
7. Information and Communication Technology
• Develop and implement a PNP Integrated Crime Management Information System, or CMIS. The
system will be designed to work as part of the broader criminal justice information system
architecture. The PNP CMIS will operate at the police station level providing transaction processing
modules that will feed into a crime database, tracking, and monitoring system that will enable crime
mapping and analysis at station and higher geographical levels.
8. Demonstration of Excellence Through
Development of Best Practices
• Demonstrate the effectiveness of the fundamental institutional and system reforms by combining
them with a more comprehensive locality or community-based peace and order planning and
management that will involve various stakeholders.
9. Public Information and Advocacy
• Support the implementation of the transformation program from start to
finish by providing broad and stakeholder information, education and advocacy
strategies and interventions which will engender active cooperation and support.
10.Reform Management
•Take the lead in implementing the medium-term reform program by enhancing the institutional
framework and operating mechanisms of the PNP.
•Prepare plans and manage the entire change management and day-to-day reform development,
content synchronization, and implementation of management processes.
. Anti- Corruption
• Envisioned to prevent the misuse of power and position in the PNP organization which undermines
the integrity of police personne. along with the promotion of police integrity and morality as primer
law enforcers.
12. Promotion of Human Rights
• Aimed to promote human rights as a basic value in the conduct of operations and in accordance
with the international standards of human rights and policing.

L. 12th - PDG OSCAR C. CALDERON

(August 29, 2006- October 1, 2007)
● Integrated Transformation Program PNP-ITP (Quad
Concept in Crime Prevention)
● The four elements of the PNP Quad Concept are interlinked, balancing everything making
sure that they are synchronized with the institution's mission, "to serve and protect".
– Intelligence
– Investigation
– Operations
– Police Community

M. 13th- PDG AVELINO I. RAZON JR.

(October 1, 2007- September 27, 2008)
● Integrated Transformation Program PNP-ITP
– Mamang Pulis and Aleng Pulis
– Ireport mo kay Mamang Pullis
–
– N. 14th - PDG JESUS A VERSOZA
 –
(September 27, 2008-September 15, 2010)
● • PNP P.A.T.R.O.L Plan 2030 (LEAD PNP)
PDG VERSOZA had made known his vision and projections with the integration of the PNP
Medium-Term Development Plan along with the Performance Governance System (PGS) and
the
PNP Integrated Transformation Program (ITP).

● Through a Memorandum issued on July 9, 2009 by then Executive Secretary Eduardo

ERMITA, the PNP was mandated together with other five (5) national government agencies to
participate in the MCC program requiring the institutionalization of Performance Governance
System. The PNP was chosen mainly because it was deemed ready for productive
participation in good governance based on the progress of its ITP which provides a good
basis for the adoption of a comprehensive governance system anchored on the impact that
this brings to the community that the PNP directly serves. In compliance to the said
Memorandum, PN Letter of Instructions (LOI) 53/09 was issued, mandating the initiation and
institutionalization of the PGS in the Philippine progreal Police. Since then, the PNP hao and
units nationwide.

Peace and Order Agenda for Transformation and Upholding of the Rule-Of-Law"
(PNP) P.A. T.R.O.L. Plan 2030)

•The PNP Peace and Order Agenda for Transformation and upholding of the Rule of Law Plan 2030
is the official transformation and development program of the PNP crafted as a long-term, well-
defined, integrated and synchronized strategic plan that utilizes the balanced scorecard system to
evaluate the overall performance of the
PNP and its progress towards strategic objectives.
It is the product of the Integrated Transformation Program of the PNP and the Performance
Governance System.

The Performance Governance System (PGS) refers to the Philippine adaptation of the Balanced
Scorecard (BSC) framework administered by the Institute for Solidarity in Asia (ISA) and
implemented by the PNP and other organizations as part of the Philippine Government's
commitment with its application for the Millennium Challenge Corporation Grant. The PGS has a
four-stage governance pathway that must be complied with to institutionalize the system.

The stages are as follows:

. Initiation. The stage of initiation is for strategy formulation where the PNP has developed its
Charter Statement, strategic change agenda, strategy map, the agency governance
scorecard and portfolio of strategic initiatives.
. Compliance. The stage of compliance is for alignment of organization and resources where
the . PNP has adopted a strategy-driven budget, second-level scorecards, a multi-sectoral
 .

governance council and a strategic Communications Plan.

. Proficiency. The stage of proficiency is for integrating strategy into key management
processes where the PNP has established the scorecard reports and performance analysis,
operations strategy review by an Office of Strategy Management with the multi-sectoral
governance council, strategy refresh with the multi-sectoral governance council and Third
Party Performance Audit.
. Institutionalization. The stage of institutionalization is for linking strategy to key
management process where the PNP will implement a scorecard infrastructure linked to
individual performance, performance- based rewards and incentives and the assessment of a
third-party performance audit

1. Resource Management
The enabling resources in pursuit of its mission should be adequate. Moreover, those

resources provided which are very limited should be raid orally. S, the histo maimin
sllts financat and oristcal transactorbility 2.Learning and Growth
The PNP has to look forward into the future, in which it does things much better and more efficient
through a more competent, capable and disciplined personnel and better core processes than in the
past. The PNP shall invest in its human resources and processes so it can earn its stakeholder's
support and undertake proper, efficient, and effective management of its resources.
3.Process Excellence
This refers to the different core operational processes and practices the organization uses in
carrying out its mission. The four core processes of "intelligence"
', "investigation"and police om unity relations, are gain to consideration
4. Community
This refers to the objective of improvino further the performance of the PNP, and undertaking
a sustained public information
program utilizing its amended Communications Plan, with a view towards strengthening the
partnership and cooperation with the communitle it serves. The community is ultimately best served
by highly capable and credible police personnel that effectively uphold the rule of law resulting to a
safer place to live, work and do business
O. 15th - PDG ATTY RAUL M BACALZO
(September 15, 2010-September 9, 2011)
• PNP P.A.T.R.O.L Plan 2030 Eight Foundation

. Train and re-train our police to his basic job with competence.
. Review and streamline the procurement system to ensure that equipment and resources
serve their process and help officers do their job.
. Enhance equipage for basic police units and specialized units.
. Implement a more responsive system of rewards and punishment with the commander on
the ground as the main proponent.
. Revitalize and institutionalize the partnership tet ween thie police aird as come unity, with
. Review the doctrine manuals and operational systems based on the organization's 110 years
of service from the days of the first Philippine Constabulary in 1901.
. Develop and engender the culture of mentoring leadership.
. Propagate the ful lappreciation and
implementation of the human rights framework.
P. 164 - PDG NICANOR BARTOLOME
(September 9, 2011 - December 17, 2012)
• PNP P.A.T.R.O.L Plan 2030 (10 Point Action Plan)
. Sustain the Integrated • Transformation Program and Performance Governance System
(ITP-PGS) set targets that measure reform programs through a roadmap and a scorecard.
. Conduct a periodic performance audit to determine who are at par with the job and who fall
short of the expected work results as determined thru a performance governance scorecard
in all levels of command.
. Develop competencies and enhance individual skills and specialization with premium on
 .
investigation, resource management and disaster response skills.
. Deploy one policeman in every barangay who will act as conduit between the community
and his Unit for effective execution of barangay-based public safety services.
. Develop human rights Help Desks in all police stations and strict adherence to the basic
tenets of human rights with emphasis on the police operational procedures to plug loopholes.
. Account of wanted persons and service of warrants.
. Enhance the procurement, financial
and logistics management systems by strengthening the Operations,
Plan and Budget Committee (OPBC) and Operations Performance Index Framework (OPIF) to ensure
utmost transparency and accountability in all transactions.
. Continuous
build-up of police equipage
through a maximized utilization of resources with the initial goal of filling-up the minimum
requirement of one short firearm per policeman.
. Strengthen the reward and disciplinary system a quick giving of rewards to deserving
personnel and acknowledgment of their good deeds, and decisive in punishing the misfits
and the undisciplined.
10.Enhance morale and welfare projects by wa and diner bencinor, sheter, salary inorease
them to perform their best and win the community over to their side.

Q. 17th - PDG ALLAN PURISIMA

(December 17, 2012 - February 5, 2015)
• PNP P.A.T.R.O.L Plan 2030 (COPE-P)
. Competence
. Organizational Development
. Discipline
. Excellence
. Professionalism

R. 18th - PDG RICARDO C MARQUEZ

(July 16, 2015 - June 30, 2016)
• PNP P.A.T.R.O.L Plan 2030 (B2B)
Back-to-Basics-B2B

S. 19th - PDG RONALD M DELA ROSA

(July 1, 2016 - April 19, 2018)

• PNP P.A.T.R.O.L Plan 2030 (Project "DOUBLE BARREL" and Project "TOKHANG"

Double Barrel is the brainchild project of the CPNP PDG RONALD M. DELA ROSA in consonance
with the marching order of President Rodrigo Duterte (upon his assumption to office last June 30,
2016) to address the worsening illegal drugs problem in the country. The PNP's anti-illegal drugs
campaign plan which has a two-pronged approach, namely Project HVT targeting High Value
Targets which represents the upper barrel, and Project Tokhang, a Visayan term for "Toktok-
Hangyo" which represents the lower barrel wherein police officers will visit and knock on doors of
houses of watch listed illegal drug users and pushers

T. 20th - PDG OSCAR D ALBAYALDE

(April 19, 2018 - October 14, 2019)
• PNP P.A.T.R.O.L Plan 2030 (OCA)
One Commendable Act

U. 21st - PGEN ARCHIE FRANCISCO "CHIE"

FERANIL GAMBOA
(October 14, 2019 - January 20, 2020-01C,
January 20, 2020 - September 2, 2020)

• PNP P.A.T.R.O.L Plan 2030 (Internal Cleansing and

Achieving of Ideal Body Mass Index (BMI)

V. 22"d - PGEN CAMILO PANCRATIUS "PIKOY"

CASCOLAN
(September 2, 2020- Present)
• PNPP.A.T.R.O.LPlan 2030 (CPNP's 9-Point Agenda)
. Decongestion
. Facilities Development
. Delineation of Responsibilities
. Human Resource/Skills Development
. Additional Position and Promotion
. Bayanihan Spirit (Enhancing Police Visibility)
. Leadership Development
. Enhance Work Performance/ Moral and
Welfare
. Sustain the Gains
and Enhance the
Implementation of the PNP P.A.T.R.O.L. Plan
2030 Beyond Institutionalization.
 CHAPTER II
THEORIES AND PRINCIPLES OF POLICE SERVICE
I. THE PNP
A. PNP Mandate
Republic Act 6975 entitled, An Act Establishing the Philippine National Police Under a Reorganized
Department of the Interior and Local Government and and Local
Other Purposes as amended by RA 8551 Philippine National Police Reform and Reorganization Act
of 1998 and further amended by RA 9708.
B. PNP Vision
Imploring the aid of the Almighty, by 2030, we shall be a highly capable, effective and credible
police service working in partnership with a responsive community towards the attainment of a safer
place to live, work and do business.
C. PNP Mission
The PNP shall enforce the law, prevent and control crimes, maintain peace and order, and ensure
public safety and internal security with the active support of the community
D. PNP Philosophy
Service, Honor and Justice
E. PNP Core Values
•Maka-Diyos (Pro-God)
•Makabayan (Pro-Country)
•Makatao (Pro-People)
•Makakalikasan (Pro-Environment)

F. PNP Functions
. Enforce all laws and ordinances relative to the protection of lives and properties.
. Mapstansace pud ser and take all necessary
. Investigate and prevent crimes, effect the arrest of criminal offenders, bring offenders to
justice and assist in their prosecution.
. Exercise the general powers to make arrest, search and seizure in accordance with the
Constitution and pertinent laws.
. 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.
. Issue licenses for the possession of firearms and explosives in accordance with the law.
. Supervise and control the training and operations of security agencies and issue licenses to
operate security agencies, to security guards and to private detectives, for the practice of
their professions.
. Perform such other duties and exercise all other functions as may be provided by law (R.A.
6975
Section 24).
G. Home Rule and Continental Theory
Basic Theories About Police Service

1. Home Rule Theory. Police are considered, the potts of the community. The effectiveness of the
policemen in their functions depends on the theory ed wishes and needs of the people. In thi trimy,
policemen are civilian employees whos primary duty is tare civilia om ot the puble with and security.
This is applied in countries with 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 or cooperation with
police functions. This theory is applied in countries that have centralized government.

H. Concepts of Police Service

. Old Concept. Police service is looked upon as a repressive and suppressive machinery of
the government. The yardstick of police efficiency is the increase number of arrest. Thus, the
job of the police is to arrest and put people in jail rather than prevent people from committing
crime or keep them out of jail. Punishment is the sole instrument of crime control. Punishment
is the sole instrument of crime control.
. Modern Concept. Police service is an instrument of crime prevention. The modern
philosophy of police service is not only focused on criminal apprehensions but also social
services. The objective of the police is to promote the welfare of the individual citizen as well
as the society in general. The yardstick of the police efficiency is the absence of crime or low
crime rate.
I. Four Primal Conditions of the PNP Organization
. Authority. This is the supreme source of government for any particular organization. It is the
right to direct, command and control the behavior of the employees by the senior officer by
virtue of rank and position.
. Mutual Cooperation / Coordination /
Consultation. An organization exists because it serves a purpose. This purpose is viewed by
society as beneficial to it. This becomes the social legitimacy for the organization to perform
its functions in the society. It constitutes recognition by an agreement with the public on the
rationality of its existence. PNP serves the community and which in turn demands mutual
cooperation, coordination and consultation with the community in order to have an integrated
and holistic approach to achieve crime prevention and peace and order.
3. Doctrine. It is the organization's objectives. It also provides the very source of various actions
which are performed to assure organizational coordination.
Hence, policies, procedures, rules
and regulations of the organization are based on the statement of doctrines.

Primary PNP Doctrines

a. Fundamental Doctrine. Contains rules,
policies, procedures or guidelines pertaining to the operational and administrative functions of a
particular PNP unit. It covers the operational, administrative, and technical areas that are
functionally relevant to the PNP unit concerned.
b. Ethical Doctrine. The fundamental principles governing the rules of conduct,
attitude, behavior, and ethical norms of the PNP.
4. Discipline. In any organization, discipline is necessary to promote coordination. Understood as
comprising behavioral regulations, it is imposed either by command or self-restraint to insure
supportive behavior from people composing the organization.

J. Principles of Police Organization

. Principle of Unity of Objectives
An organizational structure is effective if it enables individuals to contribute to the
organizations /unit objectives.
. Principle of Organizational Efficiency
An Organization structure is effective if it is structured to aid the accomplishment of the
organization's objectives with a minimum, of unsought consequences or costs.
3. The Scalar Principle
It prescribes the vertical hierarchy of organizations. 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 and cooperation. Any violation to this 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 ratio in superior-subordinate relationship. A
satisfactory span of control is determined by the four (4) factors combined:
● b.1. managerial ability of superior;
b.2. effectiveness of organizationalcommunication system;
b.3. effectiveness of management control exercised over operations; and
b.4. organizational 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 organizational structure with the corresponding position and
officer to assume the delegated authority. Span of control necessitates delegation of authority.
4. Functional Principle. Prescribes the horizontal growth of the organization which applies to both
line and staff functions in organization.The dynamic foundation of
the functional process is for the division of labor. It simply means the breaking up of work units to
achieve specialization. As the organization grows, the work must be divided and distributed among
the concerned office and to be assigned to some personnel who has knowledge of the same or to
one who has the eagerness to learn the work in order that the same would not be so inclusive to an
extent that it could hardly be performed. Such division must be defined to identify the clear areas of
specialization. The division of work will support the operational performance of the organization.
. Line and Staff Principle. A line organization refers to the functions that carry the direct
accomplishment of its objectives. The staff on the other hand, refers to organization's
functions in an advisory, facilitative and supportive capacity to the line functions. Another
viewpoint contends that those having relatively unlimited authority over those whom orders
are given are considered line officials while those having authority restricted their functional
area are called staff officials.
. Directorial Staff Principles. Prescribes the directorial authority of the directorate in the
national and regional levels and other equivalent units to which the functions of the line and
staff programs are aligned.
. Principle of Balance. In every structure there is oneed for equilibrium or equality. The
application of principles or techniques must be balance to insure the overall effectiveness of
the structure in meeting the organization's objectives.
. Principle of Delegation. Authority delegated individual managers should be clear, ad aquate
and unequivocal to ensure their ability to accomplish the expected results.
9. Principle of Absoluteness of Responsibility.
The responsibility of the subordinates to their superiors for performance is absolute, and the
superiors are accountable for their subordinates' activities.
10. Principle of Parity of Authority
and Responsibility. The responsibility for actions cannot be greater than that expressly or impliedly
delegated authority nor should it be less.
. Authority-Level Principle. Maintenance of intended delegations requires that decisions within
the authority of individual commander should be made by them and not to be referred upward
in the organizational structure.
. Principle of Flexibility. The more provisions are made for building flexibility in an
organizational structure, the more adequately an organization's structure can fulfill its
purpose. Devices and techniques for anticipating and reacting to change must be built into
every structure. Every unit moves towards its goal in a changing environment, both external
and internal. The unit that develops inflexibilities, whether these are resistance to change,
too-complicated procedures, or too-firm department lines, is risking inability to meet the
challenges of behavior, technical, biological, political and social change.
. Principle of Leadership Facilitation. The organization's structure and delegated authority
enable its leaders/commanders to design and maintain an environment for performance, thus,
it will help its leaders and organization to accomplish its purpose.
. Completed Staff Work Principle. Actions of staff officers must be completed staff actions.
A completed staff action includes a thorough analysis of a problem, consideration of all
feasible courses of action, and recommended solution in which the commander can approve
or disapprove. This procedure usually gives more work for staff officers, but provides the
commander more freedom to think and decide.
15. Chain of Command. It is the hierarchal
relationship of positions through which the primary functions of the organization are performed. It is
a line or chain of superior from top to bottom; the route taken for all communications which may
either start from or go to thru top authority in the chain. A unit director exercises his authority and
responsibility through a "command". It consists of different levels as follows:
● Top Echelon. The top most level in the chain where the overall responsibility and authority
over subordinate commands and units is placed.
● Middle Echelon. The next lower echelon constitutes subordinate commands/units
apportioned by the commander in order to accomplish his tasks. Each of these subordinate
commanders is responsible to the common superior for the accomplishment of his assigned
task. The Regional Commands and National Support Units and Provincial/ City Commands/
NCR Districts belong to the middle echelon. However, for purposes of clarity, this echelon is
further categorized as follows: *Police Regional Offices/NSU's
Top-middle echelon. *Provincial/City Police Offices/NCR District Offices
intermediary middle echelon
* Municipal Police Offices/ Numbered
Police Stations lower middle echelon

c. Lower Echelon. The lower echelon comprised of the subordinate units further apportioned by
subordinate commanders,
such as the municipal and city police stations.
A commander apportions his tasks to his
subordinates to an extent dictated primarily by the nature of the task, availability of material and
human resources.

. Command Authority. This is the responsibility of the commander to plan, organize, direct,
coordinate, and control PNP forces or units in order to accomplish an assigned mission or
task.
Included on such responsibility are matters of health, welfare, moral, training and discipline of
subordinates.
. Command Responsibility. The commander is responsible for all that his subordinates or unit
does or fails to do. This responsibility can never be delegated otherwise it would constitute
an abdication of his role as a commander. He alone answers for the success or failure of his
command in all circumstances.
. Staff Authority. It is the commander that delegates authority to a particular staff officer to
take action on matters within the bounds of command policies. The staff officer issue orders
in the name of the commander who assumes responsibility for such orders. The authority
delegated among the staff officers varies with the level and mission of the command, the
urgency of operations and the relationship of the staff officer's functional area.
. Staff Responsibility. Staff officers are those tasked with a functional areas of interest. Each
is responsible for the accomplishment of all staff actions within his area of interest. However,
such responsibility does not carry, command authority over other staff officer or other
 .

elements of the command.

II. COMMON TERMINOLOGIES IN POLICE LAW ENFORCEMENT

Accountability. This refers to the obligation to be responsible and oversee the authority delegated
and tasks assigned to subordinates

Authority. It is the right to decide and command.

Attrition from the Service. It is the retirement or separation in the police service of PNP Uniformed
Personnel pursuant to any of the means mentioned in Sections 24 to 29 of RA No 8551 and other
means as provided in MC No. 14 Series of 1998.

Average Monthly Crime Rate. Crime incidents divided into the number of months in a year.

Base Pay. It is the fixed amount received by the uniformed PNP personnel on a monthly basis.

Collateral Function. Function performed by the PNP in collaboration with other law enforcement
agencies and police volunteers.

Command. The authority vested to a senior or superior police officer by virtue of his rank or
assignment over his subordinates.

Commissioned Officer (PCO). A police officer with a rank of police lieutenant and higher.

Competency. Refers to an individual's knowledge, skills and attitudes (KNA) that lead to superior
and maximum performance.

Compulsory Retirement. It is the retirement in the service upon attainment of age fifty-six.

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 Cleared. A crime/case is considered cleared when:

● at least one of the offenders has been identified;
● there is sufficient evidence to charge the offender; and
● the offender has been charged in court.

Crime Prevention. an act that aims to prevent the commission of crimes by adopting measures that
leads to early detection, deterrence or denial of a crime.
Crime Rate. The number of crime incidents in a given period of time for every 100,000 inhabitants of
an area.

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

Crime Solution. The act of investigating the crime leading to the prosecution of perpetrators.

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.

Crime Solved. A crime is considered "solved" when:

● the offender/ perpetrator has been identified;
● the offender/ perpetrator has been charged based on evidence'
● the offender/ perpetrator has been taken into custody; and
● the offender/ perpetrator has been charged before the prosecutor's office or court of
appropriate jurisdiction.
● elements beyond police control prevent the arrest of the offender, as when the victim
refuses to prosecute or the death of the offender; and
● arrest of one offender can solve several crimes or offenders maybe arrested in the process
of solving crime.
Crime Volume. The number of crime incidents committed in a given area over a period of time which
include index and non-index crimes.

Delegated Authority. It is the action by which the Chief, PNP assigns part of his authority to his
Deputies, Directorial Staff, Regional Directors and NSU Directors.

Departmental Rules/Policies. The rules established by the police department directors/

administrators to control the conduct of the members of the police force.

Dismissal from the Service. It is the separation of as a result of his/her case that includes
cancellation of eligibility, forfeiture of retirement benefits, and disqualification in the re-employment
in the government
service.

Dropped from Rolls. It is a non-disciplinary action against erring personnel where he/she is no
longer receiving salary and the issued firearms will be taken by the PNP.
Duty Manual. A book of instruction that describes the procedures and defines the duties of officers
assigned to a specified post or position.

Flying Pay - It is given to all PNP pilots and crew of aircrafts whose duty requires regular and
frequent aerial flights, provided that they maintain an average of four (4) hours aerial flight per
month. The rate of flying pass placed at fifty percent (50%) of their authorized base pay.

Fundamental Doctrine. It states the basic principles, policies and bases in the planning, organization
and management of the PNP in support of the PNP vision, mission and strategic action plan towards
the attainment of national objectives.

Hazard Pay. It is given to the PNP uniformed personnel as basic occupational hazard pay
considering that law enforcement is a hazardous occupation.

Heroic Deed/ Act. The act of conspicuous courage and gallantry at the risk of his/her life above and
beyond the call of duty.

Index Crimes. These are crimes which are serious in nature and which occur with sufficient
frequency and regularity such that they serve as an index to the crime situation. These are the
crimes of murder, homicide, physical injuries, carnapping, cattle rustling, robbery, theft and rape.

Investigation. It is the collection of facts to identify the suspect, locate the suspect, and provide
evidence of his guilt.

Killed in Police Operation (KIPO). It refers to a PNP personnel who is killed in the actual performance
of duty or by reason or on account of previous discharge of function.

Leave of Absence. It is a right granted to officials and employees not to report for work with or
without pay as may be provided by law and as the rules prescribed in the Omnibus Rule on Leave.

Longevity Pay. It is an incentive given to PNP Uniformed Personnel amounting to ten percent of their
basic monthly salaries for every five (5) years of service.

Manage. To direct or conduct the affairs or interests of various police units; to control the direction,
operation, and business of a police unit or the police organization as a whole.

Morale and Esprit-de-Corps. This refers to the mental state of the troop/group characterized by
confidence, zeal and pride in their organization. In peace, it 1s measured by their contentment and
well-being; in war, it is measured by their will and courage to execute the arduous tasks assigned to
them. Individual moral and sense of Esprit-de-Corps denotes optimism and confidence on good
leadership, thorough and comprehensive training and pride of the individual in himself and his unit.

Non-Commissioned Officer (PNCO). A police officer with a rank of Police Executive Master Sergeant
and lower.

Non-Index Crimes. These are violations of special laws such as illegal logging or local ordinances.

Off-Duty. The nature of which the police office is free from specific routine duty.

On-Duty. It is the period when an officer is actively engaged in the performance of his duty; also
called Active Duty.

Operational Manual. It contains the 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. It
is the retirement upon

Optional Retirement. accumulation of at least twenty years of satisfactory active service at his/her
own request and with the approval of NAPOLCOM.

Organize. To form a police unit for the purpose accomplishing a common objective; to arrange
systematically a group of police unit/s.

Organizing. The act of systematically arranging police units in hierarchical order to perform specific
functions thus achieve desired objectives.

PNP Doctrines. A body of officially sanctioned beliefs and fundamental principles that guides the
organization in support of national objectives.

PNP Ethical Doctrine. It defines the fundamental principles governing the rules of conduct, attitude,
behavior and ethical norms of the PNP.

Police Accountability. It refers to the legal responsibility of the police officers to face any
consequence that may arise while exercising their powers, duties and functions.
Police Attaché. Senior Police Commissioned Officer with duties and function of police officer and a
diplomat Offer, metic LiHis also be called as Police Liaison Police Liaison Attaché or as the case
maybe
depending on the accreditation of the host country.

Police Management. The art or manner of administering, controlling, or handling all the various
aspects of the police organization; the skillful use of means to unit or organization.
accomplish the task, purpose or objective of a police unit or organization.

Police Organizational Chart. It is the framework of the organization showing the hierarchy of offices
and positions to effectively manage a police force.

Police Politics. The study of public administration or affairs of the government in relation to police
matters; maneuvering for power within the police organization.

Police Power. The power of the government to impose what is considered reasonable restriction on
the liberties of its citizens for the maintenance of public order and safety

Position of Collateral Responsibility. A position that assumes a primary responsibility to supervise

and orchestrate the activities of the command/unit or office supportive/vital to the accomplishment
of the mission/ function of the officer holding the position of major responsibility.

Position of Front-Line Responsibility. A position that assumes the primary field command
responsibility.

Position of Hands-on Responsibility. A position that has the immediate hands-on responsibility in
the machine/equipment operation, clerks, resources operation or plan execution.

Position of Major Responsibility. A position that has major decision-making prerogative and ultimate
assumption of responsibility or a key position of leadership.
5: 20

Posthumous Promotion. 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.

Posthumously Retired Personnel. It refers to a PNP personnel with at least 20 years of active service
who died in line of duty
Posthumously Separated Personnel. It refers to a PNP personnel with at least 20 years of active
service who died in line of duty.

Promotion. It is 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.

Regular Promotion. It refers to the promotion to the wex passed rackranted tualin ation smad
personnel

Sea Duty Pay. It is given to a PNP Maritime Group personnel amounting to 25% of the base pay
given at the end of the month or each end of the quarter.

Second Level Promotion. Promotion from the rank of Patrolman/Patrolwoman to Police Colonel
provided that he/she meets the approved qualification standards (QS) required for every rank

Special Promotion. It refers to the promotion to the next higher rank granted to any uniformed
personne sahantry exhibitis aots if her lite above and beyond the call of duty.

Specialist Pay. It is given to a deserving PNP non-officer personnel who 1s not assigned 1n critical
areas and has demonstrated efficiency and effectiveness through skills, aptitude training,
experiences and knowledge of specific police duties and specialties.

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.

Subordinate. It refers to an officer belonging to the lower or inferior rank.

Superior officer. An officer having supervisory responsibilities (either temporary or permanent) over
an officer of lower rank.

Third Level promotion. Promotion from the rank of Police colonel (PCOL) to Police General (PGEN)
provided he/she is within the promotional zone of consideration and designated to the approved to
position.

Time-In-Grade. It is the minimum period required before a third level PCO becomes eligible to be
promoted to the next rank.
Total Permanent Physical Disability (TPPD). It is a permanent and total disability as a result of
injuries suffered or sickness contracted in the performance of duty wherein a member is unfit or
unable to further perform the duties of his position.

Wounded in Police Operation (WIPO). It is a PNP personnel who is wounded in the actual
performance of duty or by reason or on account of previous discharge of function.

CHAPTER III

ORGANIZATIONAL SET-UP
OF THE PNP FUNCTIONAL RELATIONSHIP OF THE PNP AND THE NAPOLCOM

I. NATIONAL POLICE COMMISSION (NAPOLCOM)

The National Police Commission is the agency mandated by the 1987 Constitution and the Major
Police Reform Laws, Republic Act Nos.
6975 and 8551 to administer and control the Philippine National Police. Under R.A. 8551, otherwise
known as the "PNP REFORM AND ORGANIZATION ACT OF 1998" , the Commission's authority over
the PNP were strengthened and expanded to include the administration of police entrance
examinations, the conduct of pre-charge investigation of police anomalies and irregularities, and
summary dismissal of erring police officers.

A. Powers and Functions

1. Exercises administrative control
and operational supervision over the Philippine National Police (PNP) which shall mean the power
to:
•develop policies and promulgate a police manual prescribing rules and regulations for efficient
organization, administration, including criteria for manpower allocation distribution and recruitment,
selection, deployment,
'and retirement of personnel promotion,
and the conduct of qualifying entrance and promotional examinations for uniformed members;

B. Mission and Vision

Vision.
"The National Police Commission shall be a come sent and responsive overseer of an effective

Mission.
"To exercise administrative control and operational supervision over the PNP, with the end view of
ensuring a highly capable, effective and credible police service"

C. Composition of the NAPOLCOM

The NAPOLCOM as a collegial body is cour domises a cane chi, ON 43
ex-officio member, one of whom is appointed by the President as the Vice-Chairperson. The DILG
Secretary is the ex-officio Chairperson, while the Vice-Chairperson serves as the Executive Officer
loof the Commission.

The ex-officio Chairperson and four (4)

Commissioners constitute the Commission
Proper,
thereof.
which serves as the governing body
Qualifications of the Regular Commissioners
● Must be citizen of the Philippines;
● lawyers with at least five (5) years experience 9m in handling criminal or human rights
cases; or
•holders of a master's degree in public
administration, sociology, mo criminology, criminal justice, law enforcement and other related
disciplines.

Temporary or Permanent Incapacity of the Chairperson.

In case of absence due to the temporary snapast cathes erson the hairperson 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 qualified chairperson shall
be appointed by the President.

Removal from Office

The members of the Commission may be removed from office for a reason. 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.

. Command Group

a. The Chief, PNP

The PNP shall be headed by a Chief, with the rank of Police General. The head of of the
PNP as head of the Philippine National Police, shall have command, supervision and control of all
elements thereof.

He may issue from time to time such detailed instructions regarding personnel, inteli ence, ds,
paties, training and such
other matters as may be necessary to effectively carry out the functions of the Philippine National
Police.

He shall prescribe, subject to the approval of the NAPOLCOM, the table of the organization and
equipment, functions, duties and powers of various staffs, services, installations and other units of
the Philippine National Police.

The chief of the PNP or the subordinate official he may authorize shall have the power to issue
subpoena and subpoena duces tecum in connection with the investigation pf cases.

B. The Deputy Chief, PNP for administration

The Deputy chief for administration, who is the second in command with the rank of police
Liuetenant General shall assist the chief of the pnp in the exercise of logistics, comptroller and PN
personnel, logistics, comptroller and plan activities. He shall likewise assist the Chief of the PNP in
directing, controlling and supervising the national administrative support units such as Logistics
Support Service (LSS),
Management (LSS), service Information Technology Service (ITMS), Finance
Service (FS), Health Service (HS), Communication and Electronic Service
(CES), Chaplain Service (CHS), Legal
Service (LS), Headquarters Support Service
(HSS), Engineering Service (ES), Training Service (TS), Pension and Retirement Benefits
Administration Service (PRBAS) and Firearms and Explosives Office (FEO).
As the second in command, he shall act for and in behalf of the Chief PNP in the latter's absence,
incapacity or as directed.

C. The Deputy Chief, PNP for Operation

The Deputy Chief for Operation, who is third in command with the rank police Liytenant General
shall assist the Chief of the PNP in the exercise of responsibilities relative to PNP operations,
training, intelligence, community affairs, and investigation activities. He shall likewise assist the
Chief of the PNP in directing, controlling and supervising national operational support units such as
Maritime Group (MG), Intelligence Group (IG), Police Security and Protection Group (PSPG),
Criminal Investigation and Detection Group (CIDG), Highway Patrol Group (HPG), Special Action
Force (SAF), Aviation Security Group
(AVSEGROUP), Police Community Affairs Development Group (PCADG), Civil Security Group (CSG),
Crime Laboratory (CL), Anti-Kidnapping Group (AKG), Drug Enforcement Group (DEG), PNP Anti-
Cybercrime Group (ACG), EOD-K9 Group and Integrity Monitoring and Enforcement Group (IMEG).
The third in command shall exercise duties that may be delegated to him or as directed by the Chief
of the PNP. Under NAPOLCOM Resolution No. 2019-261, Approving the Restructuring and
Strengthening of the Office of the Deputy Chief, PNP for Operations (ODCO).
The Office of the Deputy Chief, PNP for Operations shall have the following duties and
responsibilities:
• Assists the Chief, PNP in the exercise of responsibilities relative to PNP
operations,plans, intelligence, community relations, and investigation activities.
● Assist the Chief, PNP in directing, controlling, and supervising the national operational
support unit.
● As third in command, the Deputy Chief, PNP for Operations shall exercise duties that may be
delegated to him by the

D. The chief of Directorial Staff

The chief of Directorial staff, who is fourth in command, shall have the rank of police Lieutenant
General shall assist the chief of the PNP in the general coordination and supervision Staff. As the
prilvities of the Directorial Staff. As the principal coordinating directorial staff of the chief of the
PNP, he coordinates, supervises and directs members of the Directorial Staff and Services Staff in
the performance of their respective functions. He directs and issues detailed implementing policies
and instruction regarding personnel, patile cans, ratios, investigation and other matters as may be
necessary to effectively carry out the powers.

2. Chief PNP's Personal Staff

The personal staff assists the CPNP in his official functions through advice, assistance, or service.

a. Inspector General, Internal assist the CPNP in his official functions through advice, assistance or
service. (IG-IAS) (R.A 8551)
The Internal Affairs Service is headed by the Inspector General who is a civilian, appointed by the
President and exercises general
supervision and control over all the IAS offices and personnel nationwide. The inspector General is
assisted by a Deputy Inspector Tenera who Is a uniformed member of the Philippine National Police
with a rank of Police Major General.

Functions:
Pro-actively conducts inspections and audits on PNP personnel and units.
• Investigates complaints and gather evidence in support of an open investigation.
● Conducts summary hearings on. PNP members facing administrative charges.
● Submits 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
● Files appropriate criminal cases against
PNP members before the court as evidence warrants and assist in the prosecution of the
case.
B. Human Rights Affairs office (C, HRAO)

Functions:
• Oversees the implementation of PNP guidelines and policies on human rights laws.
Integrates
the PNP efforts and come up
with holistic approach and systematic implementation of human rights programs and activities.
● Reviews, formulates and recommends policies and programs, as well as administrative and
legislative measures to effectively implement human rights laws.
● Monitors the conduct of investigation, legal and judicial processes of addressing human
rights violation of PNP personnel.
● Undertakes information campaigns for media (local and foreign) and interested sectors (e.g.
advocates for press freedom and human rights) to project government findings and
perspectives and measures being implemented relative to human rights violations cases
against PNP personnel.
Performs other duties as directed by the chief, PNP.
C. Center for Police strategy Management (CPSM)

the Office of the Chief, PNP headed by the Director with the rank of Police Brigadier General.

Functions:
Coordinates and integrates all strategy management processes, sustaining its strategy execution
and management, and instilling in the organization a culture of strategic focus.
• Assists and advises the
Chief, PNP in identifying strategic issues and its corresponding key strategic solutions.
•Assists and advises the PNP units identifying strategic initiatives, developing measures, setting
targets and alignment of resources required to achieve the objectives set in the Performance
Scorecard.
•Cascades the PNP Peace and Order
Agenda for Transformation and Upholding the Rule-Of-Law (P.A.T.R.O.L.
Plan 2030) down to all Police Stations ensuring the development, proper execution and monitoring
of respective scorecards and dashboards.
•Integrates all strategy management processes, sustaining strategy execution and management,
and instills in the organization a culture of strategic focus.
•Facilitates the alignment of strategies with operations and manages implementation through
integration and coordination of programs, projects and activities across functions and offices/ units.
• Develops a communication plan focused
comprehensive on building common understanding of the Strategy and to generate commitment
and support from all stakeholders.
•Establishes and facilitates the process of identifying, documenting and sharing lessons-learned
and best practices and replicating them to the entire organization.
•Oversees the review and validation and timely performance reporting based on the Balanced
Scorecard measures in collaboration with the Technical Working Group and National Advisory
Group.
•Monitors and evaluates the PNP
Integrated Transformation Program through the proper implementationn of
PNP P.A.T.R.O.L. Plan 2030.
•Performs other duties as directed by the Chief PNP.

d. Peace Process and Development Center (PPDC)

•Closure of the Government of the Philippines-Moro National Liberation Front (GPH-MNLF) Peace
Process
• Continuity of the Government the Philippines-Communist Party of the Philippines/New People's
Army/ National Democratic Front (GPH-CPP/ NPNNDF) Peace Process Towards a Final Peace
Agreement
• Closure of the Peace Agreements with the Cordillera People's Liberation Army
(CPLA) and the Rebolusyonaryong
Partido ng Mangga gawa ng Pilipinas-
Revolutionary ProletarianArmy-Alex
Boncayao Brigade (RPMP-RPA-ABB)
 ● Development in conflict-affected areas.
● Promotion of the culture of peace and
1911
conflict sensitivity in peace building and development.
Functions:
● Acts as the office primarily responsible in the monitoring of the development
and implementation of peace agreements and pertinent laws.
• Collaborates with the Office of the Presidential Adviser on the Peace Process
(OPAPP), Chairpersons of Government reace Negotiating Panels (GPNPs and Armed Forces of the
Philippines Peace Development Center (AFPPDC) on the implementation of the peace process
program.
•Consolidates and integrates
inputs and recommendations from other PNP Offices/Units, which may be required in furtherance of
the peace process program.
Coordinates, integrates and disseminates
with the other PNP Offices/Units the implementation of the peace process