PNP FUNDAMENTAL REVISED DOCTRINE

PHILIPPINE NATIONAL POLICE MANUAL

PNPM-D-0-1-02-13 (DHRDD)

REVISED

REVISED

PNP FUNDAMENTAL

DOCTRINE

PHILIPPINE NATIONAL POLICE MANUAL

PNPM-D-0-1-2-13 (DHRDD)

PNP FUNDAMENTAL

DOCTRINE

(REVISED)

October 2013

August 20

TABLE OF CONTENTS

Page

PRELIMINARY PAGES Publisher’s Note

Letter of Promulgation i NHQ-TWG Resolution ii

Messages NAPOLCOM Chairman iii Chief, PNP iv

Preface v

CHAPTER 1. INTRODUCTORY PRINCIPLES 1 Section 1-1. General 1 1-2. Manuals and Doctrines 2

1-3. Document Security Classification 5

CHAPTER 2. POWERS OF THE STATE 6 Section 2-1. General 6 2-2. Police Power of the State 8

2-3. Fundamental Principles of Law Enforcement 9

CHAPTER 3. THE PHILIPPINE NATIONAL POLICE 11 Section 3-1. Mandate, Vision and Mission 11 3-2. Philosophy, Core Values and Ethics 12

3-3. Symbols 13 3-4. Functions 15

3-5. Organization 17 CHAPTER 4. ORGANIZATION, COMMAND AND STAFF PRINCIPLES 18

Section 4-1. General Concepts in Organization 18 4-2. Broad Bases of Organizations 21

4-3. Application of Principles 23 4-4. Command and Staff Principles 27 4-5. Command Principles and Procedures 28

4-6. Leadership and Development 34 4-7. Staff Principles and Procedures 38

CHAPTER 5. CRIME PREVENTION AND SOLUTION 45 Section 5-1. General Concepts of Crime 45

5-2. Crime Reporting 45 5-3. Crime Prevention 46

5-4. Crime Solution 47

CHAPTER 6 PUBLIC SAFETY AND SECURITY 48 Section 6-1. Concepts in Public Safety and Security 48 6-2 Fundamental Principles 52

6-3 Role in Public Safety and Security 54 6-4 The Peace and Order Council 55

6-5 Strategy on Public Safety and Security Operations 58 CHAPTER 7 RESOURCE MANAGEMENT 60

Section 7-1. Personnel Management 60 7-2. Training Administration and Management 66

7-3. Budgeting System 79 7-4. Procurement System 80 7-5. Accounting and Auditing System 83

CHAPTER 8. STRATEGY MANAGEMENT 88

Section 8-1. General Concepts 88 8-2. Change Agenda 89 8-3. Governance Scorecard 90

CHAPTER 9. GENERAL PROVISIONS 92

Section 9-1. Administrative Sanctions 92 9-2. Separability Clause 92 9-3 Effectivity 92

9-4. Amendment 92

SUMMARY OF CHANGES 93 LIST OF ABBREVIATIONS 94 GLOSSARY OF TERMS 95

REFERENCES 96 APPENDICES 98

A Organizational Structure 99 B Functions of Key Officers, Offices/Units 100 C Training System 108

D PNP OPIF Logical Framework 109 E PNP PATROL Plan 2030 Roadmap 110

DHRDD-TWG Members 111

Publisher’s Note:

This PNP Fundamental Doctrine contains the use of masculine

pronouns and terms which refers to both male and female. The generic

uses of these words in this publication are not intended to disregard

social equality or promote gender biases.

The information contained in this doctrine shall be

communicated either directly or indirectly to the internal public for their

information and adherence.

Republic of the Philippines

National Police Commission NATIONAL HEADQUARTERS, PHILIPPINE NATIONAL POLICE

OFFICE OF THE CHIEF, PNP

Camp Rafael Crame, Quezon City

MEMORANDUM

TO : All Concerned

FROM : Chief, PNP

SUBJECT : Promulgation

DATE :

1. The Technical Working Group on the PNP Fundamental Doctrine under the supervision of the Directorate for Human Resource and Doctrine Development initiated the revision of the Manual for ready reference of all PNP Units and

personnel.

2. The revised PNP Fundamental Doctrine embodies the spirit, basic principles and beliefs of the PNP in fulfilling its primary mandate “to serve and protect” the Filipino people through consistent and fair enforcement of the law.

3. All PNP units and personnel are therefore enjoined to read and know by

heart its applicability in the conduct of police activities. 4. This doctrine is promulgated for the information and guidance of all

concerned effective immediately.

ALAN LA MADRID PURISIMA

Police Director General

“Serbisyong Makatotohanan”

P

RE

FA

CE

Republic of the Philippines NATIONAL POLICE COMMISSION

NATIONAL HEADQUARTERS, PHILIPPINE NATIONAL POLICE

DIRECTORATE FOR HUMAN RESOURCE AND DOCTRINE DEVELOPMENT Camp Crame, Quezon City

The creation of the Philippine National Police (PNP) as a

separate and distinct law enforcement institution that is “national in scope but civilian in character”, necessitates the establishment of the Fundamental Doctrine, upon which all other

doctrines and policies are aligned.

The PNP Fundamental Doctrine comprises the basic principles for the employment of PNP forces and personnel in support to the attainment of national objectives. It serves as a

guide to the realization of the PNP vision, mission and functions. Hence, it is the authority upon which all other types of PNP

doctrines should be anchored. The evolution of the PNP and the establishment of its own

identity, separate and distinct from its military predecessor, necessitated the call for the revision of the existing Fundamental

Doctrine. This doctrine has been formulated based on studies, tests

and syntheses of existing rules and regulations, as well as experiences accumulated by the PNP through the years. It shall

continue to be in effect until modified or amended. The format of the PNP Fundamental Doctrine has been

patterned largely from the basic Doctrine of the defunct Philippine Constabulary but with major revisions and inceptions

of provisions consistent with the vision, mission, and functions of the PNP pursuant to R.A. 6975 duly amended by R.A. 8551 and R.A. 9708.

The contents of this doctrine include the fundamental principles for the

employment and deployment of PNP elements in support of national goals and policies that is aimed to provide information and reference to Service Schools, Training Units and policy makers towards the refinement of police operational

procedures and other police functions.

The NHQ-TWG on the Revised PNP Fundamental Doctrine had carefully and seriously deliberated on the contents of this Manual in a series of researches and discussions to come up with its revised form in accordance with the standards set

forth by the PNP and NAPOLCOM.

During its revision, various obstacles where encountered by the TWG which hindered the otherwise smooth process of revision. One of which is the difficulty of finding references and other resources to support the inception of new provisions.

Given the fact that most of the provisions of the original doctrine was derived from the military doctrine, the TWG needed to conduct extensive research on the existing

set-up of the PNP and its current policies and procedures—some of which are not yet documented.

Doctrine development work is a tedious process--though hardly a few people appreciate its importance. Doctrine development requires patience, determination,

commitment and dedication to accomplish what has been started and to create something tangible that could provide an anchor from which the PNP could derive its actions and programs. It calls for the integration of thoughts and ideas, creativity and

a never-give-up attitude. It invokes great challenge, both intellectually and physically.

However tedious the process is, DHRDD never looked at it as a hindrance. Instead it was a welcome opportunity as the PNP starts to recognize the importance of doctrine development when it was made a part of the Strategic Focus of the Chief,

PNP under the CODE-P Program in support of the PNP PATROL 2030.

With these, I would like to extend my heartfelt gratitude and appreciation to the men and women of the Philippine National Police who shared their knowledge and grains of wisdom to finally put into fruition the Revised PNP Fundamental

Doctrine. To PCSUPT RONILO V. QUEBRAR, Deputy Director, Directorate for Human

Resource and Doctrine Development (DHRDD) for providing guidance and inspiration to the members of the DHRDD Technical Working Group.

To the NHQ-TWG headed by PCSUPT ISAGANI R. NEREZ, Secretary to the

Directorial Staff, by steering the group towards the successful realization of this project.

My greatest appreciation goes out to our predecessors, who spearheaded the formulation of the original PNP Fundamental Doctrine in 1994.

To the Technical Staff—the General Doctrine Development Division led by

PSSUPT AGUSTIN E. SENOT and NUP Angelica G. Ruetas - for their

inexhaustible energy and commitment as they carried out all the groundwork in the revision of this Manual.

To PDIR ALAN LA MADRID PURISIMA, Chief, PNP for his firm leadership

and focus on the development of responsive doctrines to guide our personnel in all

aspects of PNP operations and administration.

With this, I enjoin all PNP personnel to understand and adhere to this Doctrine so that each of us may be guided and continue to become effective and efficient in performing our duties and responsibilities as a police officer and a public servant.

SAMUEL B. DICIANO

Police Director

The Director, DHRDD

M

ES

SA

GE


Department of the Interior and Local Government

NATIONAL POLICE COMMISSION

371 Sen. Gil Puyat Ave, Makati City

The publication of the Revised PNP Fundamental Doctrine

is again another feather on the hat of the Philippine National Police.

This remarkable achievement is indeed laudable considering that this Manual serves as the anchor upon which all

police procedures and policies are based.

I fervently hope that this Manual would be the primary guide of every PNP personnel as they make their individual contributions in the attainment of a truly progressive community.

I urge the Philippine National Police to continue to be vigilant in the enforcement of laws and remain dedicated and

committed in the performance of their sworn duties.

MAR ROXAS

Chairman,

NAPOLCOM

M

ES

SA

GE


NATIONAL POLICE COMMISSION

NATIONAL HEADQUARTERS PHILIPPINE NATIONAL POLICE

OFFICE OF THE CHIEF, PNP Camp Crame, Quezon City

It is with great pleasure that I congratulate the members of

the PNP Technical Working Group who exerted tremendous effort

in accomplishing this project.

The revision of the PNP Fundamental Doctrine is part of

PNP’s continuing effort to develop and improve its services in support to national goals and policies which are among the

significant aspects of our CODE-P Program and the PNP PATROL Plan 2030.

I enjoin every member of the PNP to take to heart the provisions of this Manual for this will serve as our guide in providing

“Serbisyong Makatotohanan” that our society truly deserves.

ALAN LA MADRID PURISIMA

Police Director General

“Serbisyong Makatotohanan”

“The Philippine National Police is a civilian law enforcement organization

guided by the rule of law. It acts deliberately and responds to situations

according to prescribed doctrines, rules and procedures.”

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Chapter 1 RESTRICTED 1

CHAPTER 1

INTRODUCTORY PRINCIPLES

Section 1-1 General

1.1 Purpose. This doctrine prescribes the Philippine National Police’s (PNP)

Fundamental Manual. Its purpose is to guide the Command Group, Directorial Staff,

National Support Unit Directors, Regional, Provincial and City Directors, Chiefs of Police, Police Commissioned Officers, Police Non-Commissioned Officers (PNCOs) and Non-Uniformed Personnel (NUP) in the pursuit of organizational objectives

primarily designed to support the attainment of established national goals. More specifically, it serves as a reference for all PNP personnel in discharging their

assigned missions, functions and responsibilities. Furthermore, it serves as a guide and authority for all other manuals to be formulated in the Philippine National Police.

1.2 Scope

a. The contents of this doctrine include the fundamental principles for the

employment of PNP elements in support of national goals and policies; information materials which could be used by training schools and units

in their instructional functions; information which could be very useful to internal, as well as public information campaigns; and other material relevant to the PNP organization such as those which support

budgetary and procurement programs and those which prescribe PNP procedures when confronted with new and contingent mission and

function;

b. This manual applies primarily to the Philippine National Police in

dispensing its mandate. With appropriate modifications, it can also apply to other organizations performing almost the same functions as the Philippine National Police; and

c. The PNP fundamental doctrine is in accordance with established

standards of the PNP and the National Police Commission.

1.3 Recommended Changes.No changes to this fundamental doctrine shall be

made within the next five (5) years from its promulgation. Users of this manual are encouraged to submit recommended changes and comments for further

improvement. Any suggested revision or comment should indicate the specific page, paragraph and line of the publication for which it is made in order to provide easy reference and evaluation. It should be forwarded to the Chief, Philippine National

Police (Attn: Director for Human Resource and Doctrine Development, Camp Crame, Quezon City.)

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Section 1-2. Manuals and Doctrines

1.4 Definition. PNP Manuals and Doctrines are authoritative statements of

principles, policies, procedures, rules and regulations prescribing the proper acquisition, use and employment of the PNP’s human and materiel resources to

achieve planned objectives. They are authoritative for two reasons.

a. They are prescribed by the Chief, Philippine National Police. Being

prescribed by the Chief, Philippine National Police, they constitute in fact a directive for all PNP personnel to observe and attain a conscious

and orderly management of PNP human and materiel resources. Unless changed or disproved, they shall remain standing for continuous application; and

b. They are largely based on knowledge gained through time-honored traditions, police experiences, studies, analyses and tests.

1.5 Characteristics of the PNP Fundamental Doctrine

a. This manual is designed for continuing applicability at all times.

b. It serves as a guide to action, and a reference for the formulation of other manuals within the PNP. It further provides a common frame of reference across the PNP, facilitates the standardization of operations,

and synchronizes major police functions by establishing common ways of accomplishing police tasks.

c. It seeks to provide a common framework for offices/units and field operatives given a particular situation. It serves to answer the following basic questions:

1) What is the PNP all about? Who does it serve?

2) What is its mandate and functions in reference to the State?

3) How must it carry out its missions? To what end?

1.6 Factors to consider in formulating Fundamental Manuals

a. Available Technology

b. Geography

c. Current Peace and Order situation d. PNP units’ capabilities e. Community support/participation

f. Laws, Regulations and Policies g. Latest Trends in international policing

1.7 Categories of PNP Doctrines and Manuals. Different categories of PNP

manuals are required due to the wide range of missions and responsibilities

assigned to the PNP.

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a. Primary Doctrines

1) 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. This manual shall be the primary manual of the PNP and shall therefore be

indexed as PNPM-D-0-01.

2) Ethical Doctrine. It defines the fundamental principles

governing the rules of conduct, attitude, behavior and ethical norms of the PNP. (refer to PNP Code of Conduct and Ethical

Behavior) b. 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. PNP operational doctrines are published in separate manuals.

Examples of PNP Operations Manuals are: PNP Police

Operational Procedures, Criminal Investigations Manual, Field

Manual on Forensic Investigation, etc.

2) Administrative Doctrines. Provide 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.

Examples of PNP Administrative Doctrines/Manuals are: Doctrine on Administrative Issuances, Doctrine on PNP Issuances, Doctrine on Classified Information, Doctrine on

Complete Staff Work.

3) Functional Doctrines or Administrative and Operations Manual (AOM). 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 - This manual is jointly formulated by

two or more bureaus/agencies/organizations in order to effect a

certain operation. With regard to Public Safety and Peace and Order, this essentially involves inter-agency collaboration with:

the Bureau of Jail Management and Penology (BJMP), the Bureau of Fire Protection (BFP), the Philippine Public Safety College (PPSC), the National Bureau of Investigation (NBI) and

other law enforcement agencies other than the PNP.

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5) Best Practice Doctrine/Manual – This manual describes or

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. The objective of adopting best practices is to find and adopt

“best ways of doing things” that have already been proven to achieve desired results. They are usually replicated from smaller

units to larger units and from lower to higher levels of the PNP. Best practices usually become part of standard procedures when already adopted at a national scale and mainstreamed as

a policy for wider adoption.

Examples of Best practices doctrines are the Regional Peace and Order Councils, the Barangay Peacekeeping Operations thru Barangay Peacekeeping Action Teams and the Crime

Mapping System. 1.8 Relationship between policies, doctrines and manuals

a. Doctrines provide general guidelines on how personnel must act or

behave on a given situation as manifested by organizational mandate, principles, beliefs, values, traditions and other dynamics. Doctrines are usually translated into policies to provide more detailed instructions and

prescribe sanctions to its non-adherence. Policies on the other hand become sources of new doctrines. When put together, policies and

doctrines become manuals which are more specific and focused to a particular police function or task.

b. The doctrine on police presence which states that “by deploying more PNP personnel and warm bodies to the streets and other strategic and

crime-prone areas, crime is deterred and police service is felt” is an example of a doctrine. A manifestation of this doctrine is the Police Security Containment Ring System (PSCRS) which started as a best

practice and later on modified, adopted and mainstreamed as a policy through the Police Integrated Patrol System (PIPS). The PIPS is now

part of the PNP’s Police Operational Procedures Manual. c. In terms of applicability, doctrines are to be continuously applied at all

times transcending political, social and economic changes. Policies are aimed at being applied for a particular period of time and are impacted

by political, organizational and socio-economic developments. Manuals on the other hand, are dependent on standing policies and current tactical and strategic trends.

PNPM-D-0-1-2-13


Section 1-3. Document Security Classification 1.9 Document Security. Information and material in any form or any nature, the

safeguarding of which is necessary in the interest of national security and is classified for such purpose by the responsible classifying authority.

PNP Doctrines and documents shall be classified as follows:

1) Top Secret. Information and material the authorized disclosure

of which would cause exceptionally grave damage to the nation, politically, economically and militarily. Top Secret documents

may be copied, extracted or reproduced only when classifying authority has authorized such action. When so authorized, the

reproduction shall be carried out under the supervision of an authorized officer.

2) Secret. Information and material, the unauthorized disclosure of

which would endanger to the national security, cause serious

injury to the interest or prestige of the nation or any government activity or would be of advantage to a foreign nation. Secret documents may be copied, extracted or reproduced only when

classifying authority has authorized such action. When so authorized, the reproduction shall be carried out under the

supervision of an authorized officer. 3) Confidential. Information and material, the authorized

disclosure of which would be prejudicial to the interest or prestige of the nation or government activity or would cause

administrative embarrassment or unwarranted injury to an individual or would be an advantage to a foreign nation. The copying, extracting from or production of confidential matter is

authorized, unless the originator or higher authority has specifically desired such authority.

4) Restricted. Information and material which requires special

protection other than that determined to be Confidential, Secret

and Top Secret matters.

PNPM-D-0-1-02-13


CHAPTER 2

POWERS OF THE STATE

Section 2-1 General

2.1 The Right to Self-Preservation. Universally accepted as a moral and legal

right of every state, the act of self-preservation is explicitly mandated in Article II, Section 4, of the 1987 Philippine Constitution that reads:

“The prime duty of the Government is to serve and protect

the people. The Government may call upon the people to defend the State and, in the fulfillment thereof, all citizens may be required, under conditions provided by law, to render

personal, military or civil service.”

2.2 National Interest

a. Definition. National interest refers to any or all particular ends from

which a nation finds benefits or advantages for the welfare of its own people. A national interest may consist of an undertaking or

involvement in any particular concern which redounds to the security and well-being of the people. National interest provides guidance along which a nation acts. They are secured and enhanced by setting up

certain objectives.

b. National Interest of the Philippines. The Constitution of the

Philippines clearly indicates the national interest of the Republic. They include, among others, political independence and stability, democratic

governance, socio-economic well-being, territorial integrity, ecological equilibrium and cultural-preservation.

2.3 Principles and State Policies. The Philippines is governed by the following

principles as set forth under Article II of the 1987 Philippine Constitution.

a. The Philippines is a democratic and republican State. Sovereignty resides in the people and all government authority emanates from

them.

b. The Philippines renounces war as an instrument of national policy, adopts the generally accepted principles of international law as part of the law of the land and adheres to the policy of peace, equality, justice,

freedom, cooperation, and amity with all nations.

c. Civilian authority is, at all times, supreme over the military. The Armed Forces of the Philippines is the protector of the people and the State. Its goal is to secure the sovereignty of the State and the integrity of the

national territory.

PNPM-D-0-1-02-13


d. The maintenance of peace and order, the protection of life, liberty, and

property, and promotion of the general welfare are essential for the enjoyment by all the people of the blessings of democracy.

e. The separation of Church and State shall be inviolable.

2.4 National Objectives. National objectives are the aims, goals or ends toward

which a national strategy is directed. They support the national interests and provide

the bases for which policies are formulated and implemented. The Philippines adopts the following national objectives:

a. To preserve the territorial integrity of the Philippine archipelago in accordance with the “Archipelago Theory” which states that an

archipelago or a group of islands comprising a state shall be treated as a national unit;

b. To promote the general welfare under a regime of justice, peace, liberty and equality;

c. To establish and maintain friendly and peaceful relations with all nations on the basis of mutual respect and understanding and of the

principles of equal rights and self-determination of all people;

d. To achieve national unity through the encouragement of involvement

by the people and the exhortation of cooperation of all sectors;

e. To insure internal security by maintaining a high state of law and order

and gain people’s support strong enough to suppress lawlessness and disorder.

2.5 National Strategy

a. Definition. National Strategy is the art and science of employing the

political, economic, psycho-social and military/police powers of a nation in times of peace or war to achieve national objectives. It is concerned

with broad matters that vitally affect the national interest and objectives. It pays a special attention to relatively uncontrollable

environmental factors by the projection of future events in the light of unexpected eventualities. It is a long range plan that involves total power and assets of a nation to realize national ends; and

b. National Strategy of the Philippines. “The Philippines renounces war

as an instrument of national policy”. The statement embodies the national strategy of the Republic, that is, it shall attain its national objectives through peaceful means and reject aggression as an

alternative course of action. However, it shall deter and suppress any form of aggression by utilizing military/police power if necessary in the

exercise of the right to self-preservation.

PNPM-D-0-1-02-13


Section 2-2. Police Power of the State

2.6 General Concepts

a. National power refers to the total strength and ability of the state to

gain desired objectives. It involves the various components combined in appropriate mix and magnitudes. They are the political, economic, psycho-social and police/military components. The degree of strength

or weakness of a nation vis-à-vis each component is a measure of its national power;

b. Political power is largely determined by the stability and credibility of

the government in whatever form it may be, its administrative

machinery, the character of its people, and the soundness of its domestic and foreign policies. The police forms part of the political

power;

c. Economic power depends on a variety of economic factors such as

magnitude of human and natural resources, agro-industrial capacity, extent of grade and commerce, communication, system and others;

d. Psychological power is determined by the nationalistic temperament

of the people, the kind of social and moral fiber they have, the degree

of faith they keep towards their own institution, be it social, religious, educational, or cultural; and

e. Police power depends largely but not solely on the strength of a

nation’s police forces. It likewise depends on the foregoing three

components of national power. Therefore, police power is the combination of both the strength of the psycho-social and political components. A truism as it appears to be, police powers becomes

almost synonymous to national power so that in the pursuit of the desired national ends, greater reliance is placed on the police. It is

designated to exert legal force or pressure. It becomes a national tool for the implementation of national goals and objectives and the measure of its effectiveness.

2.7 Objectives of the Political Instrument of National Power

The fundamental objectives of Police power are:

a. To uphold the sovereignty of the state from all threats;

b. To suppress any violation of law that threatens the security of the state;

and

c. To insure compliance of the law by everyone.

2.8 Sovereignty and Territory. The Philippines is a friendly and peace-loving

nation. It affirms, however, the right to uphold and defend its sovereignty and

PNPM-D-0-1-02-13


territorial integrity. Its constitution does not waive the right to self-preservation in case of attack or violation of its sovereignty or territorial domain.

2.9 Adherence

a. Conceived as the foundation of the overall effort to achieve internal security, compliance to all laws of the state is given a high bearing -

usually all the instruments of national power- this becomes the most important objective of the political instrument of national power; and

b. Adherence is a state of mind resulting from a religious compliance of the law.

2.10 Program and Missions. In addition to purely police functions, the political

instrument may conduct campaign and execute programs in support of national

objectives. Units of the PNP may be employed in socio-economic programs, in the operation and maintenance of essential public services and utilities, and in providing

public assistance in time of national disasters and calamities.

Section 2-3. Fundamental Principles of Law Enforcement

2.11 General. 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

(Robert Peele’s,1829):

a. The basic principle for which the police exist is to prevent crime and disorder.

b. The ability of the police to perform their duties is dependent upon public approval of police actions.

c. 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.

d. The degree of cooperation of the public that can be secured diminishes proportionately to the necessity of the use of physical force.

e. Police seek and preserve public favor not by catering to public opinion but by constantly demonstrating absolute impartial service to the law.

f. 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.

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g. Police, at all times, 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 community welfare and existence.

h. Police should always direct their action strictly towards their functions and

never appear to usurp the powers of the judiciary.

i. The test of police efficiency is the absence of crime and dishonor, not the visible evidence of police action in dealing with it.

PNPM-D-0-1-2-13


CHAPTER 3

THE PHILIPPINE NATIONAL POLICE

Section 3-1 Mandate, Vision and Mission

3.1 General. It is the policy of the State to establish a highly efficient and

competent police force which is national in scope and civilian in character

administered and controlled by a national police commission. The Philippine National Police (PNP) shall be a community and service oriented agency responsible for the

maintenance of peace and order and public safety. The PNP shall be so organized to ensure accountability and uprightness in police exercise of discretion as well as to achieve efficiency and effectiveness of its members and units in the performance of

their functions. (Title 1, Section 2, R.A. 8551)

The PNP is adopting the Performance Governance System (PGS) as its strategy in accomplishing its mandated mission and functions complemented by the Balanced Scorecard system as its management tool in measuring progress and

performance of PNP units and individual personnel. (see Annex E “PNP PATROL Plan 2030 Roadmap)

3.2 Legal Bases

a. Republic Act 6975 (An Act Establishing the Philippine National Police under a Reorganized Department of the Interior and Local

Government, and for Other Purposes). b. Republic Act 8551 (An Act Providing for the Reform and

Reorganization of the Philippine National Police and for Other Purposes, Amending Certain Provisions of R.A. 6975).

c. Republic Act 9708 (An Act Extending for Five Years the Reglementary

Period for Complying with the Minimum Educational Qualification for

Appointment to the Philippine National Police and Adjusting the Promotion System Thereof, Amending for the Purpose Pertinent

Provisions of R.A. 6975 and R.A. 8551).

3.3 Vision. Imploring the aid of the Almighty, by 2030, we shall be a highly

capable, effective and credible police service working in partnership with a responsive community towards the attainment of a safer place to live, work and do

business. (PNP Patrol Plan 2030 )

3.4 Mission. 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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Section 3-2 Philosophy, Core Values and Ethics

3.5 Philosophy. “Service, Honor, Justice”. These words describe the

embodiment of ideals of the officers, men and women of the PNP to insure efficiency, integrity, cohesiveness, camaraderie and equanimity towards enhancing community acceptance and support and to attain its mission of peace keeping and

law enforcement.

3.6 Core Values. 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 (PNP Ethics and Values Formation Manual, 2007). 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)

3.7 The Police Officer’s Creed (Chapter II, Section 2 of the PNP Ethical

Doctrine: 1995)

I believe in God, The Supreme Being, The Great Provider, and The Creator of all men and everything dear to me. In return, I

can do no less than love Him above all obeying His word, seek His guidance in the performance of my sworn duties and honor Him at all times.

I believe that respect for authority is a duty. I respect and

uphold the Constitution, the laws of the land and the applicable rules and regulations. I recognize the legitimacy and authority of the leadership, and obey legal orders of my superior officers.

I believe in selfless love and service to people. Towards this

end, I commit myself to the service of my fellowmen over and above my personal interest.

I believe in the sanctity of marriage and family life. I shall set the example of decency and morality, shall have high regard for

family life and value of marital fidelity. I believe in the responsible dominion and stewardship over

material things. I shall inhibit myself from extravagance and ostentatious display of material things. I shall help protect the

environment and conserve nature to maintain ecological balance.

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I believe in the wisdom of truthfulness. I must be trustworthy and I shall uphold the truth at all times.

3.8 Law Enforcers’ Code of Conduct. (Adopted thru United Nations General

Assembly Resolution 34/169 on December 17, 1979)

a. Law enforcement officials shall at all times fulfill 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. b. 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.

c. Law enforcement officials 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. d. No law enforcement official may inflict, instigate or tolerate any act of

torture or other cruel, inhuman or degrading treatment or punishment, nor may any law enforcement official invoke superior order or

exceptional circumstances 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.

e. 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.

f. Law enforcement officials shall not commit any act of corruption. They

shall also rigorously oppose and combat all such acts. g. 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.

Section 3-3 Symbols 3.9 PNP Seal Symbolism and Meaning (as registered at the National Historical

Institute on December 1991)

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a. The Native Shield – The symbol of the Philippine Constabulary, the

first National Police by virtue of Organic Act No. 175, enacted by the

Philippine Commission on July 18, 1901. The Philippine Constabulary 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 Integrated National Police in 1975 to nurture the

then embryonic concept of the nationalization of the country’s local police forces.

b. The Sun Rays- 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.

c. 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. d. The Three Stars- 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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e. Service, Honor, Justice – Added distinct ideals for the officers, men

and women of the PNP to insure efficiency, integrity, cohesiveness,

camaraderie and equanimity to enhance community acceptance and support to attain its mission of peacekeeping and law enforcement.

f. Laurel Leaves- Green laurel leaves symbolizes the Regional

Commands. It is also a symbol 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.

3.10 The PNP Badge, Symbolism and Meaning (as registered at the National

Historical Institute and Intellectual Property Office of the Philippines dated January

2012)

a. Philippine Eagle– represent the Philippine national bird-symbol of

swiftness, power, courage and immortality. b. Shield - symbol of protection of all citizens.

c. Three (3) Stars - 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.

d. Sun with Eight (8) Rays – 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. e. Lapu–Lapu - symbolizes the bravery of the Philippine National Police.

f. Scroll with inscription- represents the PNP’s motto:

Service - is the vibrant and cogent deeds and action in

response to the needs and wants of the people in

distress. Honor – is the over-riding criterion and consideration in the

performance of their entrusted task or mission. Justice – dispensed to everyone whatever is due to him without

favoritism or discrimination of any sort.

g. Laurel Leaves – symbolizes the competency, brilliance and honor

expected from each and every member of the PNP. h. Philippine National Police inscription – depicts the identity of

solidarity. i. Rank - represents the rank of the police officer.

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j. Serial Number- represents the serial number of the police officer.

Section 3-4 Functions 3.11 Powers and Functions of the PNP. (As defined in Section 24 of Republic

Act 6975)

a. Enforce all laws and ordinances relative to the protection of lives and properties;

b. Maintain peace and order and take all necessary steps to ensure public

safety;

c. Investigate and prevent crimes, effect the arrest of criminal offenders,

bring them to justice and assists in their prosecution;

d. Exercise the general powers to make arrest, search and seizure in

accordance with the Constitution and pertinent laws;

e. Detain an arrested person for a period not beyond what is prescribed by law, informing the person so detained of all his rights under the constitution;

f. Issue license for the possession of firearms and explosives in accordance with laws;

g. Supervise and control the training and operations of security agencies,

and issue licenses to operate security agencies and to security guards and private detective for the practice of their professions; and

h. Perform such other duties and exercise all other functions as may be directed by law.

3.12 Collateral Functions. A collateral function of the Philippine National Police

is always in collaboration with other law enforcement agencies and police volunteers.

They are:

a. To maintain forces and establish police volunteers to sustain the need

of law enforcement;

b. To maintain readiness in mobile forces and police volunteers, trained

and equipped for employment in emergencies;

c. To provide adequate, timely and reliable intelligence for use by the PNP, and in assistance to other agencies;

d. To organize, train and equip a force for assignment to an insurgent-affected area;

e. To prepare and submit budgets to NAPOLCOM Chairman for the PNP units and offices; justify before the competent authority budget request

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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;

f. To conduct research and develop doctrines, procedures, tactics, techniques, develop and procure weapons, equipment and supplies essential to the fulfillment of the functions assigned;

g. To develop, supply and maintain police camps/bases and other installations including lines of communication; and

h. To assist other law enforcement agencies when

called/requested/directed.

i. To support the AFP through information gathering and performance of

its ordinary police functions, on matters involving the suppression of insurgency. (Title II, Section 3, RA 8551 amending RA 6975)

j. To support the AFP in combat operations involving the suppression of insurgency and other serious threats to national security. (Executive

Order No. 546 Directing the Philippine National Police to Undertake Active Support to the Armed Forces of the Philippines in Internal Security Operations for the Suppression of Insurgency and Other

Threats to National Security, Amending Certain Provisions of Executive Order No. 110 Series of 1999 and for Other Purposes dated July 14,

2006)

Section 3-5 The Organization

3.13 Organization. The Philippine National Police includes the National

Headquarters Philippine National Police, PNP National Support Units - Operational

and Administrative, Major Subordinate commands and such other units as may be

established to meet the necessary requirements in the execution of the PNP mission

and functions. (Title III, Section 25 of RA 6975)

a. 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.

b. Regional. At the regional level, the PNP shall have regional offices,

including that of the National Capital Region, which may be divided into

two (2) separate regions without prejudice to the pertinent provisions of the Organic Act for the Autonomous Regions of the Cordilleras and

Muslim Mindanao relative to the creation of a regional police force in the area of autonomy. Each of these regional offices shall be headed by a Regional Director for peace and order.

c. Provincial. At the provincial level, there shall be a PNP office, each

headed by a Provincial Director. In the case of large provinces, police

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districts may be established by the Commission to be headed by a District Director.

d. City or Municipal. At the city or municipal level, there shall be a PNP

station, each headed by a Chief of Police.

(Note: Refer to Annex A for details on the organizational structure of the PNP and

respective functions of each unit)

PNPM-D-0-1-02-13 DHRDD


CHAPTER 4

ORGANIZATION, COMMAND AND STAFF PRINCIPLES

Section 4-1 General Concepts in Organization

4.1 Definition of Organization

a. An organization is a system of coordinating activities of a group of

people working in a concentrated manner towards a common goal

under authority and leadership.

b. A system of coordinated activities means that 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.

c. In all organizations, a group of people are needed to implement or

execute the activities or functions.

d. Cooperation towards a common goal is important in an organization.

Cooperation is strictly a human phenomenon. For rational behavior,

cooperation among individuals always has a purpose. Objectives of the

organization spell out that purpose. Its general purpose is to obtain

organizational efficiency.

e. Organizations are normally structured on a superior-subordinate

relationship. Therefore, authority is a universal element of all

organizations. Leadership is a personal quality which exhorts willing

collaboration towards a common goal.

4.2 Four Primal Conditions of Organizations. Organizations as mentioned

above provide unity of action to realize a common purpose. However, before any

unity of action is possible, four primal conditions must exist:

a. Authority. This is the supreme source of government for any particular

organization. It is the right exercise, to decide and to command by

virtue of rank and position.

b. 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.

c. Doctrine. This defines 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.

d. 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.

4.3 Principles of Organization. The primal foundations stated above are broad

enough to apply to any organization regardless of structural design and form.

However, certain principles of organization find particular application in the rational

structuring of organizations.

a. Principle of Unity of Objective. An organization structure is effective

if it enables individuals to contribute to the organizations/unit

objectives.

b. 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.

c. 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:

1) 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 principle undermines authority, jeopardizes

discipline, disturbs order and threatens stability in the

organization.

2) 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 instead determined by the four (4)

factors combined:

(a) Managerial ability of superior;



(b) Effectiveness of organizational communication system;

(c) Effectiveness of management control exercised over

operations; and

(d) Organizational Philosophy on centralization versus

decentralization of authority and function.

3) 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. Span of control

necessitates delegation of authority.

d. 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 operational

performance of the organization.

e. Line and Staff Principle. Organizations must provide an orderly

arrangement of functions so that objectives can be accomplished

effectively. The line and staff principle provides two basic structures in

organization: 1) the line structure and 2) 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

relatively unlimited authority over those to whom orders are given are

considered line officials while those having authority restricted to their

functional area are called staff officials.

f. Directorial Staff Principle. Prescribes the directorial authority of the

Directorate in the national and regional levels and other equivalent

units.

g. 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.

h. Principle of Delegation. Authority delegated to all individual managers

should be adequate to ensure their ability to accomplish the expected

results.



i. Principle of Absoluteness of Responsibility. The responsibility of

subordinates to their superiors for performance is absolute, and

superiors are accountable for their subordinates’ activities.

j. 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.

k. 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

organizational structure.

l. 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 toward 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.

m. 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 departments tend to be looked upon as

leaders and in which their task of leadership is aided, organization

structuring has accomplished an essential task.

Section 4-2. Broad Bases of Organizations

4.4 General. The Philippine National Police observes several broad bases in

organizing units of the command. Organizations comprising the command are not

organized out of vacuum but are determined using bases. In most cases, two or

more of these bases are equally applied in actual situations, they are as follows:

a. 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:

1) To provide centralized direction among units within the area;

2) To provide a medium of coordination between higher levels of

the command and the command organization itself in the area;

3) To establish the specific responsibility of the commander;

4) To maximize coverage of the overall command, thus enabling it

to accomplish its missions and functions more effectively; and

5) To serve as an integrative force for all units within the area.

b. 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:

1) To obtain expeditious performance of a given task or solution

to a given problem without restriction to a given geographic area;

2) To achieve concerted actions toward the accomplishment of objectives by avoiding overlapping or duplication of functions;

3) To fix responsibility to a specific functional area; and

4) 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.

c. 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:

1) To concentrate on a specific service required by client;

2) To fix the responsibility of the commander;



3) To make the organization responsive in delivering its assigned

tasks.

d. Work process basis. Organization on the basis of work processes

means the grouping together of subordinate units or elements primarily

trained to practice a given or related job. Reasons for organizing on the

basis of work processes are:

1) To maximize utilization of up-to-date skill derived from training;

2) To obtain more effective coordination as a result of

homogeneous training and skill; and

3) To make the organization responsive in delivering its assigned

tasks.

e. 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:

1) To maximize utilization of existing elements whose expertise or technical knowledge are needed and applicable;

2) To obtain facts and immediate solution of the existing problem by which the unit was tactically organized; and

3) 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.

Section 4-3. Application of Principles

4.5 Fundamental considerations in Command Organization

a. The primary concerns in organizing command organization are:

1) Determination of specific activities that are necessary to

accomplish the pre-determined objectives; and



2) Grouping and assigning the activities to specific positions and

people.

b. A sound command organization should provide for:

1) Centralized direction;

2) Decentralized execution; and

3) A common doctrine

c. Centralized direction is necessary to coordinate as well as to integrate

the total efforts of the component forces. This underscores the

importance of central planning and control. Equally important is the

decentralized execution because no commander is physically and

mentally capable of knowing and executing every detailed action of a

large organization. This simply means delegation of authorities and

assignment of various categories of responsibilities to lower

commanders in view of the span of control. A common doctrine is

likewise indispensable to promote mutual understanding and

confidence between a director and his subordinates and to provide

guidelines in the absence of specific instructions.

4.6 The 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 the 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 “chain of command.” It consists of different

levels as follows:

a. Top Echelon. The top most level in the chain where the overall

responsibility and authority over subordinate commands and units is

placed.

b. 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 the National Support Units, Provincial/City

Commands/NCR Districts belong to the middle echelon. However for

purposes of clarity, this echelon is further categorized as follows:

1) Police Regional Offices/NSU’s – Top-middle echelon

2) Provincial/City Police Offices /NCR District Offices –

intermediary– middle echelon



3) Municipal Police Offices/Numbered Police Stations – lower

middle echelon

c. Lower Echelon. The lower echelon is comprised of the subordinate

units further apportioned by subordinate commanders, such as the

municipal and city police stations. A commander may apportion his

tasks to subordinates to an extent dictated primarily by the nature of

the task and the availability of material and human resources.

4.7 Principles in Structuring Command Organizations

a. Division of Work. The process of dividing work shall be guided

primarily by the break-up of work into its fundamental components and

increase specialization at the lower levels of command. The lowest unit

should be constituted into a complete job to be occupied by one or

more persons at a given time.

b. Goal Orientation. The grouping of functions when setting up the

structural framework of an organizational unit should be oriented

towards the accomplishment of the goals of the whole organization.

c. Levels of Authority. The levels of 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.

d. Simplicity. A structurally simple organization is defined by its adequate

size and targeted positions, functions or units.

e. Unity of Command. This requires that a subordinate is responsible to

only one commander. It also provides that for a responsive work

direction, an organizational unit, position, or element should be

responsible for policy directions without impairment, however, the free

exchange of ideas and information at all levels is encouraged.

f. Responsibility and Authority. The areas of responsibility should be

clearly delineated and the location of authority logically established at

every level throughout the organization without impairing the

responsibility and authority in the highest executive of the organization.

g. Span of Control. 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 so that the span of control of

every commander is not overly extended.



h. Balance and Symmetry. Balance and symmetry in organizational

structuring particularly in the proportional relationships of line and staff,

central headquarters and field elements, hierarchy and nomenclature

of organizational units, and levels of authority and titles or positions

should be consistently observed together with the other principles of

organization.

i. Equality. For every responsibility there should always be a

commensurate authority and vice-versa to specify limits of power to

avoid its abuse.

j. Homogeneity. Homogeneous grouping of work should give way to

necessary divisions where grouping will result in focusing resources

towards the upholding of basic organizational interests.

k. Duplication and Overlap. Overlapping of work functions and duties

should continually be avoided. Accountabilities and responsibilities

must be clearly identified for every work function.

4.8 Delegation of Authority and Assignment of Responsibility. It is the

action by which the Chief, PNP assigns part of his authority to his Deputies,

Directorial Staff, Regional Directors and NSU Directors. The act of delegating

authority and assigning responsibility to subordinate elements of the PNP is

considered a necessary prerequisite to the organization of these elements into units.

The commander therefore must:

a. Clearly state the mission or tasks to enable subordinates to determine

their individual contribution to the overall mission of the command

organization.

b. Allocate to his subordinate, resources necessary for the

accomplishment of their assigned tasks.

c. Delegate sufficient authority and functions to subordinates

commensurate to the assigned responsibility.

d. Provide an adequate communication system between him and his

subordinates to ensure subordinates’ conformity to pre-established

plans and policies and avoid abuse of authority.

e. Provides an effective control procedure without stifling innovativeness.

f. Create special committee when undertaking special projects. In

assigning committee chairmanship and membership, it must be on a

positional designation basis rather than individual designation basis.



Section 4-4 Command and Staff Principles

4.9 Purpose. The purpose of this is to outline selected basic principles and

procedures of command staff applicable to the organizational set up of the Philippine

National Police.

4.10 Definitions

a. Command. Within the context of this chapter, the term "Command"

shall be taken to mean the authority vested in an individual of the

police service over his subordinates by virtue of his rank or

assignment.

b. Staff. It is a coordinating body assigned to help the commander

accomplish his missions. It is composed of the officers exercising

directorial authority, each having a functional area or responsibility

which the commander is interested in.

c. Authority. It is the right to decide and command.

1) In a police organization, authority consists of rights such as to:

(a) Make decisions within the bounds of his authority;

(b) Assign tasks to subordinates; and

(c) Expect and require satisfactory performance from

subordinates.

2) Authority must be coupled with commensurate responsibility for

planning, organizing, directing, coordinating, and controlling

police forces for the effective accomplishment of assigned

mission.

(a) Responsibility. It is the obligation to do something.

Responsibility is the duty that one has to perform in the

organizational tasks, functions and assignments.

(b) Accountability. This refers to the obligation to account

for the authority delegated and tasks assigned to

subordinates. Subordinates must answer to his

commander with regard to the discharge of his authority

granted him by his superior. In other words, each

subordinate is obligated to support to his superior



measured by the manner he exercised his responsibility

and the use of the authority delegated to him.

(c) Mission. The term refers to a duty assigned to a police

unit or an individual. In a larger sense, it may refer to the

effect desired through the discharge of one or more

functions by a PNP unit or an individual.

Section 4-5. Command Principles and Procedures

4.11 Command Authority. This provides the commander with the right to plan,

organize, direct, coordinate and control PNP forces or units in order to accomplish

an assigned mission or task. Essentially, this inextricably goes with a commensurate

responsibility not only on the foregoing function but also on matters of health,

welfare, morale, training and discipline of subordinates.

4.12 Command Responsibility. The commander is responsible for all that

his 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.

4.13 The Commander

a. The commander exercises command authority and responsibility over

subordinates by virtue of his rank and assignment. Such authority

should be within the scope of law, policies and PNP service

regulations.

b. He discharges his responsibilities through a chain of command. All

orders are issued by the commander of the highest unit to

commander(s) of subordinate units.

Only in urgent situations when intermediate commanders may be by-

passed. In such instances, intermediate commanders should be

notified of the context of the order as soon as possible by both the

commander issuing the order and the commander receiving it.

c. The commander alone is responsible for what his unit does or fails to

do. He can delegate authority but not his responsibility.

d. He performs vital functions such as planning, organizing, motivating,

communicating and controlling the command organization.



4.14 Responsibility and Authority of a Commander

a. A commander is responsible for the satisfactory accomplishment of the

functions and missions assigned to his command. His authority shall be

commensurate with his responsibilities subject to law, Civil Service

Commission (CSC), National Police Commission (NAPOLCOM) and

PNP rules and regulations. He exercises authority normally through the

Directorial Staff and his immediate subordinate commanders may

communicate directly with any of his subordinate should he deems it

necessary.

b. Subject to the policies and orders of higher office/headquarters, a

commander may issue such regulations and instructions as may be

necessary for the proper administration and operation of his command.

c. A commander is responsible for the care, preservation, and proper

utilization of all equipment issued to his command and for the proper

observation of supply discipline. As such he is expected to inventory

the equipment and materials in his unit prior to his relief and should

properly turn over to the incoming commander.

d. A commander shall encourage among his officers’ harmonious

relations and a spirit of camaraderie in the performance of their duties.

e. A commander shall be responsible for the security and strict

observation of secrecy discipline within his command.

f. Commander shall be responsible for the assignment of his personnel

based on the positional qualification standard.

4.15 Impossibility of Delegation of Responsibility. A commander may

assign duties to his subordinates accompanied by an appropriate authority. The

responsibility over the satisfactory performance of these duties however, remains

with the commander. A commander's own responsibility is not in the least diminished

when he delegates authority to his subordinates. In other words, no amount of

delegating authority will reduce the commander's responsibility. Delegation of

authority may even actually increase the burden/risk of commander's responsibility

because he should then be held responsible for the personal supervision of

subordinates in addition to his responsibility of seeing that the work of his

organization is accomplished. In extreme cases, the commander may choose to do

the work himself and, therefore, he does not have to supervise his subordinates. In

either event, the commander retains complete responsibility for the accomplishment

of his work.

4.16 Source of Responsibility. Responsibility is created within a

commander when he accepts an assignment together with a delegation of

appropriate authority. It is not the act of delegating authority or assignment of tasks



that creates responsibility. Rather, responsibility is created by the commander within

himself when he agrees to perform a task. If the commander is not agreeable to the

conditions of his assignment, and is, therefore, unwilling to accept responsibility,

then he should reject the assignment. An unjustified rejection of an assignment,

amounting to a refusal to be responsible, could lead to disciplinary action or even

dismissal from the service.

4.17 Guiding Principles of Responsibility

a. Position of Major Responsibility (PMR). A position that has a major

decision-making prerogative and ultimate assumption of responsibility

or a key position of leadership. It is the one that assumes the primary

responsibility as a Commander or Director. The position of major

responsibility encompasses: Chief PNP; Director of Directorial Staff

NHQ-PNP; Regional Director (Regular or Special Police Regional

Offices; Director of National Support Units; Provincial/City Police Office

Director; District Director-NCR); and Regional Public Safety Battalion

Commander.

b. Position of Collateral Responsibility (PCR). A position that has

direct bearing on the accomplishment of the mission/function of an

officer holding the position of major responsibility. It is a position that

assumes the secondary responsibility to the officer holding the position

of major responsibility. The position of collateral responsibility includes:

Chief of Division of the Directorial staff NHQ-PNP; Directorial staff of

the Regional Commands/NSU's/Districts; Personal Staff; and the Chief

Executive Senior Police Officer of NHQ, PROs and National Support

Units.

c. Position of Supervisory Responsibility (PSR). 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. The Position of Supervisory

Responsibility includes: Deputies of CPNP; TCDS; Deputies and

Executive Director of the Directorial Staff, NHQ-PNP; Deputies and

Regional Chief Directorial Staff of PROs/NSU's/Districts; and Deputies

of Provincial/City Offices/Districts.

d. Position of Front-Line Responsibility (PFLR). A position that

assumes the: primary field command responsibility. The position of

Front-Line Responsibility includes: Public Safety Battallion Comdrs;

Chiefs of Police; Directors of Provincial District Office; Chief of Special

Units/Office of PROs and NSU's; Section Chief of the Divisions of the

Directorial Staff NHQ-PNP and Regional offices and Staff of NSU's;



Provincial and city office staff officers; and Command Police Non-

Commissioned officer of the Provincial/City District, Special

Units/Office of PROs/NSUs.

e. Position of Hands-on/Lineman Responsibility (PHLR). A position

that has the immediate hands-on responsibility in the

machine/equipment operation, clerks, resources operation or plan

execution such as lineman, fieldman, streetman, operator, beatman

and patrolman. It includes all personnel assigned in the Police Districts,

Police Stations, Public Safety Battallions, Provincial Offices, National

Support Units, and NHQ-PNP who are not included in the definition of

the other categories of Responsibility.

4.18 Acceptance of Responsibility and Accountability. To avoid organizational

ineffectiveness and friction, commanders of police organizations must accept

responsibility and accountability.

4.19 Flow of Accountability. Since responsibility is largely retained with the

commander it does not flow downwards or upwards in the organization. However,

accountability does flow upwards in the organization for the reason that a

commander's responsibility is not enough to ensure coordinated performance in

organizations in the same manner that a commander cannot reduce his

responsibility. In delegation of authority, he also cannot reduce his accountability to

his subordinates.

4.20 Balance of Authority, Responsibility and Accountability. An important

task of a superior is to continuously seek an acceptable authority, responsibility and

accountability both for himself and his subordinates in order to promote an

equilibrium in his organization. Authority must not exceed responsibility or

accountability. The extra authority might be used arbitrarily, capriciously, or without

due consideration on the effect on others. Likewise, responsibility or accountability

must not exceed authority otherwise a commander might be held accountable for

things he cannot change or control.

4.21 The Chain of Command

a. Effective Police operations require strict adherence to the established

Chain of Command. This consists of a hierarchy of officers given

respective command authority at varying levels through which

command action should be channeled.

b. Under extraordinary circumstances, the chain of command may be by-

passed when such adherence becomes impractical or may cause

unacceptable delay. The senior commander, by-passing the chain of

command, assumes responsibility for the order he has given to a

subordinate commander. Intermediate commanders who have been



by-passed should be informed of such orders and action taken at the

first practicable opportunity.

c. The chain of command should be institutionalized by having all

commanders of the various echelons of command to make provisions

of succession of command in case of contingencies like absence or

death of commander.

4.22 Command and Communication

a. The maintenance of an effective communication system is a function

and a direct responsibility of the command. Success or failure of police

operations depends greatly on the ability of commanders to observe

the closest coordination possible among force employed. The key to an

effective coordination is the reliability of the communication system

between forces.

b. The purposes of communication in command organization are

classified into five (5) broad areas:

1) Becoming informed, or informing others. This is the basic

purpose of routine day to day communication events.

Communication enables all subordinates to affirm their purposes

in command organizations so that they can all work towards

compatible objectives. All decisions shall only be implemented

or reflected in command operations after all subordinates

involved are properly informed.

2) Evaluating one's own inputs, or another's outputs, or some

ideological scheme. The dynamic nature of command

organizations demands that constant evaluation be made of the

activities which can be attained. Thus, the effective

communication system includes a feedback of the effectiveness

of one's own decisions, other decisions and actions and

evaluation of alternate proposals to keep the organization on the

right track. Evaluation involves many recurring communications.

Detailed plans, budgets and formal report all aid in the

evaluation of internal and external factors affecting the

organization.

3) Directing others or being directed or instructed.

Communication between the commander and the human and

physical resources of his command is imperative so that he can

direct them toward organizational objectives. Job training

depends on communication Delegation of authority is

impossible without communication.



4) Influencing others or being influenced. Motivation is provided

and stimulated by the commander through communication. The

balance between efficiency lies on the ability to motivate and

influence

4.23 Mutual Responsibility for Coordination

a. In any given echelon, coordination among commanders is required.

Each commander is responsible to the common superior for the

performance of his assigned tasks. Coordination of effort among these

commanders is the duty of both the common superior and the

individual commander.

b. As far as conditions would permit, commanders should keep each

other informed of their positions, movements and intentions, and of

contacts with enemies/ criminals. It is not necessary to burden the

communication system with frequent report when operations are being

executed as planned, or with reports on the enemy/ criminal containing

no information value. It is essential however, to report new information

on the enemy/criminal and to report delays or modifications in the

execution of certain parts of a directive.

4.24 Announcement of Assumption of Command. Upon assuming command

and likewise units under his command, when appropriate, the commander shall also

inform the senior commanders of other PNP units and officials of other government

agencies and foreign government agencies located within his area of responsibility

about his assumption of command.

4.25 Readiness. A commander/Director shall take practicable steps to maintain

his command in a state of readiness. In conformity with the orders and policies of

higher authority, he shall:

a. Organize all personnel under his command and assign mission and

duties to his subordinate commanders.

b. Prepare plans for the employment of personnel to meet all prevailing

and future situation.

c. Coordinate on a wide range of important matters with the commanders

of other PNP units and with appropriate government officials located

within the area covered by his command.

d. Make or cause an inspection to insure discipline and efficiency in his

command.



4.26 Observance of International Law

a. In the event of war between nations with which the Republic of the

Philippines has peaceful relationships, a commander shall observe or

require his command to observe the principles of international law. He

shall make all efforts consistent with prescribed principles to preserve

and protect the lives and properties of the citizens of the Republic.

b. When the Republic is at war, he shall observe and require his

command to observe the principles of International Law. He shall

respect the rights of neutral nations pursuant to International Law and

the pertinent provisions of treaties.

4.27 Information and Reports. A commander should keep his superior

appropriately informed of:

a. The organization of his command, the prospective and actual

movement of the units of his command and the location of his

headquarters; and

b. The plan of employment of his forces.

Section 4-6 Leadership and Development

4.28 Introduction. To any organization 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.

"Leadership therefore transforms potential into reality. It is the ultimate act

which brings to success all the clusters of potentials that are in the organization and

its members” (Morrison: 1994, p.47). Leadership is so important to the Philippine

National Police and this is the very reason why it is being treated separately under

this section.

4.29 Definition of Leadership

a. Leadership is a part of command functions, but not all of it. A

commander is required to discharge his functions, like planning and

deciding, but no less important, he must also get others to follow. The



fact that he can influence others to follow him is no guarantee that he is

going in the right direction. This implies that a strong leader can be a

weak commander for the reason that he is lacking strength in some

other managerial abilities like planning and organizing. He may be able

to motivate his command to keep on moving but only tangential to

organizational objectives. The reverse is also possible. It is therefore

imperative that a commander should have an excellent managerial

capability and reasonably high leadership ability.

b. Leadership is something an individual does, not something he

has. Leadership, however, should not be confused with mere activity

as may be implied herein. Dynamic interactions with people will not

necessary result into leadership. What could be more appropriate as a

leadership action is "to stay in the background keeping pressures off

the group, to keep quiet so that others may talk, to be calm in times of

uproar, to hesitate and to delay decisions”.

c. The quality of a person's leadership is appraised in practice by

studying his followers. The number and kind of followers and the

strength and stability of their commitment to organizational goals can

define the quality of leadership in a person.

d. Leadership is situational. Different problems, different groups and

different attitudes within the same organization demand different

leadership qualities and styles.

4.30 Personal Traits of a leader. Personal traits, although they exist in person,

shall only become active when a certain group or situation calls for them. It must be

understood, therefore, that these traits can only be shown or measured after a

person becomes a leader. On the other hand, there are various traits of a person

which do not necessarily make him a leader. It appears that several traits of most

leaders are likewise found among non-leaders. These traits consequently do not

define a cause-and-effect relationship with leadership. However, the following

personal traits have been found to be the most correlated to successful

organizational leadership.

a. 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.

b. 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.



c. Inner Motivation and Achievement Drives. A leader has a strong

personal motivation to keep on accomplishing things. He is an

achiever. 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.

d. 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 identify solutions in consultation with the

people involved. In short, he is a subordinate-oriented leader.

4.31 Leadership as Role Behavior

a. 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 are a number of variables highly

influencing the acts of a leader.

b. Leadership therefore is a role behavior which unites and stimulates

subordinates toward particular objectives in particular environment.

c. In his role behavior, leaders use three different skills. In application,

these skills are interrelated and used in combinations.

1) Technical. Knowledge or proficiency in any type of process. A

leader deals with things.

2) Human. Ability to interact effectively with people and exhort

teamwork or cooperation. A leader is concerned about the

people.

3) Conceptual. Ability to deal with long-range plans, broad

relationships and other attractions. A leader deals with ideas.

4.32 Some Leadership Functions in Practice. In a dynamic organization such

as the police, it is not enough that the commander performs his functions as required

by his authority and responsibility. The vital functions of planning, organizing,

motivating, communicating, and controlling command or units describe the core of

the commander's job. However, there are other functions which may influence the

success or failure of the organization. These are called leadership functions. They

are as follows:

a. 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.

b. Suggesting. A skillful leader applies the power of suggestion in

making decisions. Suggesting often permits the subordinate to retain

decisions and allow him to preserve his dignity. In this manner, a

subordinate feels empowered compared to being given a direct order.

c. 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.

d. 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.

e. 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.

f. 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.

g. 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.

h. Praising. Being considered as important in an organization is a human

need of every subordinate. He wants his work to be appreciated. 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.



Section 4-7. Staff Principles and Procedures

4.33 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 issue orders in the name of the commander who retains responsibility for such.

The authority delegated to individual 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 with the primary mission of the command.

4.34 Staff Responsibility. Staff officers are each assigned with a functional areas

of interests. Each is responsible for the accomplishment of all staff actions within his

area of interest. This does not carry, however, command authority over other staff

officer or other elements of the command.

4.35 Staff Functions

a. The staff is organized as a Directorial body to assist the commanders

to discharge his functions. It is composed of staff officers specifically

ordered or detailed to take charge of the various broad fields of

interests over which the commander is concerned with.

b. The staff is commanded by the commander. It is supervised by the

Chief Directorial Staff.

The following are the five (5) functions which are common to all staff

officers:

1) Provide the commander with pertinent and evaluated

information in usable form;

2) Make estimates to assist the commander in deciding on a

course of action;

3) Make recommendations to assist the commander in reaching

decisions and in formulating policies;

4) Convert the commander's decisions into plans and orders; and

5) Supervise the execution of plans and orders.

4.36 Relationship between the Staff and Commanders and Staff of

Subordinate Commands



a. Staff officers should avoid usurping the prerogatives and

responsibilities of commanders and staff of subordinate commands to

promote coordination and avoid unnecessary friction.

b. Staff officer may contact a subordinate commander to transmit orders

and instructions of higher commanders, to provide pieces of advice and

recommendations or to disseminate or exchange information. This

condition is applicable in the following situations:

1) When the higher commander specially authorizes staff members

to issue orders and instructions;

2) When the commander delegates operational control of a unit

to a staff officer;

3) When the technical or professional nature of certain activities

requires a special relationship; and

4) When the command organization includes a subordinate unit

that is assigned or attached for administrative control only.

c. The advice or recommendation of a staff officer may be accepted or

rejected by a subordinate commander in the same manner he handles

such with his own staff.

d. Respective staff officers of higher and lower commands may take staff-

to-staff contact for purposes of coordination and cooperation only. In

this case, the higher headquarters staff may not exercise independent

authority over the subordinate headquarters staff.

4.37 Staff Procedures

a. Staff officers should at all times closely follow standard procedures and

techniques in discharging their functions. These are the methods used

to accomplish staff functions or the "how’s" of staff operations.

b. Staff procedures expedite the accomplishment of staff and techniques

used in good staff work. More particularly, they must know the detailed

procedures and techniques applied in their respective areas of

interests.

c. In accordance with scalar arrangements, staff officers must always

remember that the bases for all their actions are the command mission

and the commander's responsibilities, and that all their actions are only

means to accomplish an end and not the ends themselves.

4.38 Completed Staff Action. Actions of staff officers must be complete staff

actions. A completed staff action includes a thorough analysis of a problem,



consideration of all feasible courses of action, and his recommended solution in

finished form 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.

4.39 Staff Coordination

a. Three reasons for coordination within a staff.

1) To insure expeditious and harmonious staff action in carrying

out the commander's plan;

2) To delineate particular tasks within the staff in order to avoid

conflicts and duplications; and

3) To make the necessary adjustments in plans and policies before

their implementation.

b. The Chief of Directorial Staff establishes procedures of coordinating

the various directorial staff's operations.

c. In specific staff action, the action officer assigned to a particular task is

responsible for staff coordination.

d. Staff coordination may be achieved through the following methods;

1) Informal and formal conferences of various staff members;

2) Briefings;

3) Prompt distribution of essential information, decisions and

orders within or among headquarters staff division/sections;

4) Formal routing of staff papers to appropriate directorial staff for

comment and concurrence; and

5) Close contact and exchange of information by each staff

division/section with the corresponding staff at higher, lower,

adjacent and supporting headquarters.

e. Staff coordination is time consuming. Obtaining complete coordination

or concurrence from the staff members when immediate action is

desired is not always possible. In such cases, the action officer

presents the plan or recommendation to the proper authority explaining

the urgency of a quick action on the matter. The referral authority may

call all concerned parties to obtain their concurrence or may approve

the recommendation without it. However interested staff elements are

later on informed of the action taken.



4.40 Staff Supervision

a. The staff must constantly supervise the execution of plans and order

issued by, or in the name of the commander to insure proper

implementation or compliance.

b. Staff supervision may be conducted through:

1) Analysis of reports;

2) Staff visits; and

3) Staff inspections.

c. Through the analysis of reports, the staff can determine the progress of

command operations. Staff visits to subordinate units are made to

provide the guidance and assistance in their respective areas of

responsibilities. Staff inspections are conducted by staff officers as

directed by the commander.

4.41 Means of Communication by Staff

a. In accomplishing their functions and responsibilities, staff officers avail

of the following means of communication:

1) Personal contact as in the case of staff visits and inspections;

2) Police communication networks like telephone and radio;

3) Written communication like memorandum, letters,

endorsements, radio messages, etc.; and

4) Liaising. Liaising duties are not restricted to liaison officers

specifically designated as such; any staff officer may also

perform these duties.

b. Channels which may be used by staff in communicating with

subordinate units are the following:

1) Command Channels. These are used for commander-to-

commander interaction where all orders are issued in the name

of the commander;

2) Staff Channels. These are used for coordination and exchange

of information between counterpart staff element; and

3) Technical Channels. These are used by special staff officers

and by functional specialists of the coordinating staff for routine

technical reports and instructions as prescribed by the

commander.



4.42 Procedures for Making Estimates

a. Estimates are prepared to meet particular requirements. A staff officer

can make a rapid mental, oral or written estimate depending on the

time available and the specific requirements of the commander.

1) A rapid mental estimate is made whenever a new item of

information is considered significant. It is limited in scope and is

intended for his use only.

2) An oral estimate is usually presented to the commander and

other staff officers upon request or during a briefing.

3) The written estimate which is normally more formal and

comprehensive is made for planning purposes of the

commander.

b. An estimate may have to be prepared before the availability of

extensive information in order to formulate tentative plans for future

operations. Such preliminary estimate is largely based on current

information and a number of assumptions on factors which cannot be

definitely established. These assumptions are usually about the

disposition and capabilities of friendly and hostile forces, the resources

available, and the material time needed to accomplish a certain course

of action. It is very important that the staff officer informs the

commander when the estimate is usually made to ascertain the

feasibility factors that point towards a decision on a certain course of

action.

c. The preparation of estimates is a continuing process. As new items of

information are received, estimates are revised to improved the quality

of recommendations and decisions of the commander.

4.43 Procedures for Presenting Recommendations

a. A staff officer should always be prepared to make a recommendation to

the commander on matters within his functional areas of interest. Such

recommendation should be based on the thorough analysis of

alternatives presented. Any observation concerning a functional area

which is not his primary responsibility is normally endorsed to the

appropriate staff officer.

b. In the analysis of problems and presentation of recommendations, a

staff officer may follow both the formal and informal procedures,

provided they are systematic. He must clearly explain the advantages



and disadvantages of each alternative and then present his

recommendation candidly and objectively.

c. Whether the procedure is formal or informal, a staff officer must

carefully analyze and compare all feasible alternatives based on

accurate information available. He must clearly define the procedure

which may consist of written estimates, staff studies, or formal

briefings. An informal procedure may be verbal or on a person-to-

person basis.

d. The staff officer must be thoroughly prepared to make positive

recommendations when desired by the commander. When such

recommendation affects the functional areas of other staff officers, he

should coordinate with them. He should clearly identify the best

alternative from his point of view and state it in an appropriate forum

which requires the approval of the commander.

4.44 Procedures of Preparing Plans and Orders

a. The over-all responsibility in the preparation of plans is given to a

single staff officer. The other staff officers provide some elements or

positions of the plan or order that are applicable to their respective

functional scope.

b. Staff officers supplying some portions of the plan or order must

interpret the commander's desire with respect to their areas of interest,

prepare initial drafts, conduct necessary coordination and submit final

draft to staff officer responsible for the overall preparation.

c. The staff officer having responsibility for over-all preparation reviews

the component elements to insure consonance with the commander's

decision. He then assigns identification numbers to the plan or the

order and to annexes and appendixes, as needed; accomplishes final

staff coordination and submits the complete document to the Chief

Directorial Staff for command approval and signature. When the plan or

order has been signed, the responsible staff officer authenticates

copies as necessary and reproduces and distributes the document

d. Staff officers may prepare and issue fragmentary/supplementary

orders, either orally or in writing. Usually, these orders concern

immediate operational requirements. The Staff officer confers

informally with other staff officers concerned, and secures the Chief

Directorial Staff's guidance. When time is critical, staff officers with

delegated authority write and issue fragmentary/supplementary orders

in the name of the commander, then promptly inform the Chief



Directorial Staff and any other concerned staff officers about such

orders.

4.45 Briefings. Briefings are made by the staff to keep the commander informed

with the current situation and problems facing the command.

4.46 Staff Studies. A staff study is a study technique in command organizations

depicting an analysis of problems and their corresponding solutions.

4.47 Reports and Summaries

a. Reports and summaries are used frequently to disseminate information

to higher, lower, and adjacent commands. Every staff division, section

or branch extensively prepares reports and summaries. The format and

time of distribution should be standardized within a command.

b. Only the minimum number of reports and summaries consistent with

the commander's need for information are required of subordinate

commands.

c. Reports and summaries should be submitted on time for the

commander to be able to use them in decision making.

PNPM-D-0-1-02-13


CHAPTER 5

CRIME PREVENTION AND SOLUTION

Section 5-1. General Concepts of Crime

5.1 General. The PNP, being a law enforcement organization is primarily tasked to

prevent crime before they are committed; and solve them when they have been committed. It is therefore necessary for all PNP personnel to have a basic knowledge and understanding of these two major concepts in policing - crime prevention and crime

solution. 5.2. Definition of Crime. As defined under Book I, Title 1, Chapter 1, Art. 3 of the

Revised Penal Code of the Philippines, “crime is an act or omission punishable by law”.

The word crime is derived from the latin root word cernō, meaning "I decide, I give judgment". Originally the Latin word crīmen meant "charge" or "cry of distress."

The Ancient Greek word krima, from which the Latin cognate is derived, typically referred to an intellectual mistake or an offense against the community, rather than a private or moral wrong. The meaning "offense punishable by law" dates back to the late

14th century (http://en.wikipedia.org/wiki/Crime). 5.3 Elements of a Crime. In the commission of a crime, criminologists and law

enforcers are required by law to prove the presence of three (3) elements of a crime. They are:

a. Motive. The reason or intent of an individual to commit a crime. b. Opportunity. The chance for an individual to commit a crime at a given

space and time. c. Means. The ability of an individual to commit a crime.

In recognizing and identifying these elements, the commission of a crime may be

prevented by taking away any one (1) of the three (3) elements. This is the essence of

crime prevention activities.

Section 5-2 Crime Reporting

5.4 Crime reporting. 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.

http://en.wikipedia.org/wiki/Latin

http://en.wikipedia.org/wiki/Criminal_charge

http://en.wikipedia.org/wiki/Ancient_Greek

http://en.wikipedia.org/wiki/Crime

PNPM-D-0-1-02-13


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 figures compiled by the police and similar law enforcement agencies to depict the picture of a crime based on the following:

a. Crime Volume. The number of crime incidents committed in a given area

over a period of time which include index and non-index crimes. b. Index Crimes. 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. c. Non-Index Crimes. Are violations of special laws such as illegal logging

or local ordinances. d. Crime Rate. The number of crime incidents in a given period of time for

every 100,000 inhabitants of an area. e. Average Monthly Crime Rate. Crime rate divided into the number of

months in a year.

Section 5-3 Crime Prevention

5.5 Definition. Crime prevention as the word suggests, aims to prevent the

commission of crimes by adopting measures that leads 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. 5.6 Role 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 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 it serves.

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5.7 Basic Principles in Crime Prevention.

a. PNP members 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.

b. Crime Prevention efforts must be responsive to the unique peace and

order, cultural and economic conditions of the Philippines. A community crime prevention program should address all elements of crime towards a holistic approach to policing.

c. 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.

d. Crime prevention plans must adapt to the changing environment. Crime

Prevention may be achieved and complemented by the following police

initiatives:

1) Increased police presence; 2) Employment of PNP Integrated Patrol System (PIPS); 3) Active Police-Community Relations (PCR);

4) Employment of force multipliers/police volunteers; 5) Pro-active police investigation and intelligence networking; and

6) Utilization of crime data/statistics and analysis.

Section 5-4 Crime Solution

5.8 Definition. When crime prevention efforts fail to deny the commission of a

crime, the police take on its other crucial role of “solving the crime”. Crime solution is the

act of investigating the crime leading to the prosecution of its perpetrators.

5.9 Role in Crime Solution. The primary role of the PNP in crime solution is the

conduct of investigation. Investigation is the collection of facts to accomplish a three-

fold aim (Criminal Investigation Manual, 2011):

a. To identify the suspect;

b. To locate the suspect; and c. To provide evidence of his guilt.

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A crime/case is considered “solved” when:

a. the offender/perpetrator has been identified; b. the offender/perpetrator has been charged based on evidence; c. the offender/perpetrator has been taken into custody; and

d. the offender/perpetrator has been charged before the prosecutor’s office or court of appropriate jurisdiction.

e. elements beyond police control prevent the arrest of the offender, as when the victim refuses to prosecute or the death of the offender;

f. 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:

a. at least one of the offenders has been identified;

b. there is sufficient evidence to charge the offender; c. the offender has been charged in court, absent the taking of the offender

into police custody. 5.10 Principles of Investigation

a. Investigation is Jurisdictional. The Police Unit which has territorial

jurisdiction of the area of the armed confrontation, together with the SOCO team, if any, shall immediately undertake the necessary investigation and processing of the scene of the encounter. In cases where there is a slain

suspect, it shall submit the incident for inquest before the duty inquest prosecutor prior to the removal of the body from the scene, except in

areas where there are no Inquest Prosecutors. In which case, the police can proceed with the investigation (PNP Operational Procedures: 2010).

b. Investigation respects and upholds Human Rights. In the conduct of

police investigation, all PNP personnel must promote and protect the

citizen’s right to dignity, privacy, and freedom of movement. Suspects shall be apprised of their rights by reciting the “Miranda Warning”.

c. Investigation ensures due process. All PNP personnel must protect the

citizen’s right to due process, presumption of innocence until proven guilty

by the court, and equal protection of the law.

d. Investigation subscribes to human-rights based policing. During

citizen contacts, all police personnel must exhibit professionalism, courtesy, and respect for the rights and dignity of all persons.

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5.11 Measures of Efficiency. Police efficiency in solving crime shall be measured

through the following:

a. 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. (LOI 02/09 “Unit Periodic Crime Report” April 22, 2009)

b. 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. (LOI 02/09 “Unit Periodic Crime Report” April 22, 2009)



CHAPTER 6

PUBLIC SAFETY AND SECURITY

Section 6-1 Concepts in Public Safety and Security

6.1 Definition. Public safety and security involves 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 Explosives (CBRNE). As pronounced by our President during his term as a Senator in 2010, “Our quest

must not only focus on ensuring the stability of the State and the security of our nation. Our ultimate goal must be the safety and well-being of our people” (Sen. Benigno S

Aquino III, Peace and Security Forum 2010). 6.2 National Security Goals. The government shall pursue the human

development approach in pursuing internal peace and security instead of military victory

The following elements are the primary goals of national security (National Security Policy 2011-2016):

a. Socio-Political Stability. This aims to achieve peace and harmony

among all Filipinos, regardless of creed, ethnic origin, and social status.

The government and the people must engage in nation-building under the rule of law, constitutional democracy, and the full respect for human rights. At the same time, the government is accountable to the people and as

such, must ensure socio-political stability through good governance by focusing on its purpose and outcomes for its citizenry and performing

efficiently and effectively in clearly defined roles and functions. b. Territorial Integrity. This means that the territory of the country is intact

and under the effective control of the government. It is to ensure the permanent inviolability of our national territory and its effective control by

the Government and the State. This includes the preservation of our Exclusive Economic Zone (EEZ) and its protection from illegal incursions and resource exploitation.

It is this geographic fact that the national interest is enhanced whereby,

the land territories as well as bodies of water within our Philippine maritime jurisdiction are effectively secured.



c. Economic Solidarity. It is to collectively pursue and build the economy

to be strong and capable of supporting national endeavors based on the

strength and solidarity of the Filipino people who have an organic stake in it through participation and ownership.

This is the core interest of the national vision- to ensure that Filipinos

become stakeholders in economic and business enterprises so that they

will collectively defend, protect, and improve the economic system for themselves and the future generations of Filipinos.

d. Ecological Balance. The national survival rests upon the effective

conservation of our natural environment in the face of industrial and

agricultural expansion and population growth. This dimension of national security seeks to support development that is environmentally sustainable

for the benefit of the nation. As the country sustains its economic growth, there is a clear indication

that the ecological balance is being threatened by natural calamities and other man-made destructive activities. The environment, with its life

support systems, is in a position to sustain and secure development for the benefit both of the present and future Filipino generations. Ecological balance is a shared responsibility of all Filipinos, as individuals, families,

and communities. e. Cultural Cohesiveness. This element implies that the Filipinos have

shown their collective sense of value to the principles of freedom and human dignity of a person. These inherent manifestations of the Filipino

values have been shown when our forebears fought for our freedom against their colonizers, authoritarian rulers and oppressive powers as

exemplified by the resistance of Lapu-Lapu, Jose Rizal, Apolinario Mabini, Andres Bonifacio and Jose Abad Santos.

This also means that our people is imbued by a common set of values and beliefs handed down by our forebears on moral and ethical standards.

These are drawn from our traditions and cultural heritage, embodying a Filipino identity transcending socio-economic, religious, ethnic, and linguistic differences.

f. Moral-Spiritual Consensus. The Filipino people must be propelled by the

national vision manifested in words and deeds, by patriotism, national pride and the advancement of our national goals and interests. The primordial element for our national survival is national unity, where people

are proud of their country, their culture and tradition, and their history. Consequently, there is a moral and spiritual consensus among the

Filipinos on the wisdom of our shared national vision, as enunciated by the President. This shared vision motivates the citizens to participate



vigorously in the programs that promote the country’s security and development objectives.

e. Peace and Harmony. The Philippines as a democratic country is

committed to world peace and the preservation of world order. National security is engendered and sustained through harmonious relations with our neighbors and allies. For this purpose, it is for the enduring interest of

the country to forge harmonious engagement and relationship with other nations starting with the member-countries of the ASEAN.

The country and the people must pursue constructive and cordial relations

with all nations, and should be free from any control, interference or threat

of aggression from any of them.

Section 6-2 Fundamental Principles

6.3 Principles of Public Safety and Disaster Management (R.A 10121)

a. Uphold the people's constitutional rights to life and property by addressing

the root causes of vulnerabilities to disasters, strengthening the country's

institutional capacity for disaster risk reduction and management and building the resilience of local communities to disasters including climate

change impacts; b. Adhere to and adopt the universal norms, principles and standards of

humanitarian assistance and the global effort on risk reduction as concrete expression of the country's commitment to overcome human sufferings

due to recurring disasters; c. Incorporate internationally accepted principles of disaster risk

management in the creation and implementation of national, regional and local sustainable development and poverty reduction strategies, policies,

plans and budgets; d. Adopt a disaster risk reduction and management approach that is holistic,

comprehensive, integrated, and proactive in lessening the socio-economic and environmental impacts of disasters including climate change, and

promote the involvement and participation of all sectors and all stakeholders concerned, at all levels, especially the local community;

e. Develop, promote, and implement a comprehensive National Disaster Risk Reduction and Management Plan (NDRRMP) that aims to strengthen

the capacity of the national government and the local government units (LGUs), together with partner stakeholders, to build the disaster resilience



of communities, and to institutionalize arrangements and measures for reducing disaster risks, including projected climate risks, and enhancing

disaster preparedness and response capabilities at all levels;

f. Adopt and implement a coherent, comprehensive, integrated, efficient and responsive disaster risk reduction program incorporated in the development plan at various levels of government adhering to the

principles of good governance such as transparency and accountability within the context of poverty alleviation and environmental protection;

g. Mainstream disaster risk reduction and climate change in development

processes such as policy formulation, socio-economic development

planning, budgeting, and governance, particularly in the areas of environment, agriculture, water, energy, health, education, poverty

reduction, land-use and urban planning, and public infrastructure and housing, among others;

h. Institutionalize the policies, structures, coordination mechanisms and programs with continuing budget appropriation on disaster risk reduction

from national down to local levels towards building a disaster-resilient nation and communities;

i. Mainstream disaster risk reduction into the peace process and conflict resolution approaches in order to minimize loss of lives and damage to

property, and ensure that communities in conflict zones can immediately go back to their normal lives during periods of intermittent conflicts;

j. Ensure that disaster risk reduction and climate change measures are gender responsive, sensitive to indigenous knowledge systems, and

respectful of human rights; k. Recognize the local risk patterns across the country and strengthen the

capacity of LGUs for disaster risk reduction and management through decentralized powers, responsibilities, and resources at the regional and

local levels; l. Recognize and strengthen the capacities of LGUs and communities in

mitigating and preparing for, responding to, and recovering from the impact of disasters;

m. Engage the participation of civil society organizations (CSOs), the private

sector and volunteers in the government's disaster risk reduction

programs towards complementation of resources and effective delivery of services to the citizenry;



n. Develop and strengthen the capacities of vulnerable and marginalized groups to mitigate, prepare for, respond to, and recover from the effects of

disasters;

o. Provide maximum care, assistance and services to individuals and families affected by disaster, implement emergency rehabilitation projects to lessen the impact of disaster, and facilitate resumption of normal social

and economic activities.

Section 6-3 Role in Public Safety and Security

6.4 Role in Disaster Risk Reduction and Management. The PNP is a member of

the National, Regional, City and Provincial Disaster Risk Reduction and Management Council. As such, it shall perform functions as prescribed by the council. (IRR on R.A.

10121 or the Philippine Disaster Risk Reduction and Management Law and PNP LOI Saklolo for details).

a. 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.

6.5 Roles in Public Safety and Security Operations

a. The Department of the Interior and Local Government (DILG) shall

exercise coordination with various government instrumentalities created for purposes of enhancing peace and order, public safety and security.

b. 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) through its chairman- the SILG. The NPOC is composed of various representatives from different sectors, who by virtue of their

assigned missions and functions have a role to discharge in the overall peace and order, public safety and security effort.

c. 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 National Police Commission (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 (Sec 10c, RA 6975).

d. The Chief, Philippine National Police 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 the Interior and Local Government.

Section 6-4 The Peace and Order Council

6.6 The Peace and Order Council

a. The Peace and Order Council is reorganized on the national, regional,

provincial, city and municipal levels of government (Executive Order Nr. 773, series 2009) to be constituted as follows:

1). The National Peace and Order Council (NPOC). It shall perform

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;

(d) To perform such other duties and functions as the President

may direct. 2). It shall be composed of the following:

(a) The Chair of the National Peace and Order Council (NPOC)

shall be the Secretary of Interior and Local Government (SILG).

(b) The members of the Council shall be composed of the following:

o The Director-General of the National Security Council



o The Executive Secretary o The Secretary of Foreign Affairs

o The Secretary of National Defense o The Secretary of Justice

o The Secretary of Agriculture o The Secretary of Agrarian Reform o The Secretary of Public Works

o The Secretary of Social Welfare and Development o The Secretary of Health

o The Secretary of Trade and Industry o The Secretary of Transportation o The Secretary of Education

o The Secretary of Environment and Natural Resources o The Press Secretary

o The Chairman of the Dangerous Drugs Board o The Chairman of the National Commission on Indigenous Peoples

o The Presidential Adviser on the Peace Process o The Director-General, Presidential Management Staff

o The Director-General, Philippine Information Agency o The Chairperson of the Presidential Anti-Graft Commission

o The Chief of Staff of the Armed Forces of the Philippines

o The Chief of the Philippine National Police o The Director of the National Bureau of Investigation o Three (3) representatives from the private sector who

shall be appointed by the President of the Philippines.

3) The Regional Peace and Order Council (RPOC). It shall be

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 enumerated in paragraph (b) above, wherever applicable, with the Chairman and Vice-Chairman to be appointed by the SILG with the approval of the President of the Philippines

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 three (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 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.



4) The Provincial Peace and Order Council (PPOC) shall be

composed of the provincial counterparts of the departments, offices and agencies as enumerated in paragraph (b) above, wherever

applicable, with the Provincial Governor as Chairman and the Vice Governor as Vice Chairman. In addition there shall be one representative of the Sangguniang Panlalawigan to be chosen by it

from among its members. The Chairman of the PPOC shall appoint the three (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.

5) The City or Municipal Peace and Order Council (CPOC or

MPOC) shall be composed of the city or municipal counterparts of

the departments, offices and agencies as enumerated in paragraph (b) above, wherever applicable, with the Mayor as Chrirman and the Vice Mayor as Vice Chairman. In addition, there shall be one

representative or the Sangguniang Panlungsod or Sangguniang Bayan, as the case may be, to be chosen by the said Sanggunian

from among its members. The Chairman of the CPOC or MCOP shall appoint the three (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.

6.7 Functions of the RPOC, PROC, CPOC and MPOC. These Peace and Order

Committees shall have the following functions and responsibilities:

a. Provide a forum for dialogue and deliberation of major issues and problems affecting peace and order, including insurgency;

b. Recommend measures which will improve or enhance peace and order and public safety in their respective areas of responsibility, including anti -

insurgency measures; c. Recommend measures to converge and orchestrate internal security

operations efforts of civil authorities and agencies, military and police;



d. Apply moral suasion to and/or recommend sanctions against local chief executives who are giving material and political support to the Communist

rebels;

e. 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; f. Perform all other functions assigned by law, the President or the NPOC.

g. The Civilian Volunteer Organizations (CVOs) shall be managed and

supervised by the respective Regional, Provincial, City or Municipal Directors of the PNP.

Section 6-5 The PNP’s Strategy on Public Safety and Security Operations

6.8 Three-tiered Defense System. (refer to the PNP Three-Tiered Defense System

Manual for details)

a. Target Hardening. Target hardening is a deliberate and planned action

that makes it difficult for the criminals/terrorists 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 key players. Target hardening also involves preparation to minimize waste of lives and property as the

consequence of unstoppable incident. It is in this tier when the crisis management team deals both with the law enforcement part and emergency operation preparations. In the light of Weapons of Mass

Destruction, late deployment of emergency facilities may cause more wasted lives and property than what can be prevented. The needs of law

enforcement to arrest the suspect/s and thus prevent an “incident” to happen at all must be considered.

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

its potential targets. The community through the Local Government

Executives (LGE) 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.

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

actions to be undertaken in case of disaster/disorder/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 advice 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.

d. 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 terrorists are placed

behind bars.



CHAPTER 7

RESOURCE MANAGEMENT

Section 7-1 Personnel Management

7.1 Purpose. This chapter outlines policies, procedures and principles of personnel

administration in the Philippine National Police in view of the overriding objective of

developing competent, disciplined and values-oriented PNP personnel.

7.2 Meaning and Scope of Personnel Administration

a. In the traditional sense, it is one which consists of administrative

procedures by “which PNP personnel are recruited, appointed, utilized and treated in their employment relationship and replaced when they are separated from the service”.

b. In the more modernized progressive view, it is a system by which

competent personnel are obtained and provided a climate most conducive to the development of proper attitudes and work ethics. These are the essential factors that contribute to service excellence

and efficient performance of duty. It is the art of selecting new personnel and making use of old ones in such a manner that quantity of output and service are obtained from the working force.

c. In another sense, personnel administration is a method of developing

the potentials of personnel so that they can get maximum satisfaction in their work and contribute their best to the organization.

d. Personnel administration, as much as it is a broad field of interest in the PNP covering a wide range of personnel matters involving the

structuring of personnel system from recruitment planning and processes to retirement systems and procedures. Essentially, it underscores a variety of policies, procedures and principles governing

the effective utilization of manpower resources and the development of personnel potential capabilities.

7.3 Importance of Personnel Administration. The foremost task of personnel

administration is the management of human resources. The heavy emphasis on this

score is based on the fact that the high caliber and strongly motivated personnel constitute the most valuable asset of the PNP. The enthusiasm, loyalty and cooperation brought about by sound personnel policies and procedures applied on

these vital assets are indisputably the basis for personnel satisfaction and for ensuring cost- effectiveness.



7.4 Objectives of Personnel Administration

a. The recruitment, screening, appointment and probation of personnel in order to get the most qualified.

b. The selection of competent, service-oriented and disciplined work force.

c. Career and personnel development through training programs, on-the-job training, job rotation and development programs following the

principle-- "actual career training is the basis of positioning."

d. Maintenance of high morale and discipline among personnel with emphasis on proper attitudes and good human relations.

7.5 Personnel Program. The preceding objectives are designed to blend both

efficiency and human relations equations. To pursue them, the personnel program shall put emphasis on the following:

a. The development of a sound and responsive organizational structure to

carry out the personnel program where all responsibilities and participants are clearly defined;

b. The establishment of a systematic process to entice competent personnel through strategic and aggressive recruitment methods and

techniques;

c. A sound system of selection; appointing only those most qualified

applicants and placing them in jobs where they are best fitted and establishing a standard maximum tenure in certain positions;

d. To enhance the officer‟s progress in his career, each shall cycle through a system of assignment rotation in commander or staff and

training duties and exposure to a variety of field/frontline responsibilities, headquarters/office and instructor experiences designed to enable him to advance his career development within the

organization.

All officers in their respective grades, except the technical service, are required to serve or undertake the duties in the general police operations work, police community operations job and administrative

and technical service;

e. The improvement of personnel skills, maintenance of high morale, and

preparation for promotions through comprehensive in-service training programs;

f. A periodic evaluation of personnel efficiency to improve their performance and to identify the most competent ones;

g. A promotion plan should be based on both merits and fitness. Only

qualified people brought into the service, in accordance with their performance are promoted until they reach the highest ranking



position. Pending case is not a bar to promotion based on the principle of law that an accused is presumed innocent until proven otherwise.

h. Greater emphasis on human relations factors and on the improvement

of human relations skills of commander; and

i. Maintenance of high state of morale and discipline among personnel.

7.6 Emphasis on Merit. Without demeaning the importance of competence or

technical expertise of personnel and the methods of ascertaining its presence among

applicants, the PNP shall put equal or higher degree of recognition on the intangible.

Nonetheless every important factor of interest and zeal of personnel in the police service is considered. The PNP shall find ways and means of judging the degree to which every personnel is "committed" to his service, for this is the very

factor that principally constitutes merit. In the PNP, one man with enthusiasm and loyalty is worth ten who consider their jobs merely as a source of income.

7.7 Openness of the Service and Mobility. To make the most of talents among

all personnel, the PNP service shall be open and shall facilitate mobility within the

entire organization. It shall occasionally infuse new blood into the organization and stimulate new fields of assignment for personnel. Personnel policies shall not inhibit movement of personnel within the organization. Under special circumstances,

assignment outside of the organization shall be encouraged. Interchange and movement of personnel among other agencies of the government, however, based

on exigencies of the service, may be allowed only provided that it does not jeopardize police recruitment.

7.8 Training as Part of Work Career. Training shall be viewed as an inherent

phase of the service instead of being an absence from or an exception to normal

police duties. In-service training and education programs shall be planned as a regular part of the work career of personnel.

Following this line, all PNP uniformed personnel are bound to develop themselves through regular career training in pursuit of service excellence. Career schooling and continuous training shall be considered a “public duty” and not an

“option” or “privilege” that can be disregarded or skipped. 7.9 The Concept of Shared Decision-Making

a. The PNP adopts the concept of shared decision-making especially in

personnel decisions in order to motivate subordinates in their assigned jobs. It shall forego all unreasonable restraints and inhibitions brought

about by vertical authority particularly on such matters as selection for promotion, providing opportunities for training, recruitment, assignment of personnel, judgment of performance and other vital personnel

decisions. More clearly, no single, commander shall affect the lives and future of subordinates on the basis of his own limited perspective.

b. In order to tap the varied sources of achievement motivation among subordinates, delegation of authority shall generally be based on faith,

confidence and competence. This is the core of shared responsibility down the line. However selection of staff in the staff functions shall be



based on shared experience principle. He who has much experience in the field has rich experience to relate.

7.10 Concept of Assignment. Assignment of an officer in a position of major

responsibility more particularly Provincial/City Director and Chief of Police shall strictly observe the two-year maximum tour-of-duty. The officer concerned shall be responsible for ascertaining that he has not exceeded the maximum number of years

in his assignment. He shall see to it that no intervention from external forces shall over rule this doctrine.

Likewise, assignment of officers in a position of collateral responsibility more particularly major staff in the Police Regional Offices shall strictly observe the

qualification standards set forth by the authorities. Both commanders and the individual concerned must be responsible in observing this doctrine.

7.11 Basic Personnel Management Policy. The Philippine National Police

personnel management is guided by the basic policy stipulated as the cornerstone of

personnel administration-- the treatment of PNP personnel as individual human beings and not as machines impervious to feelings of affection and understanding. The best of personnel policies becomes ineffective unless management applies it

intelligently and tempered with understanding. The PNP recognizes the compelling necessity to make use of its personnel efficiently and productively. Thus, it shall

primarily develop policies and standards that will insure fair treatment of personnel without necessarily jeopardizing organizational objectives.

7.12 Doctrine on Anonymous and Fictitious letter complaints. Anonymous or

fictitious letter-complaints shall be immediately validated by the personnel officer. Evidence should be gathered on its origins and the matter being complained about

which shall serve as a basis in determining its validity. If the material allegations in the anonymous/fictitious letter-complaint are validated, the subject of the complaint

shall be recommended for the filing of an administrative case. If it is not validated, the same shall be recommended for outright dismissal.

Anonymous letter-complaints are unsigned letters of which their origin cannot be immediately established. Fictitious letter-complaints are letters which has a name

and signature but its origin/author cannot be ascertained/ traced.

No complaint shall be entertained unless there is obvious truth or merit to the

allegation and is supported by documentary evidence. In which case, the person complained of may be required to comment and may be a basis of the formal

complaints provided that the material allegations contained therein are validated.

7.13 Responsibilities

a. Commanders and staff officers are inherently responsible for the efficient use of human resources in accordance with personnel

management in order to accomplish assigned tasks.

b. The Staff Officer on personnel is especially tasked to supervise the application of personnel management principles and procedures, to make appropriate recommendations for submission to the chief of staff

or to the commander, and to issue orders and instruction in the name of commander when necessary.



c. It is a shared responsibility of both the commander and the officer concerned to strictly follow the required tenure in a certain position. No

personnel should be allowed to exceed the maximum two (2) years of assignment to a major position of responsibility.

d. The responsibilities of personnel officers at all levels of command of the PNP are generally the same; they only differ in scope and

emphasis.

e. All officers and PNCOs are inherently responsible for the efficient

performance of their duties, obligations, and responsibilities.

7.14 Personnel Management. All section staff shall assist the commander in

personnel management. However, it is the Personnel Officer who has the primary staff responsibility to supervise the personnel administrator. He directly supervises

the implementation of and compliance to personnel management policies. He also evaluates and makes recommendations on personnel management procedures to

improve the management of personnel matters involving police and civilian personnel.

a. Personnel Officer

1) The Personnel Officer is responsible for the procurement,

assignment, reassignment and replacement of individuals.

2) He assists in maintaining a high state of morale and welfare by supervising the execution of personnel policies (i.e. working hours, leaves and passes).

3) He also supervises the implementation of policies on promotions, awards and decorations, pay and allowances and

training and supplementary education program.

4) Through constant reevaluation of personnel activities, the Personnel Officer measures the effectiveness of those activities and makes recommendations for changes if necessary.

b. Non-Uniformed Personnel (NUP)

1) The Personnel Officer through the Non-Uniformed Personnel Administration Division (NUPAD) is responsible for the

formulation of rules on recruitment, examination, assignment, compensation, rating, promotion and also dismissal of non-uniformed personnel.

2) He assists in the development and maintenance of conducive

working conditions and good employee relationships.

3) He ensures compliance with general Non-Uniformed Personnel

policies and may take the necessary personnel action in the name of the commander to include activities to improve NUP

management.



7.15 Unit Strength. It is the primary responsibility of the Personnel Officer to keep

the commander informed of the personnel strength of the command and to

accomplish the necessary staff actions in order to maintain unit strength. In doing so, he makes a continuous estimate of the personnel situation and likewise furnishes

other staff officers the necessary information to enable them to formulate plans and recommendations on the same matter.

7.16 Morale and Welfare

a. It shall be the staff responsibility of the Personnel Officer to determine

and maintain the state of morale of personnel under his command. He discharges his responsibility through the evaluation of morale

indicators derived from staff officers on the morale of personnel. He advises the commander on the state of morale of his personnel and make appropriate recommendations thereto. He may at times take

personal supervision on some command activities that have direct bearing on the morale of personnel.

b. The PNP Legal Assistance Board may act on applications for legal assistance filed by PNP uniformed personnel relative to service-related

cases and may provide direct legal representation or allow for the reimbursement of legal expenses as may be prescribed by PNP

policies.

c. Awards and decorations shall be given to deserving personnel in

accordance with the regulations and policies of the command and of higher authorities. All recommendations for awards and decorations shall be acted upon properly, efficiently and rapidly.

Awards and decorations shall be categorized into three, namely:

Operational Award for achievements related to police operations; Administrative Award for achievements pertaining to administrative and technical achievements; and Miscellaneous Awards for achievements

related to Police Community Relations and others. Each category will have its parallel highest to lowest classification of award.

7.17 Discipline, Law and Order

a. The law creating the PNP -- RA 6975 provides the basic law on discipline, law and order for the Philippine National Police and is administered in accordance with various forum like civil court, People‟s

Law Enforcement Board (PLEB), Summary Dismissal Authority, Director‟s Authority (all levels) and local government's authority.

b. The staff officer on personnel shall be responsible for the preparation of enforcement policies on all matters pertaining to discipline, law and

order.

c. The Inspector General on the other hand is responsible for the enforcement of laws, regulations and orders within the command. He shall advise the commander on all matters concerning the maintenance

of law and order.



d. Discipline, law and order shall be maintained through both preventive and corrective measures.

7.18. Principle of Standard Uniform. The PNP uniform is the show window of

discipline within the organization. It is the tie that binds the organization and the standard that is maintained by the organization. Therefore all PNP personnel must adhere to the standard uniform set by the proper authority. Hence, any PNP

personnel found wearing unauthorized PNP uniform shall be sanctioned pursuant to standing policies and regulations of the PNP.

Section 7-2 Training Administration and Management

7.19 Purpose and Scope. This section provides broad guidance and assistance

to all PNP personnel at all levels of Command who are responsible for the training of individuals and units of the Philippine National Police. It includes the concepts,

principles and procedures involved in the training of PNP personnel. It likewise explains the training objectives, methods and techniques adopted by the PNP along with the various types of training conducted in order to accomplish the assigned PNP

mission.

7.20 Training Authority. Republic Act No. 6975 provides a system to train the

PNP thru the Philippine Public Safety College for career courses. However, the enhancement and specialized courses shall be undertaken by the PNP thru the

Directorate for Human Resource and Doctrine Development (DHRDD) and its operating arm--the PNP Training Service (PNPTS).

7.21 Training System. PNP In-service Training is administered by the PNP

Training Service (PNPTS) as the operating arm of the Directorate for Human

Resource and Doctrine Development (DHRDD) where training policies and directions emanate. Other police training particularly career/mandatory trainings are provided by the Philippine Public Safety College (PPSC) which is a separate and

distinct government bureau under the Department of the Interior and Local Government. The delineations of their functions are as follows:

a. Directorate for Human Resource and Doctrine Development (DHRDD).

Created to assist the Chief, PNP in the formulation of policies and in the planning,

direction, coordination and supervision of all matters pertaining to human resource and doctrine development; rationalizes and upgrades the development of systems

and doctrine for PNP units and personnel toward the attainment of the PNP vision and missions and continuously develops the moral, spiritual, physical and mental competence of PNP personnel;

b. Philippine Public Safety College (PPSC). Is mandated by Republic Act No.

6975 Section 66 as the premier educational institution for the training, human resource development and continuing education of all personnel of the Philippine National Police (PNP), the Bureau of Fire Protection (BFP), and the Bureau of Jail

Management and Penology (BJMP). PPSC is the umbrella organization that provides direction, administration and control of the various education and training

programs offered by its component agencies namely: the National Police College



(NPC); Philippine National Police Academy (PNPA), Police National Training Institute (PNTI) with its 18 Regional Training Schools (RTS); Fire National Training

Institute (FNTI); Jail National Training Institute (JNTI); and the National Forensic Science Training Institute (NFSTI). (refer to PPSC Manual)

c. PNP Training Service (PNPTS). Created under DPL G.O. No. 05-11 and

NAPOLCOM Resolution No. 2009-005 to serve as the in-service training

management facility of the PNP to enhance and accelerate the professionalization of PNP personnel.

Table 7.1 Training Functions

DHRDD PPSC PNPTS

Provide Training Policies and Directives

Review and Evaluate PNP Training

Programs/Courses Develop Doctrines on Training and General

administration and operations of the PNP Act as Liaison to

PPSC.

Conduct Basic PNP Career/ Mandatory and Specialized Courses

through the following schools:

National Forensic Science Training Institute;

Philippine National Police Academy; Police National

Training Institute; and National Police College

Conduct In-service training courses for all PNP units and

personnel. Prepare the Master

Training Action Plan of the whole PNP.

7.22 The Master Training Action Plan or Annual Training Program (MTAP/ATP). This Plan encompasses all the in-service training activities that are to

be implemented by the PNP annually to include program cost and other relevant information, both for the uniformed and non-uniformed personnel.

7.23 Focal Training Areas

The training of the PNP concentrates on activities within the following focal areas:

a. Police Discipline. It is very necessary that police officers and men

recognize and respect the law and authority and demonstrate

obedience without reservation to such law and authority. Training in Police Discipline is continuous in the service. In almost all PNP activities, principles of discipline are applied and are reinforced by such

activities. b. Health, Strength, Endurance. Health, Strength and Endurance are

essential for the individual to withstand the hardship of operations. This objective may be developed and maintained by observing the

principles of hygiene, by immersing in physical training and athletics, and by engaging in progressive training exercises and sports

development requiring physical endurance.



c. Morale and Esprit-de-Corps. This refers to the mental state of the

troops characterized by confidence, zeal and pride in their organization. In peace, it is 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 morale and sense of Esprit-de-Corps denote optimism and confidence primarily on good

leadership, thorough and comprehensive training and pride of the individual in himself and his unit.

d. Initiative and Adaptability. The energy and ability to initiate action

promptly are essential qualities of every individual member of the PNP. The mission of any unit is accomplished rapidly when the necessary

independent actions of individuals and small groups are initiated. The development of initiative and adaptability is a very critical factor to be achieved in training. This objective may be effectively attained through

occupying positions of responsibility or those which require frequent resourcefulness.

e. Leadership. The development of leadership is a primary consideration

in training. A leader must possess the professional and personal

qualities to be able to inspire confidence and loyalty among subordinates.

f. Technical Proficiency. In police work, proficiency is required of all

PNP elements to insure the attainment of primary PNP missions. Thus, every PNP member must possess the adequate knowledge and skills

to perform their duties effectively and accomplish assigned missions. This may be the ultimate goal of PNP training elements specially so for

units whose function is largely police in nature. Therefore, PNP training is geared towards the attainment of both technical and tactical proficiency.

g. Specialization. Is the specialized skills and knowledge required in

every police work. PNP personnel must have individual field expertise

to effectively and proficiently perform their assigned position and tasks. The attainment of the PNP vision and mission can largely be achieved

through quality training on core police functions namely, investigation, operations, intelligence and police-community relations.

h. Task Orientation. The school must develop in all students the primary

task of the Law enforcement taking into consideration various baccalaureate degrees earned by the students from college as some of

these students do not possess the necessary background. It should be inculcated that all the learning gained from the training school are only tools in the accomplishment of the given mission/tasks. The

accomplishment of a mission does not solely depend on the learning applied but also on the intent and determination to achieve it.



7.24 Training Objectives. Training objectives must be stated clearly and should

distinctly define the purpose and expected results of the training for the guidance of

those concerned. It serves as a sound basis of proper selection or design of appropriate materials, content and methods. Thus, training objectives play a vital role

in planning.

7.25 Seven "Musts" in Training

a. Drills, Ceremonies, Courtesy and Discipline

b. Physical Fitness and Sports Development

c. Human Rights

d. Small Unit Leadership

e. Moral Values, Code of Conduct and Ethical Standards

f. Gender and Development

g. Vision, Mission and Strategy of the PNP

7.26 Basic Concepts in Training. The following basic concepts of training shall

govern all types of training in the Philippine National Police:

a. In training the personnel, the dignity of the individual shall be upheld at

all times. No system of any kind shall be established to provide trainer-trainee relationships that will transgress the private rights and dignity of

individuals.

b. Given the proper leadership and training, the average individual can

become an effective law enforcer. This is the essence of training in the Philippine National Police.

c. Training must progress from the basic to advanced subjects and from individual to unit training up to combined training. This is established for purposes of convenience in planning and to indicate the definite

stages of progress.

d. Skills may be acquired through practice and supervision. Training gives

an individual the conceptual and practical aspects of a course, not necessarily skill. Through constant practice and supervision, skill is

likely to be developed in an individual.

e. Standardization of training doctrines, methods and techniques is

necessary to promote effectiveness and efficiency.

f. The responsibility for training of individual and unit as a whole rests on

the commander. Training as a responsibility of the commander should not be taken by subordinates as a right or a privilege. Training should be based on competence.



g. In the PNP, training is most effective when it offers actual or simulated situations where principles and techniques being taught are applied.

h. Training must be viewed as a duty of all PNP personnel under the

doctrine of promoting a culture of excellence in the organization. The community deserves to have the best police personnel ever willing to serve and protect with efficiency and competence.

7.27 Competency Training

a. Definition. “Competency” refers to an individual‟s knowledge, skills

and attitudes (KSA) that lead to superior performance. Competency

Training is a way of improving individual abilities or characteristics to an agreed standard of proficiency by practice and instruction which is a

key to get better results. It encompasses all trainings and academic development of every PNP personnel.

Training in the PNP is aligned with the strategic and operational agenda at all levels.

b. Levels of Competency. The required competency level is the

standard of performance for each duty based on industry standard. The

“industry” refers to the type of industry (i.e. law enforcement) in which the PNP organization is carrying out its activities.

The employee‟s competency is usually assessed at the end of one (1) year and no shorter than six (6) months particularly for new employees.

7.28 Competency Gap. It is the difference between the current competency level

of personnel and the required functional skill or competency. In other words, the

disparity or difference between the existing abilities and skills of your personnel and what is expected of them to achieve is the skill and knowledge gap.

a. Identifying Competency Gap. Determining the Competency Gap is a

necessary part to improve the quality of human resource training and

development programs. In order to identify the competency gap of any personnel, it is necessary to determine the following:

1) Types of competencies required to perform the job well;

2) Required competency level of the employee based on given

tasks; and

3) The industry competency standard for each of the position in the

organization.

b. Training Needs Assessment (TNA). It is a systematic approach of

identifying performance requirements and the “gap” between what

performance is required and what presently exists. The assessment is done to clarify a problem, determine if training is the solution, analyze

performance, and characteristics of trainees.



1) Job Analysis is a process to identify and determine in detail the

particular job duties and requirements and the relative

importance of these duties for a given job. It is a process where judgments are made about data collected on a job.

An important concept of Job Analysis is that the analysis is

conducted on the “job”, not the person. While data may be

collected from incumbents through interviews or questionnaires, the product of the analysis is a description or specifications of

the job, not a description of the person. The purpose of Job Analysis is to establish and document the

“job relatedness” of employment procedures such as training.

Job Analysis is used in training needs assessment to identify or develop:

(a) Training content (b) Assessment tests to measure effectiveness of training

(c) Equipment to be used in delivering the training (d) Methods of training (i.e. small group, computer-based,

video, classroom, etc.)

2) Performance Assessment. This is carried out by answering the

following questions: (a) Is there a skill deficiency? If there is, what strategy should

be used to address this deficiency?

(b) If there is no skill deficiency, determine if the performance desired is more punishing to the member than non-performance; or the performance actually matters to the

member because there are significant consequences to the level of performance.

7.29 Major Training Categories

a. There are two major categories of training in the PNP – the individual training and the unit training.

1) Individual training begins when the individual enters the PNP

service and continues throughout his stay in the service. Initially,

emphasis is placed in the various phases of training on development of the individual as a basic police. Then, emphasis is shifted to the development of his primary skill to perform a

duty assignment within a unit.

2) Unit training emphasizes the training of individuals to function

as members of a team or a unit. It integrates the smaller units

into coordinated battlefield teams. These units develop their tactical skills, perfecting operating procedure and the use of



weapons and equipment. Unit training continues to emphasize individual training by providing the opportunity for basic-trained

police officers to learn the value of teamwork and to practice their individual skills. Advanced individual training is continued

for all leaders and those specialists whose duties require additional training during the development of unit proficiency.

b. While the above-named training categories apply to PNP training, normally however, PNP training is confined to individual training. This

is largely due to the nature of police work which requires each and every police-aspirant to be conversant with police duties. Seldom does police work necessitate unit training in the above-defined category.

Normal police operations require only individual training.

c. There are instances, however, where two or more PNP units are

required to conduct operations such as those against lawless elements and dissidents. Hence, certain PNP units in areas where dissidence or

banditry is rampant have to be trained as units.

d. While training is categorized, it shall be stratified according to the

general principles of responsibilities such as position of major responsibility, position of collateral responsibility, position of

supervisory responsibility, position of front line responsibility, and position of hands-on /lineman responsibility.

7.30 Subjects. The subject areas in training can be conveniently grouped into

three types, according to the broad objectives to be accomplished

a. General/ Basic subjects, by nature and content, are directed toward

developing police discipline in individuals and within units. Dismounted

drill, police courtesy, interior guard duty, physical training and marches, human rights, moral value, are examples of these subjects.

b. Technical Subjects training include these subject areas designed to

develop the technical ability of the individual to perform their technical

function. Technical training of the unit depends largely on the organization and mission of the unit but it generally includes training in fundamental subjects designed to support its tactical performance.

c. Tactical training includes subjects on dry exercises conducted to train

the individual in his role and to develop the proficiency of the unit in

order to accomplish the mission for which it was organized. Effectiveness in tactical training depends on previous experiences and

on the degree of realism achieved in the training exercises. This training may be conducted in the field or in the garrison training areas.

7.31 Responsibility and Leadership. The development of leaders in all levels of

command is a major function of police training. Leadership potential must be developed and exploited in all phases of training. An initial requirement of police training is to develop a sense of responsibility in all personnel; that is to teach every

police to feel a personal obligation for the effective performance of his duties and for



the efficient functioning of his unit. Those who are capable of leadership are given the opportunity to command. A man of good character who has the intelligence and

the desire to lead can be made into an effective police leader through progressive training and supervision. Diligent application of the principles and techniques by the

man himself is required. Leaders are trained in the duties of the grades which they can be expected to assume at a particular situation.

7.32 Physical Training

a. A continuous command consideration and requirement in training is the

physical development and fitness of all individuals. The objective of physical training is to develop police officers to be fully capable and

ready to perform their duty assignment or combat role, and to aid in preservation of good health through exercise. Commanders must insure that all personnel, regardless of branch or duty assignment,

engage in sufficient physical activity to develop and maintain the necessary degree of physical fitness to prepare them for the strenuous

duties associated with police service.

b. Commanders plan the physical training programs based on the existing

state of initiated individual training and are continued in all subsequent phases. Rules of health are personal cleanliness, ample sleep, sound

eating habits and healthful recreation must be stressed. Physical fitness improves the attitude of the police toward his recognition of physical improvement. His confidence increases in his ability to do his

part in a group of team performance. This confidence results in higher morale, esprit de corps' and a higher sense of discipline. Commanders

and training officers must understand the stages of physical conditioning and must be aware that these are gradual processes. Once a satisfactory standard has been attained, it must be maintained

through formal physical training or tactical training.

7.33 Maintenance Training. Commanders are responsible for maintaining their

equipment in serviceable conditions. Personnel are trained on the proper use of equipment. In addition, they should know how to inspect, clean, lubricate, make

limited adjustments to, and preserve equipment as authorized by appropriate technical instructions. Sufficient time should be provided in the training schedules for maintenance training and performances of this maintenance.

7.34 Character Guidance. During training, police officers are encouraged to

develop high standards of personal conduct and honesty, a sense of responsibility toward duty, obligation toward their fellow police officers and a concern for their unit's welfare. The commander supports this training by personal example and requires

exemplary conduct of his unit leaders. He encourages police units and other agencies that sponsor wholesome recreation to direct their efforts toward the

upholding of the spiritual and moral values of the command.

7.35 Recreation. Healthful recreation and diversion are essential to efficiency. The

commander provides for recreation during off-duty hours and makes leave time available to all members of his unit. He insures that all members of the command

know what recreational facilities are available. He explains to them and issues leave policies.



7.36 Training Management

a. Training Management is the planning, directing and supervising necessary to accomplish the assigned training objective or requirement

within a specified time limit. It is a function of command and is a responsibility of every commander. Commanders at all echelons are responsible on measures used to implement training that provide for

the most economical and efficient use of manpower, facilities, equipment, time and money.

b. Training Management must be intelligently studied, planned and executed with proper consideration for the general and local conditions

affecting the conduct of training. Planning, within the guidance furnished by higher headquarters, begins upon receipt of the mission and evolves in the commander's general plan. The commander

assisted by his staff, must finalize each element within this plan and publish the necessary directives for the implementation by subordinate

units. The commander then, plans and provides for the accomplishment of the mission. The commander must constantly review his training program during implementation and revise his

instructions to meet the changing conditions.

7.37 The Training Design

a. The Training Plan. It is the commander's determination of the manner

by which his unit can accomplish its training mission. It results from the commander's evaluation of the training situation; it is announced to subordinate units in the form of a training directive. Planning involves a

careful consideration by the commander and his staff of methods suitable to the existing state of training, the personnel available, the

weather and climate and the training objectives. The scope of their evaluation depends on the details contained in the directive from the higher headquarters. During the evaluation analysis process, decisions

may be required on all elements considered, or may be required only as to the training plan evolves. It includes such items as the

determination of the sequence of subjects or courses, the efficient utilization of facilities, and the most economical use of training time. It is only through careful evaluation of all factors that the commander can

develop his training plan.

The development of a training plan consists of an analysis of the mission, determination of a system of organization for training, analysis of the local training situations and decisions.

b. Training Program. It outlines the general plan for the conduct of

training for the entire organization for specific periods of time. These are prepared and disseminated for the information of all personnel concerned with training. The scope of each program depends on the

size of the organization and its overall training mission. In general, the program amplifies the directive received from higher headquarters. It

directs and coordinates the training of subordinate units. The complete program should contain all of the detailed information the subordinate



commanders need to plan, direct, conduct and supervise the required training. The normal medium for dissemination is the training

memorandum.

The training program should be prepared in a form that wi ll insure understanding by subordinate units, thus, precluding „the necessity for subsequent clarification. Generally, the program consists

of two elements - a body that contains specific information or instruction applicable to all units, and annexes that may contain

voluminous information applicable to all units or specific instructions for a single-type unit. Programs prepared by provincial or higher commanders should contain, at a minimum, information concerning the

following items:

1) Effective Date. An effective date for implementation by

subordinate units must be specified to allow for adequate planning by the commanders concerned. Training programs are

prepared and distributed well in advance of its implementation date.

2) References. Adequate references must be cited and made

available for subordinate commanders‟ use in detailed planning

for the training program. References enable the commanders to fully understand the overall concept of the required training. These references should be the same as those used by the

commander and his staff in developing the training plan. Some applicable references are training directives from higher

headquarters, appropriate PNP training programs, subject schedules and training manuals.

3) Training Objectives. The specific objectives to be

accomplished by each subordinate unit must be clearly defined. In outlining these objectives, the commander should not

reiterate the broad mission(s) stated by higher headquarters; instead, he should indicate the specific objectives to be

achieved in major subdivisions of required training. Training objectives define what employees will be able to accomplish after being trained.

4) Training Strategy/System of Training. The method of

organization determined to be the most effective to accomplish the training mission must be explained in order to delineate command and staff responsibilities. When the centralized

method is used, the control to be exercised in the overall training, the organization of committees and other items

necessary for implementation of training must be clearly outlined. When the responsibility is decentralized, the exceptions to complete decentralization must be indicated.

Training strategies describe how training objectives can be achieved.



5) Training Time. Information should be included to indicate the

length of period in which stated training objectives must be

attained, the number of hours to be devoted to training in each week, holidays to be excluded from training time, and any

exceptions as appropriate.

6) Standard of Training. Standards for training are uniform for

similar types of units cannot be altered because of the training situation. Information should be included as to the level of

proficiency or standards to be attained. The training test (s) to be administered and conducted during or upon completion of a specified time interval or phase of training should be indicated.

In addition, the plan for conduct supervision should specify types of inspections, procedures and the individual‟s responsibility for

their conduct.

7) Assignment and Allocation of Training Facilities. Complete

instructions should be included on the use of facilities to support the selected system for training. The control of all facilities must be coordinated with other items of the training program as

appropriate. This information may be included as an annex in tabular form.

8) Allocation, Procurement and Control of Training Aids.

Sufficient de-filed information should be included as to the

availability, allocation and control of training aids to support the conduct of training.

9) Training Schedules. Specific instructions should be included

on the preparation of unit weekly training schedules. Generally,

these instructions are prepared in such detail requiring separate annexes.

10) Training records and reports. Specific instructions must be

stated concerning the individual and unit training records to be maintained and the frequency are the type of training reports to be rendered during the conduct of training. These instructions

may be contained in the unit SOP; however, instructions must indicate compliance with or permissible deviation from normal

policy.

11) Miscellaneous training instructions. Additional paragraphs

may be added to include other instructions necessary on such items as safety policies in the conduct of training, realism in

exercises, communication or policies to be enforced during the implementation of the program. These may however, be included in appropriate annexes.

c. Training Directive. This is the all-inclusive term given to oral

instructions or written training publications that are directive in nature,

regardless of contents or publishing headquarters.



Generally, a directive establishes a definite policy or order, a specific requirement or objective to be accomplished. Training

directives include such publications as training memorandum and training schedules. At PNP, Regional and Provincial Command level,

the training directive normally takes the form of a training memorandum. They are generally prepared by the training officer in a written form and approved by the commander for a phase of training, a

specialized type of training or for a specified period of time. At company level, the directive is in the form of training schedules

prepared by the company commander.

7.38 Training Supervision. Supervision is the direct, immediate guidance and

control of subordinates in the conduct of training. A commander supervises training activities by means of recurrent inspection and mentoring. Inspection involves not

only visits to a unit, but also the evaluation of reports and records pertaining to that unit. Mentoring refers to the advice the commander gives to subordinates on the proper methods and manner of conducting training activities.

a. Responsibility. The commander is responsible for the training of his

unit. Within the limits of directives from higher headquarters, he

exercises this responsibility either by personally planning and conducting the training or by directing and supervising the training

activities of subordinates.

b. Purpose. The effectiveness of a unit's training activities depends

largely on the subordinate's interpretation of the requirements of training directives, on their ability to do what is required and on the

commander's reaction to changes in the training situation. The purpose of supervision is to see that subordinates comply with the intent of directives, to help them execute specific requirements and to determine

the validity or effectiveness of instructions.

c. Principles of Supervision

1) Effective supervision is based on sound leadership principles.

Supervision is the best means the commander has to influence the training and combat readiness of his unit. The commander's attitude toward the individuals and units he supervises is

important. It should be one of helpfulness, demonstrated personally. It must adhere to accepted leadership techniques.

Such an approach develops mutual respect between superior and subordinates and creates teamwork.

2) Supervision is essential to effective command and development of subordinates. The commander is responsible for training and

developing subordinate commanders within his unit. Mission type orders, minimum control of subordinates and a positive counseling program are effective means for developing

subordinates‟ maximum potential. Supervision is inherent to command and vital to effective training. Conversely, excessive

control and supervision are primary causes for unsatisfactory development of subordinates.



3) Effective supervision stresses encouragement, praise and minimal criticism. The commander gives special thought to

combining needed criticism with praise to insure that subordinate units respond favorably to the training and that the

prestige of subordinate commanders is constantly enhanced in the eyes of their men.

d. Steps in Supervision. Since a commander must spend some time on

planning and administrative matters, he cannot devote his full attention

to the supervision of his unit's training activities. To make the most of the time he can devote to supervision, he must follow certain steps. These steps are: (1) Plan; (2) Act; (3) Qualify; (4) Inspect; (5) Evaluate;

(6) Critique; and (7) Correct.

7.39 Training Monitoring and Evaluation

a. Training Evaluation is the process of collecting information needed to

determine the outcomes of training and their effectiveness in relation to the attainment of training objectives. To conduct a training evaluation, the training needs, learning environment, transfer of training strategy and learning objectives must be

considered. b. Common Types of PNP Training Evaluation

1) Formative Evaluation refers to the evaluation of training

according to its design and development stages. Its aim is to ensure that the training implemented is well organized and conducted according to the plan

and that trainees are satisfied with its conduct. This type of evaluation is often referred to as training satisfaction survey.

2) Summative Evaluation refers to the evaluation that measures

the degree to which the training helped in bridging the competency gap or the

effect of training to the employee‟s ability to perform his tasks according to organizational standards. This type of assessment is sometimes called training impact assessment.

In Kirkpatricks training evaluation framework shown below, Levels 1 & 2 are

considered under formative evaluation; while Levels 3 &4 are under the summative evaluation category.

Table 7-2. Kirkpatrick’s training evaluation framework

Level Criteria Focus Evaluation

Category

1 Reactions Trainee satisfaction Formative 2 Learning Acquisition of knowledge,

skills, attitudes, behavior

3 Behavior Improvement on behavior

Summative 4 Results Training objectives achieved

by trainees



Section 7-3 Budgeting System

7.40 Executive Order Nr. 43 and the Philippine Development Plan 2011-2016

lays out the responsibility of planning, budgeting and implementation of programs, as well as performance monitoring, evaluation and reporting to be guided by the results-based management framework that focused on the results of spending.(DBM OPIF

Reference Guide: 2012) 7.41 Results-Based Management is a strategy of the Philippine Government that

focuses on performance and the achievement of outputs, outcomes and impacts. The Organizational Performance Indicator Framework is its management tool. The

formulation of agency plans should therefore be guided by the following:

a. The Philippine Development Plan; and b. The Public Investment Plan 7.42 The Organizational Performance Indicator Framework (OPIF). It is an

approach to “expenditure management” that directs resources for major final outputs

(MFOs) toward results and measures agency performance by key quality, quantity, timeliness and cost indicators. It helps agencies to define and establish priority expenditures through a logical process of:

a. Deciding on and planning outcomes;

b. Establishing relevant performance targets and measures; c. Implementing activities to achieve outputs and outcomes; and d. Monitoring, evaluating and reporting results.

OPIF promotes the following principles:

a. Fiscal Discipline. Living within the means or resources available to

the government. Accountability for results.

b. Allocative Efficiency. Spending money on the right things or right

priorities. c. Operational Efficiency. Obtaining the best value for the money or

resources available. 7.43 The OPIF Logical Framework (OPIF Logframe) is a management tool used

to improve the design of interventions, most often at the project level. It involves identifying strategic elements and their causal relationship, indicators and the

assumptions of risks that may influence success and failure. It facilitates planning, execution and evaluation of a development intervention. (The PNP’s OPIF Logical

framework is shown as Annex D) 7.44 The PNP Annual Operations Plans and Budget (AOPB).

a. Definition. It is an implementing instrument or execution mechanism

that provides for quantitative and qualitative measures of real-time



program accomplishments or performance. It reflects the total coordinated effort of management officials in so far as fiscal

administration and resource management are concerned. b. The Operations Plans and Budget Committee (OPBC). The OPBC

is tasked to formulate the Annual Operations Plans and Budget. It is chaired by The Chief of Directorial Staff to insure consistency and

maintain balance of resources within and among major activities of the Command.

c. Preparation. Preparation of the operating program starts upon receipt

of the comprehensive allotment advice by the Director for

Comptrollership who temporarily distributes the funds by program/project and expense class after taking into consideration the PNP's Program and Budget Guidance, the Preliminary Operating Plan

and Budget Estimate and other guidelines from higher authorities. The temporary allocation of fund is then presented to the OPBC which in

turn reconciles differences and corrects flaws, and allocated the budget ceiling of the different major operating units. The approved allocation is

then distributed by the comptroller to the Program Directors who in turn divide the peso allocation among the projects, activities and sub-activities by major units. The program Directors then coordinate with

the Project Administrators to submit their respective programs of expenditure, indicating the distribution by major unit,

program/project/activity, and object class.

7.45 Program Review and Analysis (PRA)

a. Definition. Provides a complete picture of how the resources were

used to accomplish objectives and programs. It is based on the

authorized operating program and budget and the accomplishment of the unit or office for a given period of time.

b. Responsibility. The PRA is the responsibility of the Comptroller and

Budget and Fiscal Officers of the major units, including the Directorial

Staffs, program Directors, and Project Administrators. c. Presentation. It is undertaken quarterly on a cumulative basis,

meaning that the semi-annual documentation includes the first and second quarters, while the annual report covers the four (4) quarters of

the fiscal year.

The PRA is composed of two parts: the documented PRA and the oral presentation which requires the condensation of the documented PRA into a briefing manuscript. A consolidated Program Review and

Analysis is presented by the PNP Chief to NAPOLCOM on a semi-annual basis. During these PRAs, the NAPOLCOM sits en banc to

review the PNP's performance vis-a-vis the available resources.



Section 7-4 Procurement System

7.46 General. The PNP Procurement System abides by the rules and regulations

of R.A.9184 or the Government Procurement Reform Act of 2002 and its Implementing Rules and Regulations.

7.47. Scope of Application. RA 9184 applies to the Procurement of the following,

regardless of source of funds- whether foreign or local- by all branches and

instrumentalities of government, its departments, offices and agencies: a. Infrastructure Projects;

b. Goods; and c. Consulting Services

7.48 Principles on Government Procurement (as stated in Article I, Sec 3 of RA

9184).

a. All procurement of the national government, its departments, bureaus,

offices and agencies, including state universities and colleges, government-owned and/or controlled corporations, government financial institutions and local government units, shall, in all cases, be

governed by these principles:

1) Transparency in the procurement process and in the

implementation of procurement contracts.

2) Competitiveness by extending equal opportunity to enable

private contracting parties who are eligible and qualified to participate in public bidding.

3) Streamlined procurement process that will uniformly apply to all

government procurement. The procurement process shall be

simple and made adaptable to advances in modern technology in order to ensure an effective and efficient method.

4) System of accountability where both the public officials

directly or indirectly involved in the procurement process as well

as in the implementation of procurement contracts and the private parties that deal with government are, when warranted

by circumstances, investigated and held liable for their actions relative thereto.

5) Public monitoring of the procurement process and the

implementation of awarded contracts with the end in view of

guaranteeing that these contracts are awarded pursuant to the provisions of this Act and its implementing rules and regulations, and that all these contracts are performed strictly according to

specifications.



b. No government Procurement shall be undertaken unless it is in accordance with the approved Annual Procurement Plan of the

Procuring Entity.

c. Each procuring entity shall establish a single Bids and Awards Committee for its procurement. Separate BACs may be created where the number and complexity of the items to be procured shall so

warrant. Similar committees for decentralized and lower level offices may also be formed when deemed necessary by the Head of the

Procuring Entity.

d. All procurement shall be within the approved budget of the procuring

entity and should be meticulously and judiciously planned by the procuring entity. Consistent with government fiscal discipline measures, only those considered crucial to the efficient discharge of

governmental functions shall be included in the Annual Procurement Plan (APP).

e. Procurement Service-Department of Budget and Management (PS-

DBM) shall provide a centralized procurement of common-use supplies

for the government in accordance with Letters of Instruction No. 755 and Executive Order No. 359, series of 1989.

7.49 The Bids and Award Committee (BAC). The BAC shall be responsible for

ensuring that the Procuring Entity abides by the standards set forth by law and shall

prepare a procurement monitoring report that shall be approved and submitted by the Head of the Procuring Entity to the Government Procurement Policy Board

(GPPB) on a semestral basis. The BAC shall have the following functions:

a. Advertise and/or post the invitation to bid;

b. Conduct pre-procurement and pre-bid conferences;

c. Determine the eligibility of prospective bidders;

d. Receive bids;

e. Conduct the evaluation of bids;

f. Undertake post-qualification proceedings;

g. Recommend award of contracts to the Head of the Procuring Entity or his duly authorized representative.

h. Recommend the imposition of sanctions;

i. Recommend to the Head of the Procuring Entity the use of Alternative Methods of Procurement; and

i. Perform such other related functions as may be necessary.

7.50 PNP-NHQ BAC Composition. The BAC shall have at least five (5) members,

but not more than seven (7) members.



7.51 The BAC Secretariat. The Head of the Procuring Entity shall create a

Secretariat which will serve as the main support unit of the BAC. An existing organic

office within the procuring entity may also be designated to serve as Secretariat. 7.52 The Philippine Government Electronic Procurement System (PhilGEPS).

The single portal that serves as the primary and definitive source of information on all government procurement managed by the PS-DBM under the supervision of the

GPPB.

7-5. Accounting and Auditing System

7.53 General. The PNP Accounting and Auditing System abides by the New

Government Accounting System (NGAS). The NGAS Manual is prescribed by the Commission on Audit pursuant to Article IX-D, Section 2 para (2),1987 Constitution of the Republic of the Philippines which provides that:

“The Commission on Audit shall have exclusive authority, subject to the

limitations in this Article, to define the scope of its audit and examination, establish the techniques and methods required therefore, and promulgate accounting and auditing rules and regulations, including those for the

prevention and disallowance of irregular, unnecessary, excessive, extravagant, or unconscionable expenditures, or uses of government

funds and properties".

7.54 General Accounting Plan. The General Accounting Plan (GAP) shows the

overall accounting system of a government agency/unit. It includes the source documents, the flow of transactions and its accumulation in the books of accounts

and finally their conversion into financial information/data presented in the financial reports. (refer to NGAS Manual s. 2002)

The following accounting systems are:

a. Budgetary Accounts System; b. Receipts/Income and Deposit System;

c. Disbursement System; and d. Financial Reporting System.

7.55 Agency Budget Matrix (ABM). The ABM refers to a document which shows

the disaggregation of agency expenditures into components like, among others, by

source of appropriations, by allotment class and by need of clearance.

7.56 Financial Statements and Supporting Schedules. Financial statements

and their supporting schedules are the products of the government accounting processes. These are the principal comprehensive means by which the information

accumulated and processed in the state accounting system is periodically communicated to those who use them. The financial statements generally prepared

in the National Government are: the Balance Sheet, Statement of Income and Expenses, Statement of Government Equity, and Statement of Cash Flows.



CHAPTER 8

STRATEGY MANAGEMENT

Section 8-1. General Concepts

8.1 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-tern, 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. 8.2 Performance Governance System (PGS). This 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 path way that must be complied with to institutionalize the system. These stages are

as follows:

a. 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. b. 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. c. 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.

d. 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



Section 8-2 Change Agenda

8.3 General. The change agenda of the PNP is anchored on the principles of

transparency, accountability and stakeholders participation set on clear and well-defined systems and procedures that are realistic, easily understandable,

measurable and time-bound. This defines the way how the PNP effectively and efficiently delivers its mandate through human rights-based and community-oriented

policing. 8.4 Charter Statement. This refers to the PNP P.A.T.R.O.L. Plan 2030 Roadmap

which describes the vision, mission, mandate, philosophy and core values of the organization. Most importantly, it illustrates the role of resource management

perspective, learning and growth perspective, process excellence perspective and community perspective together with the stakeholders’ support, in achieving the ultimate goal of being a highly capable, effective and credible police service by 2030.

(see PNP P.A.T.R.O.L. Plan 2030 Roadmap) 8.5 PGS Elements and Governance Mechanisms. The governance pathway of

the PGS identified the elements for PNP’s strategic transformation and development. The following are the governance mechanisms adopted by the PNP:

a. Center for Police Strategy Management (CPSM). The CPSM is the

office of strategy management of the PNP, which is mandated to ensure proper management and monitoring of the agency scorecard, conduct periodic review and evaluation, and make necessary

adjustments and amendments to the strategy. (see CPSM Manual for details)

b. Cascading of the Strategy to Lower Units. Strategy and operations

review is conducted by the members of the TWG on PNP P.A.T.R.O.L.

Plan 2030 together with the personnel and staff of the CPSM. The enhanced strategy map and PNP scorecard is cascaded to 17 Police

Regional Offices, 80 Provincial Police Offices, 1,723 police stations and 148,000 PNP personnel to ensure alignment and proper execution.

1. Strategy Refresh. The strategy refresh facilitates an update of

the strategy map and scorecard to fit the changes in the

environment through the strategic objectives, strategic indicators, targets and strategic initiatives.

2. Strategy Review. In executing the PNP strategy, the CPSM and

the TWG on PNP P.A.T.R.O.L. Plan 2030 conduct strategy

reviews on the delivery of police services to its customers. Strategy is evaluated through the implementation of initiatives, notable process improvements, and determination of the level of

performance of the organization based on the targets achieved using the measures reflected in the scorecard.



3. Operations Review. Operational review meetings assess short-

term performance and respond to problems that have arisen

recently and need immediate attention. The frequency of meetings is influenced by the urgency as determined by the

Center for Police Strategy Management (CPSM) and Technical Working Group (TWG) on PNP P.A.T.R.O.L. Plan 2030.

c. Linking Budget to the Strategy. The strategic initiatives shall be

properly budgeted and supported to achieve the targeted outcome. The

Annual Operations Plans and Budget (AOPB) operationalizes the approved Annual Appropriations in terms of targets and financial requirements per identified programs, activities and projects (PAPs).

The PAPs are determined and generated from the lowest units of the PNP in the field up to the Directorial Staff level at the National

Headquarters and serves as basis of the “Bottom-Up Budgeting” formulation which shall be cross-matched with the Major Final Output (MFO).

d. National Advisory Group for Police Transformation and

Development (NAGPTD). The NAGPTD is a multi-sectoral

governance council that will help ensure the institutionalization of the PNP P.A.T.R.O.L. Plan 2030. Regular meetings of the NAGPTD will be

held to provide insights and guidance on the pressing issues concerning the PNP.

e. Communications Plan (COMPLAN). The COMPLAN on the PNP

P.A.T.R.O.L. Plan 2030 is an intensive information campaign on the

program to all internal and external stakeholders to strengthen the implementation of its information, awareness and education campaign.

The PNP leadership must continue to improve the image of the police as an efficient, competent and credible institution.

Section 8-3 Governance Scorecard 8.6 Definition. The PNP governance scorecard shows how the organization’s

strategic objectives will be attained. Under the four perspectives of PGS, objectives

were identified, with corresponding measures, targets and strategic initiatives. (see

Annex” F” for PNP Scorecard)

8.7 Elements of Governance Scorecard. The PNP Governance Scorecard has

provided four (4) distinct but interrelated elements, as follows:

a. Objectives. The objectives are directed toward performance and

results that are measurable, specific, appropriate, realistic and timely.



b. Measures. The measures will track and monitor the progress towards

the PNP’s vision.

c. Targets. The targets represent the milestones needed to reach the

short, medium and long-term period that the PNP vision encompasses. d. Initiatives. The portfolio of initiatives or programs of actions the PNP

envisions to undertake in order to meet the targets and to attain specific objectives.

8.8 Perspectives in the PGS. An agency scorecard is divided into four

perspectives which represent the core functions of the organization. It consists of the

following:

a. Resource Management. The enabling resources in pursuit of its

mission should be adequate. Moreover, those resources provided which are very limited should be used optimally. To help achieve

maximum utilization of resources, the PNP must observe high standards of transparency and accountability in all its financial and

logistical transactions. b. 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.

c. 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”, “operations”, and “police community relations” are given top

consideration. d. Community. This refers to the objective of improving 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 communities 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.



CHAPTER 9

GENERAL PROVISIONS

Section 9-1. Administrative Sanctions

Every personnel is mandated by this doctrine to adhere to its provisions. Any

violation shall be dealt with in accordance with existing laws, rules and regulations

pertinent to the violation incurred. It is therefore the responsibility of the unit

commanders and Directors of offices to inform their subordinates of the provisions of

this doctrine.

Section 9-2 Separability Clause

This Manual rescinds the PNP Fundamental Doctrine of 1994. All policies,

rules and regulations in conflict with the provisions of this fundamental doctrine of the

PNP shall be deemed amended, repealed and or superseded.

Section 9-3 Effectivity

This Revised PNP Fundamental Doctrine shall take effect upon approval.

Section 9-4 Amendment

Any amendment or changes to be made shall be deliberated by a Doctrines

Board or a Technical Working Group created for this purpose. Amendment shall

ensue only after five (5) years upon approval of this manual.

SUMMARY OF CHANGES

Extensive changes have been made throughout the manual to reflect the current

set-up, organizational environment and dynamics of the Philippine National Police as a distinctly civilian law enforcement agency.

Revisions were made on general law enforcement principles throughout the

manual to incorporate Human Rights- based policing.

A publisher’s note was added to reflect and promote gender sensitivity and

equality.

The Committee Resolution was changed to NHQ-TWG Resolution in compliance with existing rules and regulations governing doctrine development.

The Section on PNP Doctrines was extended to reflect the new categories of doctrines. Examples for each type of doctrine were provided and an explanation

on the difference between manuals, policies and doctrines was added.

The PNP Vision was added as part of the PNP’s journey to the Performance Governance System.

Military terminologies and perspectives which the PNP does not use and adhere to were changed or deleted completely.

The perspective on Internal Security Operations was changed to reflect the

Government’s strategic shift from military approach to holistic approach in addressing internal security problems.

The organizational structure, mission and functions of PNP key officers and the names of offices and units were updated and attached as annexes.

The Chapter on Internal Security Operations was deleted as part of the strategic

shift of the Philippine Government’s National Security Policy.

Chapter on Intelligence was deleted and incorporated as part of the Chapter on

Crime Prevention and Solution.

An additional Chapter on Crime Prevention and Solution was added to describe the interconnected processes of investigation, intelligence, patrol operations and

police-community relations (QUAD).

An additional Chapter on Public Safety and Security was added to describe the PNP’s role in disaster and critical incident management includ ing its relationship

with the Peace and Order Councils and other government agencies.

A Chapter on PNP Resource Management was added to incorporate the administrative functions of the PNP comprising the sections on PNP Personnel

Management, Training Administration and Management, Budgeting System, Procurement System, Accounting and Auditing System of the PNP.

References to detailed doctrines, manuals and issuances were reflected on each section to guide readers of the manual.

The Standard Operating Procedures on the Preparation, Publication and Distribution of PNP Manuals and Doctrines was included in the annexes as

reference to the readers.

A Glossary was provided with distinct definition of terms as used operationally throughout the manual.

A reference guide was provided to accredit the sources of information in the development of manuals.

A List of Abbreviations and Acronyms, Figures and Tables was provided for the

guidance of readers.

LIST OF ABBREVIATIONS AND ACRONYMS

ABM Agency Budget Matrix

AFP Armed Forces of the Philippines

AOM Administrative and Operations Manual

AOPB Annual Operations Plan and Budget

APP Annual Procurement Program

ASEAN Association of South East Asian Nations

ATP Annual Training Program

BAC Bids and Awards Committee

BFP Bureau of Fire Protection

BJMP Bureau of Jail Management and Penology

BPAT Barangay Peacekeeping Action Team

BS Balance Scorecard

CCE Crime Clearance Efficiency

CD City Director

CODE-P Competence, Organization, Discipline, Excellence- Professionalism

CPNP Chief, Philippine National Police

CPO City Police Office

CSC Civil Service Commission

CSE Crime Solution Efficiency

CSW Complete Staff Work

CVO Civic Voluntary Organizations

DBM Department of Budget and Management

DC Directorate for Comptrollership

DHRDD Directorate for Human Resource and Doctrine Development

DI Directorate for Intelligence

DICTM Directorate for Information Communication Technology Management

DIDM Directorate for Investigation and Detective Management

DILG Department of the Interior and Local Government

DL Directorate for Logistics

DO Directorate for Operations

DPL Directorate for Plans

DPRM Directorate for Personnel and Records Management

D-Staff Directorial Staff

EEZ Exclusive Economic Zone

FNTI Fire National Training Institute

GAP General Accounting Plan

GO General Order

GPPB Government Procurement Policy Board

IPOPHIL Intellectual Property Office- Philippines

IRR Implementing Rules and Regulations

KSA Knowledge, Skills and Attitudes

LGE Local Government Executive

LGU Local Government Unit

LOGFRAME Logical Framework

LOI Letter of Instructions

MFO Major Final Output

MPS Municipal Police Station

MTAP Master Training Action Plan

MTDP Medium Term Development Plan

NAPOLCOM National Police Commission

NASU National Administrative Support Unit

NBI National Bureau of Investigation

NCRPO National Capital Region Police Office

NDRRMP National Disaster and Risk Reduction Master Plan

NFSTI National Forensic Science Training Institute

NGAS National Government Accounting System

NHQ National Headquarters

NOSU National Operational Support Unit

NPOC National Peace and Order Council

NSP National Security Plan

NSU National Support Unit

NUP Non-Uniformed Personnel

OPBC Operations Plan and Budget Committee

OPIF Organizational Performance Indicator Framework

PC/INP Philippine Constabulary/ Integrated National Police

PCO Police Commissioned Officer

PCR Position of Collateral Responsibility

PD Provincial Director

PDP Philippine Development Plan

PFLR Position of Front-line Responsibility

PGS Performance Governance System

PhilGEPS Philippine Government Electronic Procurement System

PHLR Position of Hands-on Responsibility

PIPS Police Integrated Patrol System

PLEB Peoples Law Enforcement Board

PMR Position of Major Responsibility

PNCO Police Non-commissioned officer

PNP Philippine National Police

PNPA Philippine National Police Academy

PNPTS PNP Training Service

PNTI Police National Training Institute

POP Police Operational Procedures

PPO Provincial Police Office

PPOC Provincial Peace and Order Council

PPSC Philippine Public Safety College

PRA Program Review and Analysis

PRO Police Regional Office

PRO-ARMM Police Regional Office- Autonomous Region for Muslim Mindanao

PRO-COR Police Regional Office- Cordillera

PSCRS Police Security Containment Ring System

PS-DBM Procurement Service- Department of Budget and Management

PSR Position of Supervisory Responsibility

RPOC Regional Peace and Order Council

SDS Secretary to the Directorial Staff

SO Special Order

SOCO Scene of the Crime Operations

SOP Standard Operating Procedures

TCDS The Chief Directorial Staff

TDCA The Deputy Chief PNP for Administration

TDCO The Deputy Chief PNP for Operations

TNA Training Needs Assessment

TWG Technical Working Group

GLOSSARY OF TERMS

Accountability- This refers to the obligation to account for the authority delegated

and tasks assigned to subordinates. Administrative Doctrines - Provide guidance on the accomplishment of general

administrative functions or tasks of the PNP. Allocative Efficiency- Spending money on the right things or right priorities.

Annual Operations Plans and Budget- It is an implementing instrument or

execution mechanism that provides for quantitative and qualitative measures of real-

time program accomplishments or performance.

Anonymous letter-complaints- are unsigned letters of which their origin cannot be

immediately established. Authority- It is the right to decide and command.

Average Monthly Crime Rate- Crime rate divided into the number of months in a

year. Best Practice Doctrine/Manual – This manual describes or 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.

Briefings- are made by the staff to keep the commander informed with the current

situation and problems facing the command. Chain of Command- It is the hierarchal relationship of positions through which the

primary functions of the organization are performed.

Collateral function- is the function of the PNP that is done in collaboration with

other law enforcement agencies and police volunteers. Command- shall be taken to mean the authority vested in an individual of the police

service over his subordinates by virtue of his rank or assignment.

Command Authority- This provides the commander with the right to plan, organize,

direct, coordinate and control PNP forces or units in order to accomplish an assigned mission or task. Command Channels- used for commander-to- commander interaction where all

orders are issued in the name of the commander; Command Responsibility- The commander is responsible for all that his unit does

or fails to do.

Competency- refers to an individual’s knowledge, skills and attitudes (KSA) that

lead to superior performance Competency Gap- It is the difference between the current competency level of

personnel and the required functional skill or competency. Competency Training- is a way of improving individual abilities or characteristics to

an agreed standard of proficiency by practice and instruction which is a key to get

better results. Complementary Doctrine - This manual is jointly formulated by two or more

bureaus/agencies/organizations in order to effect a certain operation. Completed staff action- includes a thorough analysis of a problem, consideration

of all feasible courses of action, and his recommended solution in finished form which the commander can approve or disapprove. Conceptual Skills- Ability to deal with long-range plans, broad relationships and

other attractions Crime - is an act or omission punishable by law.

Crime Clearance Efficiency- The percentage of cleared cases out of the total

number of crime incidents handled by the police for a given period of time. Crime prevention- an act that aims to prevent the commission of crimes by

adopting measures that leads to the 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 the victim or

concerned citizens to the police and other similar law enforcement

agencies/institutions.

Crime solution- is the act of investigating the crime leading to the prosecution of its

perpetrators.

Crime Solution Efficiency- The percentage of solved cases out of the total number

of crime incidents handled by the police for a given period of time. Crime Volume- The number of crime incidents committed in a given area over a

period of time which include index and non-index crimes. Criminal Means- The ability of an individual to commit a crime. Criminal Motive- The reason or intent of an individual to commit a crime.

Criminal Opportunity- The chance for an individual to commit a crime at a given

space and time. Cultural Cohesiveness- This element implies that the Filipinos have shown their

collective sense of value to the principles of freedom and human dignity of a person 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.

Directorial Staff Principle- Prescribes the directorial authority of the Directorate in

the national and regional levels and other equivalent units.

Document Security- Information and material in any form or any nature, the

safeguarding of which is necessary in the interest of national security and is classified for such purpose by the responsible classifying authority.

Ecological Balance- The national survival rests upon the effective conservation of

our natural environment in the face of industrial and agricultural expansion and

population growth. Economic power - depends on a variety of economic factors such as magnitude of

human and natural resources, agro-industrial capacity, extent of grade and commerce, communication, system and others;

Economic Solidarity- It is to collectively pursue and build the economy to be strong

and capable of supporting national endeavors

Fictitious letter-complaints- are letters which has a name and signature but its

origin/author cannot be ascertained/ traced. Fiscal Discipline- Living within the means or resources available to the government.

Formative Evaluation- refers to the evaluation of training according to its design

and development stages. 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. Functional Doctrines or Administrative and Operations Manual - Provide

guidance for routine operational and administrative functions of each unit in its fields

of interest. Functional Principle- Prescribes the horizontal growth of the organization. General/ Basic subjects- by nature and content, are directed toward developing

police discipline in individuals and within units.

Human Skills- Ability to interact effectively with people and exhort teamwork or

cooperation.

Incident management- refers to the sequence of actions to be undertaken in case

of disaster/disorder/crisis to mitigate their effects and expedite the return to normalcy. Index Crimes- 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. Individual training- begins when the individual enters the PNP service and

continues throughout his stay in the service Intelligence- is knowing the threat and identifying its potential targets.

Investigation- is the collection of facts to identify the suspect; to locate the

suspect; and to provide evidence of his guilt. Job Analysis- is a process to identify and determine in detail the particular job

duties and requirements and the relative importance of these duties for a given job. Line and Staff Principle - Organizations must provide an orderly arrangement of

functions so that objectives can be accomplished effectively.

Line organization-refers to the direct accomplishment of objectives. Maintenance Training- is the training on the proper use of equipment.

Merit- The degree to which a personnel is "committed" to the service.

Mission- The term refers to a duty assigned to a police unit or an individual.

Moral-Spiritual Consensus- The Filipino people must be propelled by the national

vision manifested in words and deeds, by patriotism, national pride and the

advancement of our national goals and interests National interests- refer to any or all particular ends from which a nation finds

benefits or advantages for the welfare of its own people. National objectives- are the aims, goals or ends toward which a national strategy is

directed. National Strategy- is the art and science of employing the political, economic,

psycho-social and military/police powers of a nation in times of peace or war to

achieve national objectives. National power- refers to the total strength and ability of the state to gain desired

objectives.

Non-Index Crimes- Are violations of special laws such as illegal logging or local

ordinances.

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. Operational Efficiency- Obtaining the best value for the money or resources

available. OPIF Logframe- is a management tool used to improve the design of interventions,

most often at the project level

Organization -is a system of coordinating activities of a group of people working in a

concentrated manner towards a common goal under authority and leadership.

Organizational Performance Indicator Framework - It is an approach to

“expenditure management” that directs resources for major final outputs (MFOs)

toward results and measures agency performance by key quality, quantity, timeliness and cost indicators. Performance Governance System - is a strategy in accomplishing its mandated

mission and functions complemented by the Balanced Scorecard system as its

management tool in measuring progress and performance of PNP units and individual personnel.

Personnel Administration- one which consists of administrative procedures by

“which PNP personnel are recruited, appointed, utilized and treated in their

employment relationship and replaced when they are separated from the service”. Physical training- is to develop police officers to be fully capable and ready to

perform their duty assignment or combat role, and to aid in preservation of good health through exercise.

PNP Ethical Doctrine- It defines the fundamental principles governing the rules of

conduct, attitude, behavior and ethical norms of the PNP. PNP Manuals and Doctrines - are authoritative statements of principles, policies,

procedures, rules and regulations prescribing the proper acquisition, use and employment of the PNP’s human and materiel resources to achieve planned objectives. Police power- is the combination of both the strength of the psycho-social and

political components. Political power- is largely determined by the stability and credibility of the

government in whatever form it may be, its administrative machinery, the character of its people, and the soundness of its domestic and foreign policies.

Position of Major Responsibility - A position that has a major decision-making

prerogative and ultimate assumption of responsibility or a key position of leadership. Position of Collateral Responsibility - A position that has direct bearing on the

accomplishment of the mission/function of an officer holding the position of major responsibility.

Position of Supervisory 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.

Process Excellence- This refers to the different core operational processes and

practices the organization uses in carrying out its mission.

Program Review and Analysis- Provides a complete picture of how the resources

were used to accomplish objectives and programs. It is based on the authorized

operating program and budget and the accomplishment of the unit or office for a given period of time. Psychological power- is determined by the nationalistic temperament of the people,

the kind of social and moral fiber they have, the degree of faith they keep towards

their own institution, be it social, religious, educational, or cultural. Public safety and security- involves operations geared towards protecting lives and

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

Responsibility- It is the obligation to do something.

Results-Based Management- is a strategy of the Philippine Government that

focuses on performance and the achievement of outputs, outcomes and impacts

Scalar Principle- Prescribes the vertical hierarchy of organizations.

Socio-Political Stability- This aims to achieve peace and harmony among all

Filipinos, regardless of creed, ethnic origin, and social status Span of Control- This relates to the number of subordinates a superior can

effectively supervise. Specialization- Is the specialized skills and knowledge required in every police

work.

Staff- It is a coordinating body assigned to help the commander accomplish his

missions.

Staff Authority- Is the delegated authority to a particular staff officer to take action

on matters within the bounds of command policies

Staff Channels-used for coordination and exchange of information between

counterpart staff element; and Staff Function- The function of the staff as a Directorial body to assist the

commanders to discharge his functions. Staff organization - on the other hand, refers to organizations operating in an

advisory or facilitative capacity. Staff Responsibility- the responsibility of a staff officer to accomplishment all staff

actions within his area of interest.

Staff Study- is a study technique in command organizations depicting an analysis of

problems and their corresponding solutions.

Summative Evaluation- refers to the evaluation that measures the degree to which

the training helped in bridging the competency gap or the effect of training to the

employee’s ability to perform his tasks according to organizational standards Tactical training- includes subjects on dry exercises conducted to train the

individual in his role and to develop the proficiency of the unit in order to accomplish the mission for which it was organized Target hardening- is a deliberate and planned action that makes it difficult for the

criminals/terrorists to succeed in hitting their targets. Technical Channels -used by special staff officers and by functional specialists of

the coordinating staff for routine technical reports and instructions as prescribed by the commander.

Technical Skills- Knowledge or proficiency in any type of process

Technical Subjects training- include these subject areas designed to develop the

technical ability of the individual to perform their technical function. Territorial Integrity- the means of ensuring that the territory of the country is intact

and under the effective control of the government. Training Directive- This is the all-inclusive term given to oral instructions or written

training publications that are directive in nature, regardless of contents or publishing

headquarters.

Training Evaluation- is the process of collecting information needed to determine

the outcomes of training and their effectiveness in relation to the attainment of

training objectives

Training Management -is the planning, directing and supervising necessary to

accomplish the assigned training objective or requirement within a specified time limit.

Training Needs Assessment- is a systematic approach of identifying performance

requirements and the “gap” between what performance is required and what presently exists.

Training objectives- distinctly defines the purpose and expected results of the

training

Training Plan- It is the commander's determination of the manner by which his unit

can accomplish its training mission Training Program- It outlines the general plan for the conduct of training for the

entire organization for specific periods of time Training Strategy/System of Training- The method of organization determined to

be the most effective to accomplish the training mission

Training Supervision - is the direct, immediate guidance and control of

subordinates in the conduct of training.

Training Time- Information should be included to indicate the length of period in

which stated training objectives must be attained Unit training- emphasizes the training of individuals to function as members of a

team or a unit. Unity of Command- defines a hierarchical system in which a subordinate is

accountable to one and only one immediate superior.

REFERENCES Legal References:

Constitution of the Republic of the Philippines,1986 Revised Penal Code of the Philippines, 1987

Republic Act 6975 An Act Creating the Philippine National Police, 1991 Republic Act 8551 “PNP Reorganization Act” Republic Act 10121 “Philippine Disaster and Risk Management Act of 2010”

Republic Act. 9184 “Government Procurement Reform Act” 2002 IRR to R.A. 10121, NDRRMC, September 2010

Executive Order No 546, July 14, 2006 Executive Order No 110 series 1999 Executive Order No 359, series 1989

Executive Order No. 773, series 2009 PS-DBM LOI 775

Philippine Development Plan 2011-2016, NEDA National Security Policy 2011-2016 Published Manuals:

AFPM-1, AFP Basic Doctrine, GHQ-AFP, 2002 PNP Ethical Doctrine, 1995 PNP Code of Ethics, 1992

PNP Strategic Focus “CODE-P: 2013 and Beyond” towards the Realization of PATROL Plan 2030, NHQ PNP, 2013

PNP PATROL Plan 2030 PNP Doctrines and Doctrines Development as Guide, Filipino Amoguis, et.al, 1994

PNPM-DIDM-DS-9-1, PNP Criminal Investigation Manual, 2011 PNP Police Operational Procedures, 2010

Department of Budget and Management, OPIF Reference Guide, April 2012 PNP Three-tiered Defense System Handbook, 2002 PPSC Manual, 2012

New Government Accounting System Manual, COA, 2002. PNP Issuances:

DPL MEMO CIRCULAR 97-01 dtd August 29, 1997 “Organization Structure and

Staffing Pattern of the PNP” PNP LOI Saklolo

DPL G.O No. 05-11 NAPOLCOM Resolution No. 2009-005 NUP Merit and Promotion Plan

PNP SOP 2011-008 “Guidelines on the Preparation, Publication and Distribution of PNP Doctrines, Manuals and other Issuances”, November 2011

LOI 02/09 “Unit Periodic Crime Report” April 22, 2009. DIDM Books:

Kelly K Morrison, Leadership Skills: Developing Volunteers for Organizational Success.Perseus Books Group: 1994

Miguel Coronel, “Pro-Democracy, People’s War”,

Raymond A. Noe, “Employee Training and Development”, 4 th ed., USA:Mc Graw Hill, 2008

Internet references:

www.wikipedia.com/crime, definition

Others:

Sir Robert Peele, Principles of Law Enforcement

UN General Assembly Resolution Nr 34/169, December 17, 1979

National Historical Institute Registry, “PNP Seal” December 1991

National Historical Institute Registry, “PNP Badge” June 2008

http://www.wikipedia.com/crime

Philippine National Police

Camp Crame, Quezon City Copyright 2013

All rights reserved. No part of this manual, may be reproduced or copied in any

form by means of graphic, electronic, or mechanical, including photocopying, or information storage and retrieval system without written permission from the Director,

Directorate of Human Resource and Doctrine Development (DHRDD) with present address at the National Headquarters Building, Camp Crame, Quezon City.

Published by PNP DHRDD

PNP FUNDAMENTAL

DOCTRINE

(Revised)

October 2013

APPENDICES

APPENDIX B Revised PNP Fundamental Doctrine 2013

APPENDIX B

Functions of PNP Key Officers, Offices and Units

Section B-1. PNP National Headquarters,

Camp Rafael Crame, Quezon City

A. The Command Group

1. The Chief of the Philippine National Police (CPNP)

a. The Head of the Philippine National Police is known and

designated as the Chief of the Philippine National Police;

b. The CPNP commands, controls and supervises the

administration and operation of the PNP as a whole in the execution of its vision, missions and functions.

2. The Deputy Chief Philippine National Police for Administration (TDCA)

a. The next in line to the CPNP is known and designated as The

Deputy Chief Philippine National Police for Administration; and

b. The TDCA assists the CPNP in discharging the latter’s

responsibility pertaining to Administrative matters and acts as CPNP in latter’s absence or inability.

3. The Deputy Chief Philippine National Police for Operations (TDCO)

a. Assists the CPNP in the performance of the latter’s assigned functions, duties and responsibilities pertaining to operations.

4. The Chief of Directorial Staff (TCDS)

a. The Chief of Directorial Staff (TCDS) coordinates, supervises and directs the Directorial Staff in the performance of their

respective functions.

B. The Directorial Staff. The D-Staff assists the CPNP in the performance of his

assigned functions, duties and responsibilities pertaining to the D-Staff’s respective assigned task.

The Directorial staff of the PNP is known as the NHQ Directorial Staff. It is a Staff which coordinates all the decisions affecting the PNP. It is headed by The Chief

of Directorial Staff (TCDS) and the Directors of the different Directorates;


The Directorial staff is concerned with broad fields of interest, such as Personnel, Intelligence, Operations, Logistics, Comptrollership, Police-Community

Relations, Investigation, Human Resources, Research and Doctrine Development and Plans. They assist and advise the CPNP by coordinating all the offices

concerned. They also formulate and announce policies for the general operations of the PNP.

The Secretary to the Directorial Staff (SDS). The Secretary to the

Directorial Staff is primarily tasked to assist the TCDS but secondarily to service the

D-Staff and miscellaneously servicing the C, PNP and acting as Protocol Officer of the PNP.

1. The Director for Personnel and Records Management (TDPRM).

Advises and assists the CPNP in the exercise of his Command functions on matters pertaining to personnel, both uniformed and non-

uniformed. He is responsible to the CPNP for planning, directing, coordinating and supervising all personnel actions, directives and

policies of the Command; and perform related administrative functions such as hospitalization benefits, personnel procurement, retirement and others, and those that the CPNP may direct;

2. The Director for Intelligence (TDI). Conducts intelligence and

counter-intelligence operations in support of the PNP statutory functions and assists in the overall effort to attain intelligence objectives;

3. The Director for Operations (TDO). Plans, directs, coordinates and

supervises all activities of the Philippine National Police concerning

operations;

4. The Director for Logistics (TDL). Plans, supervises and coordinates

all supply, transportation, construction and real estate, repair and maintenance of equipment and facilities, and miscellaneous related

logistical activities to insure the economical utilization of materials and resources for the efficient accomplishment of the PNP missions;

5. The Director for Plans (TDPL). Prepares strategic and organizational

development plans for the PNP. He also revises and updates various

existing plans to implement PNP missions and vision including the national strategic action plan;

6. The Director for Comptrollership (TDC). Assists and advises the

CPNP on the employment of financial resources and control of funds;

budgeting, to include the preparation and justification of estimates, distribution and application of funds; accounting, to include fiscal cost and property accounting; performance audit for which the command is

responsible for correction, analysis, summarization, and interpretation of establishment within the command system for review, analysis,

testing evaluating of command programs; and the interpretation of the review and analysis of such programs and activities.


7. The Director for Police Community Relations (TDPCR). Assists and

advises the CPNP in planning, directing, coordinating, supervising and

controlling the Police-Community relations programs, projects and activities of the PNP. DPCR shall coordinate and supervise all public

information functions within the Command; disseminate all information regarding activities of the PNP to appropriate information media in accordance with established security policies; plan positive and

continuous public relations program to gain and maintain public goodwill and support; actively coordinate and participate in crime

prevention; and make observation and analysis on public opinion.

8. The Director for Investigation and Detective Management (TDIDM).

Assists the CPNP in the supervision, coordination and management of the investigation of sensational cases, assistance to Interpol affairs;

and development and maintenance of crime information system;

9. The Director for Human Resource and Doctrine Development

(TDHRDD). Assists the Chief PNP in the formulation of policies and in

the planning, direction, coordination and supervision of all matters pertaining to human resource and doctrine development; rationalizes

and upgrades the development of systems and doctrine for PNP units and personnel toward the attainment of the PNP vision and missions

and continuously develop the moral, spiritual, physical and mental competence of PNP personnel.

10. The Director for Research and Development (TDRD). Assists the

Chief, PNP in the areas of materiel Research and Development; test

and evaluation in administering the Command’s self reliant development projects (SRDP) which are of value to peace and order and public safety, as directed by higher authority or on its own initiative

in support to the effective and efficient administration and operation of the PNP.

11. The Director for Integrated Police Operations (TDIPO). Assist the

Chief, PNP in the conduct of inter-regional anti-criminality, counter-

terrorism and counter-insurgency operations against lawless elements which transcend regional boundaries, and provide a system for the promotion of regional socio-economic development. He shall act

dispositively on matters pertaining to his area of concern for inter-operability and to facilitate broader exercise of the span of control of

the Chief, PNP.

Each TDIPO has separate functional supervision over the following

PROs:

a. TDIPO, Northern Luzon - PROs 1, 2, 3, COR

b. TDIPO, Southern Luzon - PROs 4A, 4B, 5

c. TDIPO, Visayas - PROs 6, 7, 8


d. TDIPO, Western Mindanao - PROs 9, 12, ARMM

e. TDIPO, Eastern Mindanao - PROs 10, 11, 13

12. The Director for Information Communication Technology

Management (TDICTM). Tasked to assist the Chief, PNP in integrating

and standardizing all major PNP information systems and resources to

further improve PNP frontline services.

C. The Personal Staff. The Personal Staff assists the CPNP in his official

functions through advice, assistance, or service;

1. Inspector General, Internal Affairs Service (IG-IAS). (R.A 8551)

Functions:

a. Pro-actively conducts inspections and audits PNP personnel and units;

b. Investigates complaints and gathers evidence in support of an

open investigation;

c. Conducts summary hearings on PNP members facing

administrative charges;

d. 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 to the Commission;

e. Files appropriate criminal cases against PNP members before the court as evidence warrants and assists in the prosecution of

the case;

f. Provides assistance to the Office of the Ombudsman in cases

involving the personnel of the PNP; and

g. Provides documents or recommendations with regard to the promotion of the members of the PNP or the assignment of PNP personnel to any key position.

2. Aide-de-Camp. Assists the CPNP in his personal, social and police

functions; and

3. Chief Executive Senior Police Officer (CESPO) . Advises the CPNP

on matters pertaining to the morale and welfare problems of Police Non-Commissioned Officers (PNCOs).

4. Chief, Human Rights Affairs Office (C,HRAO). Oversees the

implementation of PNP guidelines and policies on human rights laws.

Functions:


a. Integrates the PNP efforts and comes up with holistic approach and systematic implementation of human rights

program and activities;

b. Reviews, formulates and recommends policies and programs as well as administrative and legislative measures to effectively implement human right laws;

c. Monitors the conduct of investigation, legal and judicial

processes of addressing human rights violations of PNP personnel;

d. Undertakes information campaigns for media (local and foreign) and interested sectors (eg. Advocates for press

freedom and human rights) to project government findings and perspectives and measures being implemented relative to human rights violation of PNP personnel;

e. Establishes and maintains linkages with concerned

agencies handling human rights violation cases against PNP personnel; and

f. Performs other duties as directed by the Chief, PNP. 5. Spokesperson of the Chief PNP. Is responsible for

providing information to the media and other concerned agencies relative to the official activities, programs,

actions and positions on current events of social issues of the Chief, PNP and his Command Group.

Functions:

a. Provides information to the tri-media and other concerned agencies regarding the Chief, PNP’s official activities

actions and positions on current events or pertinent issues, through scheduled briefings, direct responses to media inquiries, press conferences and interviews with

the Chief, PNP and his Command Group;

b. Responds promptly to any disinformation or false information affecting the organization;

c. Prepares official statements on behalf of the Chief, PNP;

d. Assists the Chief, Public Information Officer in the research and drafting of speeches and other materials for materials for public events, whenever necessary;

e. Performs other tasks as directed by the Chief, PNP.


6. Center for Police Strategy Management. Coordinates and integrates

all strategy management processes, sustaining its strategy execution

and management, and instilling in the organization a culture of strategic focus.

Functions:

a. Responsible for the integration of all strategy management processes, sustaining strategy execution and management, and instilling in the organization a culture of strategic focus;

b. Identifies and submits key priorities and strategic issues to the

Chief, PNP (thru: The Director for Plans/Strategy Director);

c. Assists and advises the PNP units in selecting targets and

identifying the strategic initiatives required to achieve targeted performance on the Balanced Scorecards measures;

d. Facilitates the integration and coordination of programs, projects and activities across functions and offices/units to align

strategies with operations and manage execution;

e. Develops and cascades the strategy and the agency scorecards

down to the lowest level of the organization;

f. Develops a comprehensive communications plan and education process focused on building common understanding of the strategy and to generate commitment and support from all

stakeholders;

g. Establishes and facilitates the process of identifying,

documenting and sharing lessons-learned and best practices that can be adopted by the entire organization;

h. Oversees the review, validation and timely reporting of the Balance Scorecard measures in collaboration with the TWG and

the National Advisory Group; and

i. Performs other duties as directed by the Chief, PNP or

the Director for Plans/Strategy Director.

D. National Support Units. The support units of the Philippine National Police

are the following:

1. National Administrative Support Units (NASUs)

a. Logistics Support Service (LSS)

b. Information Technology Management Service (ITMS)

c. Finance Service (FS)

d. Health Service (HS)


e. Communications and Electronics Service (CES)

f. Chaplain Service (CHS)

g. Legal Service (LS)

h. Headquarters Support Service (HSS)

i. Engineering Service (ES)

j. PNP Training Service (PNP-TS)

k. PNP Retirement and Benefits Administration Service (PRBS)

2. National Operational Support Units (NOSUs)

a. Crime Laboratory (CL)

b. Highway Patrol Group (HPG)

c. Maritime Group (MG)

d. Police Security Protection Group (PSPG)

e. Intelligence Group (IG)

f. Special Action Force (SAF)

g. Criminal Investigation and Detection Group (CIDG)

h. Aviation Security Group (AVSEG)

i. Anti-Kidnapping Group (AKG)

j. Police Community Relations Group (PCRG)

k. Civil Security Group (CSG)

l. Anti-Cybercrime Group (ACG)

E. Field Units. The Field Units of the PNP are the frontline and operating

units/offices of the PNP which includes the PROs, NCRPO Police Districts, PPOs, MPS, CPOs, CPS, RPSBs, PPSCs, CPSBs, tactical units of SAF, MG and AVSEG,

and the numbered stations of NCRPO.

The Field Units have the following functions:

1. Provide command, control and supervision of PNP operations within

the area of jurisdiction;

2. Provide administrative, communications, and logistical support to

organic and attached elements; and

3. Discharge functions in support of the overall PNP mission.


The following are the major Field Units of the Philippine National Police:

17 Police Regional Offices (PROs)

NCRPO Camp Bagong Diwa, Bicutan, Taguig, Metro Manila

PRO 1 Camp BGen Oscar M. Florendo, San Fernando, La Union

PRO2 Camp Marcelo A. Adurru, Tuguegarao, Cagayan

PRO 3 Camp Julian Olivas, City of San Fernando, Pampanga

PRO 4A Camp Vicente Lim, Calamba, Laguna

PRO 4B Camp Efigenio C Navarro, Calapan City, Mindoro Oriental

PRO 5 Camp Gen Simeon A. Ola Legaspi City

PRO 6 Camp Martin Delgado, Iloilo City

PRO 7 Camp Sergio Osmeña, Cebu City

PRO 8 Camp Ruperto Kangleon, Palo, Leyte

PRO 9 Camp Col Romeo A Abendan, Zamboanga City

PRO 10 Camp 1Lt Vicente G Alagar, Cagayan de Oro City

PRO 11 Camp Quintin M Merecido, Davao City

PRO 12 Camp Col Amado M Dumlao Sr., Tambler, General Santos City

PRO 13 Camp Rafael C Rodriguez, Butuan City

PRO ARMM Camp BGen Salipada Pendatum, Maguindanao

PRO COR Camp Bado Dangwa, La Trinidad, Benguet 5 NCRPO Police Districts

Manila Police District (MPD) U.N Avenue, Ermita, Manila

Quezon City Police District (QCPD) Camp Gen Tomas Karingal, Quezon City

Eastern Police District (EPD) Pasig City

Southern Police District (SPD) Fort Andres Bonifacio, Taguig City

Northern Police District NPD) Tanigue Street, Kaunlaran Village, Dagat-dagatan, Caloocan City

80 Police Provincial Offices (PPOs)

131 City Police Offices (CPOs)

17 Regional Public Safety Battalions (RPSBs)

80 Provincial Public Safety Company (PPSCs)

131 City Public Safety Battalions (CPSBs)

1,507 Municipal Police Stations (MPS)

90 Component Police Stations (CPS)

37 NCRPO Numbered Police Stations (NPS)

Annex C

PNP Training System

PPSC

PNPA, NFSTI,

NPC, PNTI,

National Police Commission

(NAPOLCOM)

PNP

DHRDD

PNP TS

17 RSTUs

Department of the Interior and Local Government (DILG)

FNTI, JNTI

17 PROs

D-Staff,

NSUs

D : PNP OPIF LOGFRAME

APPENDIX D “PNP OPIF”

APPENDIX E“ PNP PATROL PLAN 2030

DH

RD

D-T

WG

PCSUPT RONILO V QUEBRAR

Deputy Director, DHRDD/ Chairman

PSSUPT AGUSTIN E SENOT

Chief, General Doctrine Development Division, DHRDD/

Vice Chairman

PSSUPT MANUEL CESAR PRIETO

Chief, Unit Training Program Development Division, DHRDD/ Member

PSSUPT JEROME S BAXINELA

Chief, Individual Training Program Development Division,

DHRDD/ Member

NUP Angelica G Ruetas

General Doctrine Development Division, DHRDD/

Researcher/Writer

NUP Ivy Anne B Robrigado

General Doctrine Development Division, DHRDD/ Researcher/Writer

NUP Mary Ann A Espiritu

General Doctrine Development Division, DHRDD/ Researcher

NUP Leilani R David


Researcher

SPO3 Susan F. Calendro

General Doctrine Development Division, DHRDD/ Encoder/Secretariat

PO1 Vic Bascar M Respicio


Technical Assistant

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