WEEK 1- 2

( CHAPTER 1)

INTRODUCTION

Learning Objectives:
At the end of the chapter, the student will be able to:
1. Discuss the origin of the word "police" and how it was
synonymously called law enforcement;
2. Explain the theories and concepts of police service; and
3. Describe the basic police functions and their activities.

Law enforcement is an activity of government agencies that act in an

organized manner to enforce the law by discovering, deterring,
rehabilitating, or punishing persons who violate the rules and norms
governing that society.

However, as society evolves, it is most frequently applied to those who

directly engage in crime prevention, crime control, and maintenance of
peace and order, typically carried out by the police or another law
enforcement organization with particular or specific legal mandates to
enforce the law.

Hence, law enforcement is usually called the police.

LAW ENFORCEMENT AGENCY

● The term Law Enforcement Agency is broader, that includes other agencies
under the executive branch of the government in charge with the execution or
enforcement of laws.

This chapter discusses the origin of the word police, its fundamental
theories, concepts of police service, police objectives, and basic functions.

A. ORIGIN AND DEFINITION OF THE WORD "POLICE"

The word "POLICE" has originated from the Greek word POLITEIA, which
means "a government of a city," the Romans borrowed the word modifying

Castillo, Rodolfo Jr. V. (2023) Law enforcement organization and administration. 2nd ed.
Quezon City : ChapterHouse
Publishing. [F 363.2 C35 2023]
it to POLITIA, adopting its meaning. It was used by the Middle-French word
PORICE, which means "public order assured by the State." Modern usage of
"police" as the "civil force responsible for maintaining public order and
enforcing the law" came only into recorded use in the English language in
1798 when the Marine Police was established to protect merchant shipping
on the River Thames in London.

POLICE- a body of armed men, which as an institution, can exercise its

duties by armed physical forces to preserve peace and order, detection of
crime, and the execution of laws.

THE MEANING OF THE TERM “POLICE”

● POLICE is the agency of a community or government that is responsible for

enforcing the law, maintaining public order, preventing and detecting crime.
● The term POLICE refers to the internal organization or regulation of the state,
the control and regulation of the community or state through the exercise of the
constitutional power of the government.
● In a narrower sense, POLICE denotes the constitutionally created agency that
exercises the power of the government concerning the maintenance of
tranquility, public order, peace, security of person and property and the
protection of public health and morale.
● In a very restricted sense, POLICE refers to that organization of armed men,
which is actually an institution that is capable of exercising legally mandated
duties to enforce the law, maintain public order, and detect and prevent crimes.

B. FUNDAMENTAL THEORIES OF POLICE SERVICE

1. The Continental Theory. In this theory, police officers are

considered servants of the higher authorities, and the people have
little or no share at all in their duties, nor any direct connection with
them. This theory prevails among continental countries like France,
Italy, and Spain, where governmental structure follows the
centralized pattern.

Castillo, Rodolfo Jr. V. (2023) Law enforcement organization and administration. 2nd ed.
Quezon City : ChapterHouse
Publishing. [F 363.2 C35 2023]
 2. The Home Rule Theory. Policemen are considered servants of the
Community, who depend on the effectiveness of their functions upon
the express wishes of the people. In this theory, policemen are civil
employees whose primary duty is to preserve public peace and
security. This is practiced in England and in the United States of
America, where the governmental structure is a decentralized
pattern.

C. CONCEPTS OF POLICE SERVICE

1. Old Concept. In this concept, the police are looked upon as merely
repressive machinery. This means that placing more people in jail
rather than keeping them out of jail. Punishment is the only
instrument of crime control, and the yardstick of police efficiency is
more on the arrest.

2. Modern Concept. This concept considers the police service as an

organ of crime prevention. Its activities include certain aspects of
social services and have for its objectives the welfare of the
individual and society. The yardstick of police efficiency is the
absence of crime.

D. POLICE OBJECTIVES
1. To make sure there is an order in the Community;
2. To protect the lives and limbs of every member of the Community;
3. To protect the properties of the citizenry; and
4. To render appropriate assistance to other government offices
concerned

WEEK 3
CONTINUATION

E. BASIC POLICE FUNCTIONS

Castillo, Rodolfo Jr. V. (2023) Law enforcement organization and administration. 2nd ed.
Quezon City : ChapterHouse
Publishing. [F 363.2 C35 2023]
 1. Crime Prevention. It is directed at the elimination or reduction of
the desire to commit a crime. Crime prevention must be coordinated
very closely with other agencies such as the criminal justice system
or other sectors of society.

2. Crime Control. Refers to the control or neutralization of criminal

activity. The key to crime control is proper enforcement of the
Revised Penal Code and Special Penal Laws governing criminal acts.

3. Regulations or Control of Non-Criminal Conduct. Done by

enforcing rules and regulations and ordinances all aimed at
achieving a desired uniform standard of activity among members of
society.

F. THREE (3) GENERAL CATEGORIES OF POLICE ACTIVITIES

1. Primary, Line, or Operation Police Functions. These refer to

activities such as patrol work, traffic control/management, criminal
investigation, and juvenile and vice control. Sometimes, intelligence
is classified as a line function. The accomplishment of these primary
tasks should achieve the police objectives.

2. Secondary, Auxiliary, or Service Functions. These take charge of

transportation, communication, property supply, records,
laboratory, jail or custody maintenance, and identification. These
tasks shall assist and effectively support the primary tasks in the
accomplishment of the police objectives.

3. Administrative or Managerial Functions. These include personnel,

intelligence, inspection, planning activities, budgeting, training, and
public relations. These tasks should assist and effectively support
the primary and secondary police task in attaining police objectives.

WEEK 4

CHAPTER 2
ORGANIZATION AND ADMINISTRATION CONCEPTS AND PRINCIPLES

Castillo, Rodolfo Jr. V. (2023) Law enforcement organization and administration. 2nd ed.
Quezon City : ChapterHouse
Publishing. [F 363.2 C35 2023]
Learning Objectives:
At the end of the chapter, the student will be able to:

1. State the fundamental concepts and principles of an organization;

2. Differentiate types of organizational structures;
3. Apply basic organizational principles on law enforcement or
police organization functions and activities;
4. Discuss basic police administration and management functions;
and
5. Distinguish law enforcement/police organizations from other
organizations.

Law enforcement or police organizations is a unique organization. Police

or law enforcement officers handle a wide range of roles and tasks. The
diversity of roles and tasks is shown by their service role of attending to
citizen's various complaints and the contrasting law enforcement role of
solving crimes. Although the police are typically evaluated on their
response to crime through the law enforcement role of investigation and
arrest, they are also expected to provide a wide range of services such as
assisting citizens and providing information. These service calls represent
a large part of a police officer's job.

Police officers have the authority to arrest and use deadly force when
necessary to enforce the criminal law. Citizens have given up the right to
resolve criminal conflicts forcefully and have delegated this right and the
resultant authority to the police and the criminal justice system.
In return, it is expected that the police apply this authority consistently
and fairly.

Police agencies, in many communities, are among the very few public
institutions expected to operate 24 hours a day, seven days a week, every
day of the year.
This chapter deals with the concept of organizations, types of police or
law enforcement organizational structures, and principles. The concept of
organizations, administration, management and how law enforcement
organizations differ from other organizations.

A. CONCEPT OF ORGANIZATION

Castillo, Rodolfo Jr. V. (2023) Law enforcement organization and administration. 2nd ed.
Quezon City : ChapterHouse
Publishing. [F 363.2 C35 2023]
A consciously coordinated social entity with a relatively identifiable
boundary that functions on a relatively continuous basis to achieve a
common goal or set of goals.

B. THE ORGANIZATIONAL CHART

A graphic view of the organization's general structure of work and work
relationships.

Uses of Organizational Chart:

1. To understand the command relationships;
2. To better understand roles and position in the organization; and
3. As training aid of the personnel.

C. ORGANIZATIONAL STRUCTURE
A mechanical method indicates the relationships between the various
workers, workgroups, and functions within an organization.

Types of Organizational Structures

1. Line/Military. It is the oldest, simplest, and clearest form of
organizational Structure. Authority flows from the top to the bottom
in a clear and unbroken line called "scalar chain," wherein all
operations and functions are included

2. Line and Staff. It refers to the addition of support functions to the

line. The line is supplemented by the staff, which gives advice and
assistance to the line in carrying out its objectives.

3. Functional. This modified line and staff structure

are modified by delegating management authority to personnel
outside the normal span of control.

4. Matrix. It is the process of assigning personnel from functional

areas such as patrol, detectives support services, etc., to specific
projects (task forces), crime-specific problems, and/or internal
security.

Castillo, Rodolfo Jr. V. (2023) Law enforcement organization and administration. 2nd ed.
Quezon City : ChapterHouse
Publishing. [F 363.2 C35 2023]
D. PRINCIPLES OF ORGANIZATION APPLICABLE TO LAW ENFORCEMENT
ORGANIZATION
1. Division of Work. According to some logical plan, it is an
apportioning of works or tasks among the various units or groups.

2. Delineation of Responsibility. It refers to the lines of authority, and

responsibility should be made as definite and direct as possible so
that responsibility may properly be fixed and duplication avoided.

3. Span of Control. It is the extent of direction, coordination, and

control over immediate subordinates. The span of control over
personnel or units shall not be more than what he can effectively
direct and coordinate.

4. Unity of Command. Each individual, unit, or situation shall be

under the immediate control of one and only one person.

5. Chain of Command. It refers to a line or chain of superiors from

top to bottom.

6. Delegation of Authority. It is the division of tasks of command

among the officers of the various units.

7. Integration and Coordination. It is the efforts of the different units

that must be coordinated and integrated to accomplish harmonious
progress towards the primary objectives of the office.

8. Command Responsibility. It means the commander is directly

responsible for any act or omission of his subordinates concerning
the performance of their official duties.

9. Principle of Hierarchy. It requires that a higher level supervises

each lower level in the organization.

E. POLICE ADMINISTRATION AND MANAGEMENT

Definitions

Castillo, Rodolfo Jr. V. (2023) Law enforcement organization and administration. 2nd ed.
Quezon City : ChapterHouse
Publishing. [F 363.2 C35 2023]
Police Administration. It refers to the police organization's direction or a
part of it. Thus, and the use of its resources in such a manner to carry out
its functions efficiently. It is the general managing and organizing that
occurs at the highest levels of an organization

Police Management. It is an act, art, or manner of administering,

controlling or conducting a police unit or organization. The second
component within the administration deals with the administrators, middle
managers, and supervisors' processes to give an organization direction
and influence people to work toward organizational goals.

Management consists of activities that are designed to induce

cooperation and facilitate work. Situational necessity often determines
what tools the managers will use and how they will use them.

Role of the Police Administrators (POSDCORB by Luther Gulick)

1. Planning. The process of combining all aspects of the public safety

activity and the realistic anticipation of future problems, the analysis
of strategy, and the correlation of strategy to detail. It is the process
of determining what is to be accomplished (goals) and how it is to be
accomplished.

2. Organizing. A process is done in structuring a workgroup into

components to establish workable channels of intra-group
communication in the performance of an assigned task or tasks. The
application of organizational principles in determining the
department's formal organizations, including chain of command, job
specialization, and how various units are coordinated. In other
words, organizing includes structuring and staffing, or placing
people in the department, and facilitates their working relationships
and goal attainment, determining what and how many units need to
exist, which must be carefully considered to be as efficient as
possible. It is the size of the department, bureau, division, section, or
unit that determines the importance of the organization.

3. Staffing. It refers to the bringing in and out of personnel, training,

and maintaining the staffin the favorable conditions of work. It also

Castillo, Rodolfo Jr. V. (2023) Law enforcement organization and administration. 2nd ed.
Quezon City : ChapterHouse
Publishing. [F 363.2 C35 2023]
 includes filling in the organization with the right people in the right
job. This personnel function focuses on recruitment, training,
placement, and police uniform and non-uniform personnel
promotion.

4. Directing. It refers to order, commanding, instructing; and

superintending the subordinates. This role provides direction to
employees in terms of policies and orders.

5. Coordinating. It refers to the Process of communicating and

harmonizing activities with other units, including in some cases,
agencies outside the police department, and also interrelating the
numerous component units within the organization to ensure goal
accomplishment.

6. Reporting. Keeping the superior informed of what is going on in

the organization includes keeping himself and his subordinates
informed through records, research, and inspections. It may be in
the form of verbal and written directives, records, and inspections.

7. Budgeting. It is the process of fiscal planning, accounting, and

control to ensure the department has the resources necessary to
pursue goals and objectives

Notes:
In the lower level of the police organizational hierarchy, such as in the
Sgt. Level functions are divided into three (3) Categories:LEADING,
DIRECTING, AND CONTROLLING.

Management Level Roles

Management roles in the law enforcement or police organization resemble
a military structure with the following management levels:

1. Administrators (Chief, Assistant Chief, Majors);

2. Commanders or mid level managers (captains, lieutenants); and
3. Supervisors (sergeants)

Castillo, Rodolfo Jr. V. (2023) Law enforcement organization and administration. 2nd ed.
Quezon City : ChapterHouse
Publishing. [F 363.2 C35 2023]
These roles, however, are changing; managers are no longer considered
taskmasters-concerned solely with work. It changes into two types: people
and task orientation; and mission and goal orientation.
Likewise, managers clarify tasks and guide the employees to function
effectively. The depth of involvement gives each a distinct orientation.

How Law Enforcement/ Police Organizations Differ From Other

Organizations
1. Police organizations differ from all other organizations because
only the police possess legitimate arrest power and authority within
our society. This responsibility results in police officers performing a
variety of tasks and meeting the need for services continuously.
2. Public organizations exist within a political environment.
3. It has no profit motive, and it is involved in providing services as
opposed to goods.
4. The existence of bureaucratic governmental rules and regulations
stymies creativity and flexibility.
5. It has limited, inflexible resources.
6. It must answer to its many and diverse citizens.
7. It is service-oriented and thus faces five virtually nonexistent
problems in the manufacturing sector, such as: provides an
intangible product; built-in flexibility for responding to differing
service needs; a higher degree of customer participation;
distinguished by timing; and is labor-intensive.
8. Requires a distinctive management style.

WEEK 5

CHAPTER 3

PRINCIPLES OF POLICE SUPERVISION

Learning Objectives:
At the end of the chapter, the student will be able to:
1. Explain the responsibilities of a police supervisor;
2. Differentiate types of police leadership and apply basic attributes
of a good police leader;
3. Distinguish two forms of police discipline;

Castillo, Rodolfo Jr. V. (2023) Law enforcement organization and administration. 2nd ed.
Quezon City : ChapterHouse
Publishing. [F 363.2 C35 2023]
 4. Classify the police (PNP) disciplinary machinery; and
5. Explain the process of building and maintaining police morale.

Police supervisors hold many obligations. They manage police staff,

coordinate training, and provide guidance and assistance to the people
they supervised when necessary. They also assign cases to staff members.

To get things done, the supervisor must exercise effective leadership to

his subordinates. Leadership in the law enforcement organization is the
most important part of its success. A leader should have the ability to
influence others to get things done. Effective leadership builds morale in
an organization, successfully prosecutes crime, defense from liability, and
improves an organization's level of trust and participation with the
communities it serves.

Police leadership and supervision is designed to help maximize leadership

with the officers being supervised, and Strengthen relationships with those
around.

LAW ENFORCEMENT ORGANIZATION AND ADMINISTRATION

On the other hand, part of police supervisors' and leaders' responsibilities

is to ensure that their subordinates do their tasks properly, appropriately,
and legally. Hence, they are bound to maintain well-disciplined men and
women under their watch. In case of violation, they are armed with the
disciplinary system to be used when needed.
This chapter navigates the role and responsibilities of a police supervisor,
police leadership and basic leadership styles, police discipline, the PNP
disciplinary system, and the building of police morale.

A. THE POLICE SUPERVISOR

Supervisor
In its generic sense, it refers to a person in charge of setting goals for
performance and deadlines in ways that comply with the organization's
plans and vision.
In its strict sense, it refers to a person in charge of organizing the
workflow. It ensures that subordinates understand their duties or

Castillo, Rodolfo Jr. V. (2023) Law enforcement organization and administration. 2nd ed.
Quezon City : ChapterHouse
Publishing. [F 363.2 C35 2023]
delegated tasks, monitors productivity, and provides feedback and
coaching.

Basic Responsibilities of the Police Supervisor

1. Direction
2. Creation of a suitable working climate
3. Employee development
4. Self-development

B. POLICE LEADERSHIP
An activity of influencing people to work harmoniously toward some goal
which they come to find desirable. Also, the ability to obtain from each
member of the force the highest quality of service he can render.
The process by which an individual can influence others to willing-y make
their best effort to achieve the organization's goals.

Leadership Styles

1. Autocratic - The superior assumes full responsibility for all actions

and seeks obedience from the group in the following order. He
determines all policies and considers
decision-making to be a one-man operation.

2. Democratic - The superior draws ideas and suggestions from his

group employing discussion and consultation; the staff is
encouraged to decide policy, methods, goals, etc.

3. Free-Rein - The superior is more or less an information booth. He

plays down his role in the group's activities; he mainly provides
materials and information, together with minimum control.

4. Laissez-faire - The leader interferes very little with workers.

Productivity and morale suffer, and unofficial leaders emerge to fill
the void.

Attributes of a Good Leader

1. They manage time effectively
2. They delegate matters that do not require their attention

Castillo, Rodolfo Jr. V. (2023) Law enforcement organization and administration. 2nd ed.
Quezon City : ChapterHouse
Publishing. [F 363.2 C35 2023]
 3. They are result-oriented
4. Know their strengths and the strengths of those who work for
them. More importantly, they build on these strengths.
5. They do not spread themselves too thin. They concentrate on few
areas in which outstanding results can be obtained.
6. They are effective decision-makers. They realize that decision-
making is a matter of following a proven system.

C. DISCIPLINE
Basic Concepts and Principles on Discipline

Discipline is derived from the root word "Disciple," meaning "follower or

student" Thus, discipline is a two-sided coin-positive and Negative
Discipline.

Forms of Positive Discipline

1. Formal training
2. On-the-job training
3. Corrective interviews
4. Counseling

Forms of Negative Discipline

1. Oral reprimand or warning
2. Written reprimand
3. Loss of assignment
4. Loss of accrued time
5. Suspension without pay
6. Suspension without pay followed by a probationary period
7. Fines
8. Demotion
9. Termination
10. Judicial action

The "Hot-Stove Rule" in Discipline

Propounded by Douglas McGregor, it suggests that in disciplining erring
subordinates, the disciplinary action should be immediate, with a warning,
consistent and impersonal.

Castillo, Rodolfo Jr. V. (2023) Law enforcement organization and administration. 2nd ed.
Quezon City : ChapterHouse
Publishing. [F 363.2 C35 2023]
Steps in the Application of "Hot-Stove Rule"
1. Immediate investigation of the offense must be done to determine
the facts
2. Previous warning
3. Consistency
4. Disciplinary action must be impersonal

The PNP Disciplinary System

Offenses Subjected to Police Administrative Disciplinary System
1. Citizen's Complaints- A formal charge initiated by a natural or
juridical person or his/its duly authorized representative or
guardian on account of an injury, damage, or disturbance sustained
due to irregular or illegal act or omission of a PNP member.

2. BreachofInternal Discipline- Any offense committed by a member

of the PNP involving minor offense and affecting order and discipline
within the police organization.

3. Summary Dismissal Cases- With notice and without notice.

Administrative Offenses Covered by the Disciplinary System

1. Neglect of duty or nonfeasance

2. Irregularities in the performance of duty or
misfeasance
3. Misconduct or malfeasance
4. Incompetence
5. Oppression
6. Dishonesty
7. Disloyalty to the government

Acts Constituting BREACH OF DISCIPLINE in the PNP:

1. Simple misconduct and negligence
2. Insubordination
3. Frequent absences or tardiness
4. Habitual drunkenness
5. Gambling prohibited by law

Summary Dismissal Cases

Castillo, Rodolfo Jr. V. (2023) Law enforcement organization and administration. 2nd ed.
Quezon City : ChapterHouse
Publishing. [F 363.2 C35 2023]
1. With Due Notice and Summary Hearing
1.1 When the charge is serious, and evidence of guilt is strong.
1.2 When the respondent police officer is a recidivist or has been
repeatedly charged, and there are reasonable grounds to believe
that he is guilty of the charges.
1.3 When the respondent police officer is guilty of a serious offense
involving conduct unbecoming of a police officer.

2. Immediate Dismissal- When, the PNP Officer, goes on the absence

without leave (AWOL) for a continuous period of thirty (30) days or more.

Disciplinary Authorities ON CITIZEN'S COMPLAINTS

1. Chief of Police- Offense is punishable by withholding privileges,

restriction to specified limits, suspension or forfeiture of salary, or
any combination thereof, for a period not exceeding fifteen (15) days.

2. Mayors of Cities or Municipalities- The offense is punishable by

the withholding of privileges, restriction to specified limits,
suspension or forfeiture of salary, or any combination thereof, for
not less than sixteen (16) days but not exceeding thirty (30) days.

3. People's Law Enforcement Board (PLEB)- Offense is punishable by

withholding privileges, restricting specified limits, suspension or
forfeiture of salary, or any combination thereof, for a period
exceeding thirty (30) days; demotion or by dismissal from the service.

Disciplinary Authorities on BREACH OF INTERNAL DISCIPLINE

1. Chiefs of Police or Equivalent Supervisors- The imposable penalty
is a warning; reprimand; restriction to specified limits; withholding of
privileges; forfeiture of salary or suspension; or any combination
thereof:

Provided, that in all cases, the total period shall not exceed fifteen
(15) days.

Castillo, Rodolfo Jr. V. (2023) Law enforcement organization and administration. 2nd ed.
Quezon City : ChapterHouse
Publishing. [F 363.2 C35 2023]
 2. Provincial Directors or Equivalent Supervisors- The imposable
penalty is warning or reprimand; restrictive custody; withholding of
privileges; forfeiture of salary or suspension; or any combination of
the foregoing:

Provided, that in all cases, the total period shall not exceed thirty (30)
days.

3. Regional Directors or Equivalent Supervisors- The offense(s) is

punishable by dismissal from the service, warning or reprimand;
restrictive custody; withholding of privileges; suspension or forfeiture
of salary; demotion; or any combination of the foregoing: Provided
that in all cases. The total period shall not exceed sixty (60) days.

4. Chief of the PNP- Offense(s) is punishable by dismissal from the

service, demotion, suspension, or forfeiture of salary, or any
combination thereof for a period not exceeding one hundred eighty
180) days. Restrictive custody during the pendency of a grave
administrative or criminal case against the erring police officer.

Disciplining Authorities on SUMMARY DISMISSAL CASES

1. National Police Commission
2. PNP Chief
3. PNP Regional Directors

Disciplinary Appellate Boards/Bodies

1. Regional Appellate Board (RAB) and National Appellate Board (NAB)
of the National Police Commission (NAPOLCOM)
2. Secretary of the Department of Interior and Local
Government (SDILG)
3. Civil Service Commission (CSC)

Regional Appellate Board (RAB)

Composition of the RAB
1. Senior Officer of the NAPOLCOM Regional Office-Chairperson
2. One (1) representative each from the PNP- Member (term of 3 years)
3. Regional Peace and Order Council- Member (term of
3 years)

Castillo, Rodolfo Jr. V. (2023) Law enforcement organization and administration. 2nd ed.
Quezon City : ChapterHouse
Publishing. [F 363.2 C35 2023]
Cases Appealable to the RAB:
1. Decisions of the PLEB where the penalty is DEMOTION OR
DISMISSAL from the service;
2. Decisions of the PNP Regional Director or equivalent supervisor,
where the penalty imposed is DEMOTION OR DISMISSAL from the
service;
3. Decisions of city and municipal Mayors in cases falling within their
respective jurisdictions; and
4. Disciplinary recommendations of the Regional IAS were not acted
upon by the PNP regional director or equivalent supervisor within
thirty (30) days from submission by the Regional IAS, where the
recommended penalty is DEMOTION OR DISMISSAL from the service.

Effect of the Failure of RAB to Decide on Appeal Cases within the

Reglementary Period of 60 Days

1. The decision of the disciplinary authority shall become final

without prejudice to the filing of an appeal by the party adversely
affected to the SILG;
2. The RAB concerned shall automatically make a written explanation
to the NAPOLCOM en Banc on its failure to do so; and
3. The NAPOLCOM en Banc shall order the conduct of investigation
against the RAB Chair and PNP representative concerned if it
appears from the explanation that evident neglect of duty was
committed.

National Appellate Board (NAB)

Composition of the NAB:
1. Vice-chairperson and Executive Officer- Chairperson
2. Four (4) Regular Commissioners

Cases Appealable to the NAB:

1. Decisions of the Chief, PNP where the penalty imposed is
DEMOTION OR DISMISSAL from the service;
2. Disciplinary recommendations of the Inspector General, IAS that
were not acted upon by the Chief, PNP within thirty (30) days from

Castillo, Rodolfo Jr. V. (2023) Law enforcement organization and administration. 2nd ed.
Quezon City : ChapterHouse
Publishing. [F 363.2 C35 2023]
 submission by the Inspector General, IAS where the recommended
penalty is DEMOTION OR DISMISSAL; and
3. The decision of the Inspector General affirming the Resolution of
the Regional IAS, dismissing the complaint about lack of probable
cause.

Cases Appealable to Secretary to the SILG:

Decisions of the NAB and the RAB
Cases Appealable to the CSC:
1. Decisions of the SILG in the exercise of its appellate jurisdiction
2. Decisions of the NAPOLCOM en banc as summary dismissal
authority
Preventive Suspension
When: Upon motion of the complainant, at any time after a case is
formally filed but before the presentation of the complainant's
evidence is terminated.
Period: not exceeding ninety (90) days

Grounds/Circumstances:
1. Preventive Suspension by the Disciplinary Authority
1.1 The charge is grave, and the evidence of guilt is strong; or
1.2 Evidence shows that the respondent exerts efforts to harass,
intimidate, coerce, or unduly influence the complainant or his/her
witnesses into withdrawing his complaint or retracting his sworn
statement or that of his witnesses against the respondent, or
tampering with the evidence.
2. Preventive Suspension Upon Request by the PLEB
2.1 The respondent refuses to heed the PLEB's summons or
subpoena.
2.2 The PNP personnel has been charged with offenses involving
bodily harm or grave threats.
2.3 The respondent is in a position to tamper with the evidence.
2.4 The respondent is in a position to unduly influence the witnesses

D. ORDER GIVING
Classification of Orders

1. Command or direct orders

Castillo, Rodolfo Jr. V. (2023) Law enforcement organization and administration. 2nd ed.
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Publishing. [F 363.2 C35 2023]
 2. Request orders
3. Implied orders
4. Call for volunteers

E. PNP Complaints and Grievance System

Complaint. A verbal or written expression of the feeling of dissatisfaction
with some aspects of personnel working conditions, relationships of status
which are beyond the capacity of the PNP members to change or control
unilaterally. Grievance. In the first instance and the
employee's/subordinates opinion, a complaint in writing has been ignored,
overridden, or dropped without consideration. Grievance Procedure. The
method of determining and finding the best way to remedy the specific
cause or causes of a complaint or grievance and the system to ensure the
adjudication of such.
Four-Step Approach in Handling Grievances
1. Receive the grievance properly
2. Gather the necessary facts
3. Make a decision, and implement it
4. Take follow-up action

Complaints and Grievance Policy (NAPOLCOM MC No. 93-021)

PNP uniformed personnel shall have the right to present complaints
and/or grievances to the management and have them settled as
expeditiously as possible in the best interest of the employee concerned,
the PNP organization, and the government as a whole. Towards this end,
the PNP management shall ensure the fair, speedy and equitable
settlement of employee complaints and/or grievances according to
approved rules and procedures.
Scope of Complaints and Grievance Machinery

PNP Complaints and Grievance Machinery cover grievances on uniformed

PNP Personnel against:
1. Peers
2. Supervisors and subordinates of parallel units
3. Rules/Circulars and implementation

Matters/ Issues Covered by Complaints and Grievance Machinery

1. Implementation of policies, practices, and procedures

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 2. Exercise of discretion
3. Favoritism or improper placements or assignments or transfers
4. Conferment/giving of recommendations and awards, promotions,
and salary increases
5. Working conditions
6. Tools and equipment
7. Any other similar and significant matters that may cause
employee/subordinate
8. Dissatisfaction

F. BUILDING AND MAINTAINING POLICE OFFICER'S MORALE

Morale. A state of mind which reflects the degree to which a member of an
organization has confidence in the organization and the other members
of his workgroup. Also, a reflection of the degree to which an employee
believes in its objectives and desires to accomplish them.
Factors that Affect Morale
1. Quality of Leadership
2. Salary levels and other remuneration received by employees,
including fringe benefits
3. Levels of discipline in the organization
4. Quality of supervision received
5. Opportunity for individual growth and promotion
6. Working Condition in general

Criteria in Measuring Morale

1. Quality and quantity of work performed
2. Absentee rates
3. The volume of negative disciplinary actions
4. - Number of grievances reported
5. Group cohesiveness
6. The general appearance of personnel
7. Accident rates
8. Attitudes toward the leadership and goals of the group

Strategies in Building Morale

1. Administer discipline fairly and impartially.
2. Praise employees in public, and criticize them in private.
3. Always recognize good performance.

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 4. Provide employees with an opportunity for individual growth.
5. When possible, explain the reasons for departmental policies and
procedures.
6. Distribute work fairly and equitably.

WEEK 6

CHAPTER 4
EVOLUTION OF THE POLICING SYSTEM AND LAW ENFORCEMENT
Learning Objectives:
At the end of the chapter, the student will be able to:
1. Recall the various historical accounts in the development of law
enforcement or policing system;
2. Describe the characteristics of a modern police system introduced
by Sir Robert Peel;
3. Discuss the historical background of the Philippine law
enforcement system up to the birth or creation of the Philippine
National Police; and
4. Explain how and in what aspects the European and American
policing system influenced the Philippine law enforcement
administration, organization, and management.

Historically, law enforcement and policing system have progressed

through a series of eras. Practices from the primitive period have
evolved into the modern law enforcement system that we have today.

This chapter narrates the evolution of the law enforcement system, which
will start from the Law of Retaliation (Lex Talionis) during the primitive
time, the creation of the London Metropolitan Police in 1829, which
considered by many law enforcement scholars as to the beginning of the
police modernization and the formal policing in the United States of
America.

Like its counterparts in Europe and America, the Philippines Is replete with
historical events that formed the law enforcement organization system
that it has today. Historical accounts started from the Barangay Period up
to the birth of the Philippine National Police, which this author was given
much emphasis on because of its nature as a premier law enforcement

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agency in the country whose functions covered almost all aspects of
human activities.

A. THE LEX TALIONIS (Law of Retaliation)

Justice is typically an individual matter in which punishment is usually
based on the simple notion of an "eye for an eye."

B. THE CODE OF HAMMURABI [2200 BC]

Originated in the kingdom of Babylon in Mesopotamia [the geographic
area that is now IRAQ]. Individuals are responsible for ensuring that the
law is followed. However, they are not permitted to impose their
punishment.

C. NILE RIVER POLICE IN EGYPT [1340 BC]

Soldiers and temple officials were responsible for enforcing the law.
Enforcement officers of the aristocracy were simple servants of the
Pharaoh and other members of the ruling elite, concerned only with
protecting the property of the wealthy.

D. THE PRAETORIAN GUARD AND URBAN COHORT [510 BC]

They were the military police assigned to protect the emperor's palace in
patrolling the city of Rome.

WEEK 7 CONTINUATION

E. ROMAN SYSTEM OF VIGILES [27 BC]

Roman Emperor Augustus established it shortly before the birth of Christ.
Its members were drawn from the general citizenry of Rome; originally
intended to serve as firefighters, but soon took on the role of law
enforcers. Possessed powers to keep the peace and investigate crime.
watch over the general public.
Patrolled the streets of Rome, dressed in ordinary clothes, keeping a

Notes:
Because of Vegiles's ruthlessness and handing down a severe
punishment, they were despised by the people and regarded by many as
state-sponsored spies and informants. This system came to an end upon

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the fall of the Roman Empire, and the word "VIGILANTE"- a person who
takes the law into his hands- finds its origin in this early form of
Community policing.

F. LAW ENFORCEMENT IN ENGLAND BASED ON TRADITIONAL NOTIONS

OF INDIVIDUAL JUSTICE AND PUNISHMENT [400-800]
When the Roman Empire fell, and the occupation of Britain ended, each
Community adhered to its own rules and punishments, leaving law
enforcement in the hands of the individual. Victims and their families
remained responsible for pursuing and punishing perpetrators within
their communities. Administration of justice and punishment was
inconsistent, and there was no organized system of policing. Punishment
was typically severe. In cases where the truth of the accusation is disputed,
the accused can prove his innocence by predetermined trial by ordeal.

G. SYSTEM OF SHIRES, HUNDREDS, AND TITHES ESTABLISHED BY

ALFRED THE GREAT (899)
England was divided into regions known as Shires, consist of geographic
units known as "Hundreds." Each of the Hundreds is composed of ten
Tithings consist of ten families. Every citizen is tied to a particular tithe
and is jointly responsible with all other members of his group to pay taxes
and maintain order. Shire Reeves are the leaders of the shires tasked to
ensure that law and order are maintained throughout the region, with the
assistance of locally elected Constables.

H. STATUTE OF WINCHESTER THAT ESTABLISHED THE WATCH-AND-

WARD SYSTEM IN ENGLAND (1285)
It formalizes the tithing system that increased the power of the constables
and made them responsible for organizing local watchers.
All men between 15-60 were required to bear arms in defense of the crown
and the King's peace and assist their local constable in pursuing the
offender. Failure to heed the constable's call for help known as the HUE
AND CRY- is a punishable offense, and anyone who did not help
apprehend criminals risked being tried with them as associates.

I. JUSTICES OF THE PEACE FIRST APPOINTED BY THE KING OF ENGLAND

[1326]

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Act as judges and preside over local trials; Typically, country gentlemen
and members of the aristocracy. Justices are central to the administration
of justice throughout the shires and, like the constables, are also
entrusted with the task of keeping the King's peace.

J. FORMATION OF THE BOW STREET RUNNERS IN LONDON [1748]

London magistrate, Henry Fielding, was established to apprehend
criminals and recover stolen goods within London. Paid in part out of city
funds, they also had the duty to solve crimes. Hence, essentially the first
paid detectives. BS impressed the people because of its effectiveness and
reputation of being incorruptible and determined.

WEEK 8

K. CREATION OF THE LONDON METROPOLITAN POLICE 1829

In 1829, Sir Robert Peel introduced the Metropolitan Police Act, which the
Parliament of England passed. This is a milestone of England's police
force. For his contribution to the modernization of the police force, Sir
Robert Peel was regarded as the Father of the Modern Policing System.

Sir Robert Peel's Principles of Policing (1829)

1. The police must be stable, efficient, and organized along military

lines.
2. The police must be under government control.
3. The absence of crime will best prove the efficiency of the police.
4. The distribution of crime news is essential.
5. The deployment of police strength both by time and area is
essential.
6. No quality is more indispensable to a policeman than a perfect
command of temper; a quiet, determined
manner has more effect than violent action.
7. Good appearance commands respect.
8. The securing and training of proper persons is at the root of
efficiency.
9. Public security demands that every police be given a number.

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 10. Police headquarters should be centrally located and easily
accessible to the people.
11. Policemen should be hired on a probationary basis.
12. Police records are necessary for the correct distribution of police
strength.

L. FORMAL POLICING IN THE UNITED STATES

1. The Sheriff
They were originally appointed, which became an elected position.
The sheriff is mandated to enforce the law, apprehend criminals,
service warrant and subpoenas, and maintaining local jails. Later on,
its functions are expanded, including a collection of taxes and
monitoring of cattle branding.

2. The Watch Systems

Consisting of volunteer citizens, it is based on the concept of
community responsibility. Local law enforcement officers required
community members to undertake patrols of their neighborhood
under the guidance of local marshalls or constables. Their powers
were limited only to arrest and holding individuals suspected of
wrongdoing.

3. The Vigilante Committee

Composed of area residents wishing to fight crime actively would
take on all law enforcement duties, from pursuing offenders to trying
them to punishing them.
Individual landholders often employed these vigilantes to protect
them, and in many cases, the threat of violence was the only effective
deterrent to potential offenders.

4. Slave Patrols and the Jim Crow Laws

Considered the precursor to modern police forces in the US, it
emerged in the South out of fear of possible slave insurrection. Slave
patrols enforced slave codes prohibiting such things as literacy,
commerce, and the possession of weapons.

M. THE ERAS OF AMERICAN POLICING (G.L. Kelling and M.H. Moore

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 1. The Political Era [1840-1930]
In this period, authority in policing derived primarily from politicians.
The primary police function is to respond to citizens and politicians
and satisfy their needs. The organization is a decentralized and
intimate relationship with the Community because of much foot
patrol use. A significant amount of corruption, however, is notable.

Notes:
In this era, Wickersham Commission was created to undertake the
large-scale study of the US criminal justice system leading to
significant policy reforms. Moreover, the first documented
policewoman, ALICE STEBBINS WELLS was appointed in the Los
Angeles Police Department in 1910.

2. The Reform Era 1930-1980

After the release of the Wickersham Commission, police service was
reformed, and the authority is now derived from the law. The primary
police function is crime control, and the organization becomes
centralized and efficient. There is a professional but remote
relationship with the Community. The use of motorized patrol
becomes popular, and emergency calls become rapid, but police
relationship is poor.

Notes:
Although many individuals have had a significant influence on policing
throughout the century, three, in particular, were at the forefront of
police change in that era: AUGUST VOLLMER,
"The Father of Police Professionalism," who battled corruption through
improved recruitment, selection, and training standards; OW WILSON, a
protégé of Vollmer, he is the author of the books on police management
described by many as "The Bible of Policing for Decades"; EDGAR
HOOVER, whose name is synonymous with FBI; he is a firm believer in the
need for professional law enforcement agencies. Hoover is largely
responsible for establishing the FBI Academy and FBI Crime laboratory

3. The Community Era [1980-present]

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 In the Community policing era, Authority is derived from both law
and the Community. The primary function of the police is community
service and control. The organization is decentralized with special
units, and the police relationship with the Community becomes
intimate. The use of problem-oriented policing, foot patrol, and
public relations improved citizen's quality of life but reliance on the
officer as a social worker.

N. HISTORICAL BACKGROUND OF THE PHILIPPINE POLICE SYSTEM

THE LOCAL POLICE

1. The Barangay Period

Before Spanish colonization, the Philippines Was divided into political
units called the Barangay. Each barangay was headed or ruled by a Datu
whose responsibility, aside from exercising all the powers - executive,
legislative and judicial was to maintain peace and order within his
jurisdiction. The Datu designated from among his warriors a chief warrior
who, together with some subordinates, were charged with enforcing the
decrees, customs, traditions, and practices. and usages. The chief warrior
was then, in effect, the chief of police.

2. Spanish Regime
Police functions during the Spanish Regime consist mainly of the following:
(a) the suppression of brigandage by patrolling unpacified areas; (b) the
detection of local or petty uprisings by spying upon the work and
movements of the people; and (c) the enforcement of tax collection
including church revenues.

a) Carabineros de Seguridad Publica (1712). They were organized to

carry out the regulations of the Department of State. It became
police-like when reorganized and named Cuerpo de Seguridad
Publica [Corps of Carabineros for Public Security]. Its specific duties
were watching and guarding the custom houses, rivers, seacoasts,
tobacco warehouses, and the prevention of entry of contraband. It
developed into a more special kind of police for land and sea.

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 b) The Cuadrilleros (1836). Consist of the required Propocent ab
eboted mate babitants of each three years. The duties were
maintaining peace and order in the towns, patrolling, guarding the
tribunal and prison cells, and other odd duties. Each member of the
organization in each town was formed into the company and
administered like a military unit, having officers of different ranks
and enlisted men of different grades.
The Guardia Civil 1852. Functions include checking highway robbery
to a certain extent, apprehension of political offenders, and
detecting the church's enemies.

3. The Revolutionary Government Period

When the Filipinos revolted against Spanish rule, the Insurrectos emerged
to exercise police authority over the areas within their jurisdiction. With
their de facto government, they imposed taxation, military conscription
generals. and were responsible for the peace and order situation in

4. The American Military Occupation

General Order No. 43 on August 8, 1899, vesting in the
"Lieutenant of Police the powers to arrest or order the arrest of persons
violating city ordinances, disturbing the peace or accused of a crime." The
Lieutenant of the Police is the equivalent of our police station
commanders at present. The local police were organized for pacification
duties and as an adjunct to the military.

On July 18, 1901, Act No. 175, entitled. "An Act Providing for the Organization
and Government of Insular Constabulary and Inspection of the Municipal
Police" was promulgated; the local police force continue to exist, under the
"inspection" power of the Insular Constabulary

WEEK 9 CONTINUATION

THE PHILIPPINE CONSTABULARY

The Philippine Constabulary was formally inaugurated with Lt. in
December 1917.

THE NATIONAL POLICE COMMISSION

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Organized on September 12, 1966, by virtue of Republic Act No. 4864, which
was approved on September 8, 1966. The act created the POLCOM as an
advisory body to the President on all matters affecting local police
administration.

Its purposes are to promote a higher degree of efficiency in the

organization, administration, and operation of local police agencies with
the end view that peace and order may be maintained more effectively
and the laws enforced with more impartiality, and place the local police
service on a professional level.

THE INTEGRATION OF THE PHILIPPINE CONSTABULARY AND LOCAL

POLICE
Sec 12, Article XV of the 1973 Constitution provided that "The State shall
establish and maintain an integrated national police force whose
organization and operation shall be provided by law." This Constitutional
mandate has been implemented by various Presidential Decrees and
letters of Instruction.
Presidential Decree Nos. 421, 482, 531, and 641 have integrated
municipal/city police and fire departments and jails into law enforcement
units known as Metropolitan Police Force in the Greater Manila Area and
provincial integrated police forces in the provinces. These integrated
police forces have been placed under the operational and administrative
control of the Philippine Constabulary.
All these Presidential Decrees culminated in Presidential Decree No. 765 on
August 8, 1975, establishing and constituting the Integrated National
Police with the Philippine Constabulary as the nucleus and the local police
forces, and city and municipal fire departments as components.
On August 26, 1977, PD 1184- otherwise known as "INP Personnel
Professionalization Law of 1977" was enacted, paving the way of giving the
specific role of women in the police organization, such as handling of
youth or juvenile control units, custodial service as jail matrons, training
and administrative duties, and other police operations where their
services are necessary or more effective like handling the investigation,
search and arrest of female youth offenders.

THE BIRTH OF THE PHILIPPINE NATIONAL POLICE

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After the EDSA Revolution that ousted President Ferdinand E. Marcos, the
1987 Constitution was made, giving birth to the new government. Section 6,
Article XVI of this fundamental law provides that, "The state shall establish
and maintain one police force, which shall be national in scope and
civilian in character to be administered and controlled by a National
Police Commission, the authority of Local Executives over the police units
in their jurisdiction shall be provided by law." In compliance with the
constitutional mandate, Congress enacted Republic Act 6975, creating the
Philippine National Police under the reorganized Department of Interior
and Local Government (DILG). It was known as the Department of the
Interior and Local Government Act of 1990, signed by Pres. Corazon Aquino
on December 13, 1990, and took effect on January 1, 1991, the PNP came into
being as a bureau under the DILG. This was challenged before the
Supreme Court for unconstitutional in Carpio vs. Executive Secretary G.R.
96-409, 02-14-92. It was contended that the law emasculated the
NAPOLCOM by limiting its power to administrative control over the PNP.
Thus control remained with the DILG under whom both the NAPOLCOM
and PNP were placed.
The Supreme Court ruled, however, that the circumstance that the
NAPOLCOM and the PNP are placed under the reorganized DILG is merely
an administrative realignment that would bolster a system of coordination
and cooperation among the citizenry, local executives and the integrated
law enforcement agencies, and public safety agencies created under RA
6975. Such organizational setup does not detract from the mandate of the
Constitution that the national police force shall be administered and
controlled by the NAPOLCOM. Thus, emasculation by the DILG of the
NAPOLCOM does not exist.

WEEK 10

CHAPTER 5
THE CREATION OF PHILIPPINE NATIONAL POLICE

Learning Objectives:
At the end of the chapter, the student will be able to:
Recite the legal basis of the establishment of the Philippine
National Police;

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 1. Explain the relationship of the NAPOLCOM, DILG, and the Local
Chief Executive in the administration of the Philippine National
Police.
2. Illustrate the organizational structure of the Philippine National
Police;
3. Integrate the functional relationship of the various offices of the
Philippine National Police in achieving its missions.

The Philippine National Police was established based on the State's policy
to promote peace and order, ensure public safety and furthers trengthen
local government capability aimed towards the effective
delivery of the basic services to the citizenry through the establishment of
a highly efficient and competent police force that is national in scope and
civilian in character. A police force that is organized, trained and
equipped primarily for the performance of police functions. Its national in
scope and civilian in character is paramount.

This chapter presents basic Constitutional provisions related to

establishing the Philippine National Police and other laws related to its
operation. Component offices from the command groups, the directorial
staff, national operational and administrative support units, and the main
operating units from regional, provincial, or city police offices down to
municipal or city police stations are likewise presented.

A. CONSTITUTIONAL PROVISION RELATED TO THE CREATION OF THE

PHILIPPINE NATIONAL POLICE "The state shall establish and
maintain one police force, which shall be national in scope and
civilian in character to be administered and controlled by a National
Police Commission, the authority of Local Executives over the police
units in their jurisdiction shall be provided by law." (Section 6,
ArticleXVI)

A. The PNP Under the Reorganized Department of Interior and Local

Government (DILG) By virtue of R.A. No. 6975, otherwise known as the
Department of the Interior and Local Government Act of 1990, signed by
Pres. Corazon Aquino on December 13. 1990 and took effect on January 1,
1991.the PNP came into being as a bureau under the DILG.

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Note:
Some provisions of RA 6975 pertinent to the PNP were
amended by:
1.RA 8551- PNP Reform and Reorganization Act of
1998, dated FEBRUARY 25, 1998

2.RA 9708- An Act Extending for Five (5) Years

the Reglementary Period for Complying with
the Minimum Educational Qualification for
Appointment to the PNP and Adjusting the
Promotion System, dated AUGUST 12, 2009.

3. R.A. 10973- An Act Granting the Chief PNP, Director

ofthe CIDG, and Deputy Director for Administration
of the CIDG the Power to Administer oath and Issue
Subpoena and Subpoena Duces Tecum in Relation to
its Investigation, dated March 1, 2018

4.R.A." 11200, AN ACT PROVIDING FOR THE RANK

CLASSIFICATION IN THE PHILIPPINE NATIONAL
POLICE, AMENDING FOR THE PURPOSE SECTION
28 OF R.A. 6975, AS AMENDED, OTHERWISE
KNOWN AS THE DEPARTMENT OF INTERIOR
AND LOCAL GOVERNMENt ACt OF 1990, dated
FEBRUARY 8, 2019.

5. R.A. 11279, AN ACT TRANSFERRING THE PNPA

AND THE NPTI frOM THE PPSC TO tHe PNp,
AMENDING FOR THE PURPOSE SECTIONS 24,
35, 66, 67 AND 68 OF R.A. 6975, OTHERWISE
KNOWN AS THE DILG ACT OF 1990, AS AMENDED,
APPROPRIATING FUNDS THEREFOR AND FOR
OTHER PURPOSES, dated APRIL 12, 2019.

WEEK 11 CONTINUATION

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The National Police Commission (NAPOLCOM)
1. Relationship with the Department of Interior and Local
2. Composition: Chairperson, four (4) regular commissioners and the
PNP chief as Ex Officio member.
3. Total: Five (5) Commissioners and a Chairperson
4. Appointing Authority: The President appoints all with the Secretary
of the DILG as Ex officio Chairperson.
5. Power: It exercises administrative control and operational
supervision over the PNP.
6. Term of office: 6 years without reappointment or extension:
7. Offices: National, Regional and Provincial

The Philippine National Police [PNP]

The Philippine National Police (PNP) is a community and service-oriented
agency responsible for maintaining peace and order and public safety. It
is organized to ensure accountability and uprightness in police exercise of
discretion and achieve efficiency and effectiveness of its members and
units in the performance of their functions.

Initial Composition
1. Former INP members
2. Commissioned officers and enlisted personnel of the PC
3. Members of the Inspection, Investigation, and Intelligence Branch of
NAPOLCOM (I.I.I.B.)
4. Civilian operatives of the CIS

Offices/Functions Absorbed
1. National Action Committee on Anti-Hijacking Security (NACAH),
former under the DND
2. All the functions of the Philippine Air Force Security Command
(PAFSECOM)
3. Police functions of the Philippine Coast Guard (PCG)

Organizational Structure, Position Title, Functions, and Rank

1. THE COMMAND GROUP: Vested with the power to command and
direct the PNP.

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 Position Title Rank

Chief of the PNP Police General

Deputy Chief of the PNP for Lieutenant General

Administration

Deputy Chiefof the PNP for Lieutenant General

Operation

2. THE CHIEF OF THE DIRECTORIAL STAFF: Serves as the Chief

operations officer of the PNP that coordinates, supervises, and
directs the Directorial Staff and the PNP units in the performance of
their respective functions.
3. THE INTERNAL AFFAIRS SERVICE (IAS): Assists the Chief PNP in
ensuring operational readiness and investigates infractions of the
regulations committed by members of the PNP.
4. THE HUMAN RIGHTS AFFAIRS OFFICE (HRAO): Serves as manager of
the facility that supervises the implementation of the guidelines and
policies on human rights laws.
5. THE CENTER FOR POLICE-STRATEGY MANAGEMENT (CPSM):
Serves as the central facility of the PNP coordinating and
all strategy management processes sustaining the strategy
execution and management. and instilling in the organization a
culture of strategic focus.

6. THE DIRECTORIAL STAFFS: Composed of sixteen (16) Directorates

which has its own defined specialization:

6.1 Directorate for Personnel and Records Management

(DPRM): Optimizes personnel resources from uniformed
and non-uniformed personnel.

6.2 The Directorate for Intelligence (DI):

Manages the gathering/collating of intelligence objectives
through effective management of all intelligence and
counterintelligence activities of the PNP and serves as the
linkage of all foreigners with official transactions

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 6.3. The Directorate for Operations (DO): Exercises
command, control, direction, coordination, and
supervision of all activities of the PNP operations,
including the deployment and employment of personnel The
Directorate for Logistics (DL): Administers
and manages material resources needed for the PNP
operations.

6.4 The Directorate for Logistics (DL): Administers

and manages material resources needed for the PNP
operations.

6.5 Directorate for Plans (DPL): Plans and programs strategic

PNP operations. It also represents the PNP in the Inter- agency and
international affairs on peace and order.

6.6 The Directorate for Comptrollership (DC): Administers and

manages PNP's fiscal financial resources.

6.7 The Directorate for Police Community Relations

(DPCR): formulates and implements community-related
activities, programs, and projects and supervises the PNP
Salaam Police Center.

6.8 The Directorate for Investigation

Management (DIDM): Coordinates,
supervises all investigation activities.
and Detective
controls, and

6.9 The Directorates for Human Resource and Doctrine

Development (DHRDD): Formulates human resources
and doctrine development policies.

6.10 The Directorate for Research and Development (DRD):

Engages in research and development and tests and
evaluates self-reliant projects.

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 6.11 The Directorate for Information and Communication
Technology Management (DICTM): Integrates and
standardizes all PNP information systems and resources
to improve frontline services further.

6.12 The Directorates for Integrated Police Operations

[(DIPO's) in Eastern Mindanao; Western
Mindanao; Visayas; Southern and Northern Luzon]: Direct and
supervise the conduct of integrated anti-criminality,
internal security, counterterrorism operations, promote
inter-operability with the AFP, and provide a system to
promote regional socio-economic development.

7. PNP NATIONAL SUPPORT UNITS

National Administrative Support Units (NASU)

7.1 Logistics Support Service [LSS]:

support services to all PNP units. Provides logistical

7.2 Information Technology Management Service [ITMS]:

Provides information technology services to all PNP
units.

7.3 Finance Service [FS]: Responsible for PNP funds

disbursement and performs other fiscal functions

7.4 Health Service [HS]: Provides medical and dental services

to PNP personnel and their dependents.

7.5 Communication and Electronic Service [CES]: Provides

communication electronic services and support to all
PNP units.

7.6 Chaplain Service [CHS]: Provides spiritual and other

counseling services for PNP personnel and their
dependents.

7:7 Legal Service [LS]: serves as the legal arm of the PNP

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 7.8 Headquarters administrative headquarters
Support Service [HSS]: and technical support to
Provides National

7.9 Engineering Service [ES]: Implements PNP engineering

programs, land utilization, and housing activities

7.10 Training Service [TS]: Conduct training courses geared

towards skills enhancement, intellectual advancement.
and moral transformation of PNP personnel.

7.11 PNP Retirement and Benefits Administration Service

[PRBS]: Administers the retirement, separation, and
death benefits of PNP personnel.
7.1.1 National Operational Support Units ( NOSUs)

7.12 Maritime Group [MG]: Performs police and law

enforcement functions over Philippine territorial
waters, lakes, rivers along coastal areas to include ports
and harbors, and tiny islands for the security and the
sustainable development of the maritime environment.

7.13 Intelligence Group [IG]: Serves as the intelligence and

counterintelligence operating unit of the PNP

7.14 Police Security and Protection Group [PSPG]: Provides

security to vital government installations, government
officials, visiting dignitaries, and private individuals
authorized to be given protection.

7.15 Criminal Investigation and Detection Group [CIDG]:

Monitors, investigates, prosecutes all crimes involving
economic sabotage and other crimes of such magnitude
and the extent to indicate their commission by
highly placed or professional criminal syndicates and
organizations. It also conducts organized crime control
on all major cases involving violations of the Revised

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 Penal Code, Special Penal Laws assigned to them,
atrocities committed by the subversive elements.

7.16 Special Action Forcė [SAF]: serves as the PNP's. main

mobile strike force or a reaction unit to augment
regional, provincial, municipal, and city police force for civil
disturbance control, internal security operations,
hostage-rescue operations, search and rescue in times of natural
calamities, disasters, and national emergencies
and other special police operations. To enhance its
operations, The PNP Air Unit is placed under the
supervision of the SAF,

7.17 Aviation Security Group [AVSEGROUP]: Provides

security to all airports throughout the country.

7.18 Highway Patrol Group [HPG]: Enforces traffic laws

and regulations, promote safety along the highways,
enhances traffic safety consciousness through inter
agency cooperation concerning police traffic safety
engineering, traffîic. safety education, and traffic law
enforcement functions, and develops reforms in the
crime prevention aspect against all forms of lawlessness
committed along national highway involving the use
motor vehicles.

7.19 Police Community Relation Group [PCRG]: Undertakes

and orchestrates police-community relations programs
and activities in partnership with concerned government
agencies, the community, and volunteer organizations to
prevent crime and attain a safe and peaceful environment.

7.20 Civil Security Group [CSG]: Regulates business

operations and activities of all organized private
detectives, watchmen, security guards/ agencies, and
company guard forces and supervises the licensing and
registration of firearms and explosives

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 7.21 Crime Laboratory [CL]: Provides scientific and technical
investigative aid and support to the PNP and other
investigative agencies. It also conducts crime laboratory
examination, evaluation, and identification of physical
evidence gathered at the crime scene, emphasizing
medical, biological, and physical evidence

7.22 PNP Anti-Kidnapping Group [PNP-AKG]: Serves as the

primary unit of the PNP in addressing kidnapping cases
and in handling hostage situations.

7.23 PNP Anti-Cybercrime Group [PNP-ACG]: Enforce

pertinent laws on cybercrimes and advocate anti-
cybercrime campaigns of the PNP.

THE MAIN OPERATING UNITS

8.1 National Capital Region Police Office
8.1.1 Regional Public Safety Mngt. Battalion [RPSMB
District Police Offices]

8.1.2 Police Stations

8.1.3 Substations
8.2 Police Regional Offices [PROs]
8.2.1 Regional Public Safety Mngt. Battalion (RPSMB)
8.2.2 Police Provincial Offices [PPOs]|

8.2.2.3
8.2.2.1 Provincial Public Safety Mngt. Coy (PPSMC)
8.2.2.2 Municipal/Component City Police Station
8.2.2.3 Precincts

8.2.3 City Police Offices [(in a highly urbanized

and independent city) CPOs]
8.2.3.1 City Public Safety Mngt. Coy
8.2.3.1 CPO Police Stations

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B. Classification of CPS and MPS
1. Components Cities
1.1 Type "A" for cities with a population ranging from 100,000 and
above

1.2Type "B" for cities with a population ranging from 75 000 to

less than 100,000

1.3 Type "C" for cities with less 75.000 population

2. Municipalities

2.1 Type "A" for those with a population ranging

75,000 or more

2.2 Type "B" for those population ranging from

30,000 to less than 75,000

2.3 Type "C" for those population less than 30,000

3. Manning Level in the PNP:

3.1 Minimum- 1:1000
3.2 Average-1:500
Key Positions: Refer to positions of significant responsibility for a
command, office, or unit.

Key Positions in the PNP

1. Chief, Philippine National Police
2. The Deputy Chief, PNP for Administration
3. The Deputy Chief, PNP for Operations
4. The Chief of the Directorial Staff
5. The Directors of the Directorial Staff
6. Regional Directors, Police Regional Offices
7. Directors, National Support Units
8. District Directors, NCRPO
9. Provincial/City Directors
10. Group Directors, RPSB(NCRPO)

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 11. Chief of Police/-Station Commanders

Powers and Functions Of the PNP

1. and Enforce all. properties; laws and

ordinances relative to the protection of lives

2. Maintain peace and order and take all necessary steps to ensure
public safety;
Investigate and prevent crimes, effect the arrest of criminal
offenders, bring offenders to justice, and assist in their prosecution;

3. Investigate and prevent crimes, effect the arrest of criminal

offenders, bring offenders to justice, and assist in their prosecution;

4. Exercise the general powers to make an arrest. search and seizure

in accordance with the constitution and pertinent laws;

5.Detain an arrested person for a period not beyond what is

prescribed by law, informing the person so detained of all his rights
under the constitution;

6. Issue licenses for the possession of firearms and explosives in

accordance with law;

7. Supervise and control the training and operations of security

agencies, and to security guards and private detectives, for the
practice of their professions; and

8. Perform such other duties and exercise all other functions as may
be provided by law.
VISION, MISSION, PHILOSOPHY, AND CORE VALUES

Vision
Imploring the aid of Almighty God, by 2030, WE shall be a highly
capable, effective, and credible police service working in partnership

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 with a responsive community towards the attainment of a safer
place to live, work, and do business.

Mission
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.

Philosophy: Service, Honor, and Justice

Core Values:
Maka Diyos, Makatao, Makabayan at Makakalikasan

Rank Classification, Insignias, and Badges

NEW PNP RANKING SYSTEM (R.A. 11200-Feb 8, 2019)

OLD NEW OLD NEW

DGEn PGEN SPO4 PEMS

DDG PLTGEN SPO3 PCMS

Dir PMGEN SPO2 PSMS

C/Supt PBGEN SPO1 PMSg

S/Supt PCOL PO3 PSSg

Supt PLTCOL PO2 PCpl

C/Insp PMAJ PO1 Pat

S/Insp PCPT

Insp PLT

INSIGNIAS
PLT to PCOL shall wear insignia, which shall be attached
approximately one inch from the collar lapel's front and lower side

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 edges For BGEN and higher, insignia shall be pinned on the
shoulder board measuring 5 `/2 and 2 1/2 in width

Rank Insignia:
1. 4,3, 2,1 silver stars for PGEN, PLTGEN, PMGEN, and BGEN.,
respectively.
2 3,2,1 silver sampaguita cluster for PCOL, PLTCOL,
and PMAJ, respectively
3. 2, 1 bronze anahaw leaf for PCPT, and PLT,
respectively
4. NCO-Chevron
5. Executive SPO-PEMS-chevron in white sampaguita
cluster at the center flanked by gold laurel leaves

INTERNAL AFFAIRS SERVICE (IAS)

This was established by virtue of R.A.8551. It has investigative and
adjudicatory power over the PNP members. It is a part of the PNP BUT
enjoining independence from the PNP.

Organization of the Internal Affairs Service:

1. National Office- Headed by Inspector General to be
assisted by Deputy Inspector General
2. Area (Regional) 0ffice- Headed by Director
3. Provincial Office- Headed by a Superintendent

Note: The head of the IAS shall be a civilian.

Powers of the IAS Over the PNP
1. Pro-active conduct inspections and audits of PNP
personnel and units

2. Investigate, complain, and gather evidence in support

of an open investigation

3. Conduct summary hearings on PNP members facing

administrative-charges.

4. Submit a periodic report on the assessment, analysis,

and evaluation of the character and behavior of the

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 PNP personnel and units to the Chief PNP and the
NAPOLCOM.

5. File appropriate criminal cases against PNP members

before the court as evidence warrants and assist in
the prosecution of the case.

6. Assist the Office of the Ombudsman in cases involving

personnel of the PNP.

Motu Proprio Investigation

1. Incidents where police personnel discharge a firearms
2. Incidents where death, serious physical injuries, or any
violation of human rights occurred in police operations

3. Incidents where a suspect in the custody of police was

seriously injured.
4. Incidents where the evidence is compromised, tampered with,
obliterated, or lost while in the custody of police personnel.
5. Incidents where the established rules of engagement have
been violated.

Recommendatory Duty in the Promotion

Tasked to provide documents. or recommendations

regarding the promotion of the PNP members or the assignment of
the PNP personnel to key positions. Recommendatory Power in
Discipline Disciplinary measures recommended by IAS against an
erring PNP personnel, once final, cannot be revised, set aside, or
unduly delayed by any disciplining authority without just cause. Any
disciplining authority who fails to act or who acts with abuse of
discretion on the recommendation of the IAS shall be made liable for
gross neglect of duty. The case of erring disciplinary authority shall
be submitted to the Director-General for proper disposition.

Entry Qualification to the Internal Affairs Service:

Voluntary subject to a rigorous screening where only those with at
least five years experience in Law enforcement and no derogatory

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 records are allowed to enter. Aside from allowances allowed by law,
IAS members are granted occupational specialty pay not exceeding
50% of the base pay.

Inclusions of Supervisors and Superiors in Internal Affair Service

Investigation: Immediate supervisor or superior of the unit's personnel
being investigated is automatically included in the investigation to
determine lapses in administration and supervision.
Note: The decision of the Provincial IAS is appealable to Regional Internal
Affairs Service within ten days. While the decision of RIAS is appealable to
National Appellate Board (NAB)/Court, a Complaint against a member of
the Internal Affairs Service shall be brought to the office of Inspector-
General of the NAPOLCOM.

GENDER SENSITIVITY PROGRAM

Gender Sensitivity Program in the PNP

1. Creation of Women's Desk in all police stations throughout the
country- to administer and attend to cases involving crimes against
chastity, sexualharassment, abuses committed against women and
children, and other similar crimes.
2. Prioritization of women for the recruitment and training within five (5)
years from the effectivity of RA 8551- to serve in the Women's desk. To
achieve this, 10% of its quota is allocated for women.
3. Establishment of equal opportunities for women in
the PNP, the prevention of sexual harassment in the workplace, and
the prohibition of discrimination based on gender or sexual
orientation.
4. Administrative Liability to any person who shall violate the
established rules and regulations regarding gender\ sensitivity and
gender equality [The penalty for the violator shall be suspended
without pay for not less than thirty (30) days and shall undergo
gender sensitivity seminar or training: Provided, That any person
who violates the rules more than twice shall be recommended for
demotion or dismissal from the PNP].

WEEK 12 CONTINUATION

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C. RELATIONSHIP OF THe DILG WITH DEPARTMENT OF NATIONAL
DEFENSE (DND) IN COUNTER-INSURGENCY (COIN) FUNCTION.

The Department of the Interior and Local Government is

relieved of the threats to primary national responsibility security. of
r" suppressing 94 5 insurgency surgency and and other other severe

COIN became the function of the DND through the AFP.

Through information gathering and performance of its ordinary
police functions, supports the AFP upon matters involving
suppression of insurgency. Likewise, the President may call on the
PNP to support the AFP in combat operations.

D. PARTICIPATION OF LOCAL GOVERNMENT EXECUTIVES IN THE

ADMINISTRATION OF THE PNP
Governors and/or Mayors, once elected, automatically become deputies
of the NAPOLCOM in administering the PNP personnel assigned in their
area of jurisdiction.

1. Power to Choose PD and/COP

Governor: from the three recommendees by the
Regional Director.
Mayor: from the five recommendees by the
Provincial Director

2. Power to employ and deploy: authority to recommend to the Chief

of Police or Provincial Director the transfer, reassignment, or detail
of PNP members outside their respective city or town.

3. Control and Supervision of Anti-Gambling Operations

4. Note: The term "operational supervision and control' shall mean

the power to direct, superintend, and oversee the day-to-day
functions of police investigation of crime, crime prevention activities,
and traffic control following the rules and regulations set by the
NAPOLCOM. It shall also include the power to direct the employment

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 and deployment of units or elements of the PNP through the Chiefs
of Police Concerned.

5. Employment: Refers to the utilization of units or elements of the

PNP for protection of lives and properties, enforcement of laws,
maintenance of peace and order, prevention of crimes, arrest of
criminals and bringing the offenders to justice, an ensuring public
safety, particularly in the suppression of disorders, riots, lawless
violence, rebellious and seditious conspiracy, insurgency,
subversion, and other related activities.

6. Deployment: This means the orderly and organized physical

movement of elements or units of the PNP within the city or
municipality for employment purposes.

7 .Grounds for Suspension or withdrawal of Deputation by the

NAPOLCOM: Unless reversed by the President; after consultation
with the provincial governor and congressman concerned, the
NAPOLCOM may suspend or withdraw the deputation of any local
executive for any of the following grounds:

7.1 .Frequent unauthorized absences

7.2. Abuse of authority
7:3. Providing material support to criminal elements OR
7.4.Engaging in acts damaging to national security or which
negate the effectiveness ofthe peace and order campaign

NOTE: The President may, directly. or

through the NAPOLCOM restore such
deputation upon good cause shown.

WEEK 13

CHAPTER 6
POLICE PERSONNEL MANAGEMENT

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 Learning Objectives:
At the end of the chapter, the student will be able to:
1. Define police personnel management and other law
enforcement personnel actions such as
recruitment,selection, assignment, training, awards,
promotion retirement, etc.;
2. Classify types of law enforcement personnel policies;
3. Distinguish job description to job specification;
4. Recite the PNP's recruitment and selection policies and
procedures; and

5.Discuss entirely various police personnel actions from

appointment to separation from the service.

Only two things keep people working at any job-tangible or monetary

compensation for the performance and intangible benefits that cannot be
calculated in money. Law enforcement provides an unusual balance
between these seemingly opposite commodities, offering reasonable
wages and various stimuli to satisfy both the emotional and monetary
needs of those who serve. It is one occupation where professionals can
find the precise reward they seek, provided they adhere to the time
honored code of conduct that makes them worthy of public trust.

This chapter details basic law enforcement personnel actions

starting from recruitment to separation from the service. Topics
discussed are personnel actions in the Philippine National Police for
two main reasons: first, the law governing personnel actions of the
law enforcement agencies presented in this book are all governed
by the Civil Service Commission. Hence its personnel policies, rules,
and regulations are similar; second, most Criminology graduates
aspire to join with the Philippine National Police, the largest
employer of the Filipino Criminologist.

Personnel Management- This refers to the management function

that concerns promoting and enhancing the development of woy
effectiveness and advancement of human resources in the
organization through proper planning, organizing, directing,

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 coordinating. controlling activities; related to procurement,
development, motivating and compensation of employees to achieve
organizational goals.

A. Personnel Management, Defined

Functions Under Personnel Management

1. Personnel Planning- This is the process of analyzing an

organization's human resources needs under changing conditions
and developing activities to satisfy these needs,
2. Personnel Recruitment and Selection [See R.A. 7041]
3. Appointment, Placement, and Assignment
4. Performance Appraisal
5. Personnel Compensation and Welfare Benefits
Career and Employee Development
7: Discipline
8. Separation from the Service

Police Personnel Program. Plan of action, formal or informal,

designed to implement organization philosophy or creed and
personnel philosopy of central managers concerning people to
accomplish organizational and objectives.

Human Wants Essential in Eliciting Maximum Personnel Efficiency

1. Adequate pay
2. Opportunity for advancement
3. Recognition for good work
4. Interesting and meaningful work
5. Reasonable security
6. Recognition and respect for the individual as a human being

Five Areas of Personnel Program

1. Acquisition of competent personnel consists of human
resource planning, job description, specification,
recruitment,selection, placement, transfer, separation, etc.

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 2. Conduct the holding and retaining competent
personnel,promoting fair wages, reasonable working hours,
and other employees' benefits.
3. Provide Development and motivation of personnel consists of
training, education, appraisal, promotion, suggestion system,
etc.
4. Labor and human relations deal with applying laws and court
decisions affecting personnel actions, proper attitude,
courtesy, and behavior of all employees from top to bottom.
5. Efficient program administration deals with the attitude in
applying, implémenting, and interpreting organization policies,
rules, and regulations.

Personnel Policies

Policy. The general plan of action serves as a guide in the operation

of the organization. All the organization's policies make up the basic
framework of management decisions that set the course of the
organization to follow.

Types of Policies

1. According to their origin

1.1. Originated Policy-This type of policy comes from top level
management and is intended to set up guidelines in the
organization's operation. It is usually broad in scope to allow
subordinates officers some latitude in implementing them in
minor policies or rules and procedures.
1.2. Appealed Policy- A policy is borne when problems arise at
the lower levels of the organization and the person in charge
does not know how to meet the problem. He then appeals to
his superiors for guidance. The decision made by top
management on the matter becomes a precedent and a guide
for

Castillo, Rodolfo Jr. V. (2023) Law enforcement organization and administration. 2nd ed.
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 3. Imposed Policy- A policy from government agencies in-laws,
administrative orders, rules, procedures, or contract
specifications.
2. According to their subject matter
2.1. General Statement of Principles- Policies stated in broad
terms, such as a statement of objectives,philosophy, or creed
Statement of Procedures- Pertains to procedures to be taken
in certain situations and are narrower in scope than a
statement of principles. Normally,directions are given, but the
specific solution to a problem is not stated so that the policy
may apply to as many situations as possible.
Specific Rules-It can cover specific situations. They are more direct
and less flexible. While they can solve specific problems, they can
cause more irritations because of their rigid nature.
1. Communicating Personnel Policies Handbooks
2. Policy Manual
3. Numbered Memoranda and Circulars
4. Bulletin Boards
5. Meetings and conferences

Job Descriptions and Specifications

A job description may be defined as an abstract of information
derived from the job analysis report, describing the duties
performed,the skills, training, and experience required, the
responsibilities involved, the conditions under the job are done, and
the relation of the job to the other jobs in the organization.

Job specification is the statement of the qualification and traits of

the worker so that he may perform the job properly. It specifies the
type of employee the job calls for in terms of skills, experience,
training, and other special qualifications.

B. ACQUIRING COMPETENT AND QUALIFIED PERSONNEL

Definitions:
Recruitment. The process of attracting candidates who have the
maximum qualifications to be eligible for the selection procedure.
[RA. 7041]

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 Selection. Process of screening out/eliminating undesirable
applicants that do not meet the organization's selection criteria.

Appointment. Selection by the authority, vested with power, of an

individual who exercises the functions of a given office.

Selection: General Qualifications

(Sec. 14 of R.A.8551 amended by R.A.9708)
1. A citizen of the Philippines;

2. A person of good moral conduct;

3. Must have passed psychiatric/psychological drug physical

tests to be administered by the PNP or by NAPOLCOM
accredited government hospital' to determine physical and
mental health.

4. Must possess a formal baccalaureate degree from a

recognized
institution of learning;

5. Must be eligible in accordance with the standards set by the

commission;

6. Must not have been dishonorably discharged from military

employment or dismissed for cause from any civilian position
in the government;

7. Must not have been convicted by final judgment of an

offense
or crime involving moral turpitude;

8. Height: Male= 1.62m. (5'4')/ Female= 1.57m.(5'2")

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 9. Weight: Not more or less than 5kgs. From the standard
weight corresponding to his/her height, weight, age, and sex;
and 10. Age: 21 to 30 years old

Recruitment and Selection Procedures

1. Preparation and proper approval of quota allocation:

Regular or attrition quota, which is prepared by 'the
Directorate for Personnel and Records Management (DPRM)
and confirmed by NAPOLCOM

2. Posting/Publication of Notice of Recruitment (RA 7041)

3. Submission and acceptance of application folders to the

Secretariat of the Unit concerned

4. Evaluation of the application folders by the Secretariat with

NAPOLCOM representative reviews applicant's folder to check
compliance with Qualification Standards
5. Psychiatric/ Psychological Examination (PPE)(MCO No. 2011-
004 approved on Feb. 1, 2011, is now before the PAT)

● For the ranking 150% of the Quota Conducted by the

Neuro-Psychiatric Section, PNPHS
● Written and Oral
● Either RECOMMENDED or NOT RECOMMENDED
● No retake for six months

6. Physical, Medical, and Dental Examination

7. Physical Agility Test (PAT), with the supervision of a

NAPOLCOM Representative
● Conducted by designated unit
● Pull-up for men, horizontal bar hang for female
● Two minutes push-ups
● Two minutes sit-ups
● 100-meter dash
● 1000-meter run

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 Passing=75%
Absolute No Retake

8. Drug Test and complete Background Investigation (shall not

follow the sequential steps but shall be conducted on passers
only anytime the PPE, PMDE, or PAT but before Final Interview)

9. Essay Writing conducted by the Secretariat of the unit with

quota

10. Final Interview conducted by the Recruitment and Selection

Board

11. Deliberation by the Board

12. Resolution of Appointment

13. Issuance of Appointment (Appointment is

temporary in nature)
The Chief PNP for applicants at the national office
The PNP Regional Director for applicants at a
regional level
The Director of the concerned NSU for
applicants of that unit

14. Oath Taking

15. Certification by NAPOLCOM

16. CSC Attestation

17. Issuance of Order and Designation of Account Numbers

18. Assignment of Badge Number

19. Addition to the PNP Roster

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 20. Addition to the PNP Alpha list

21. Issuance of PNP Identification Cards

22. Payments of Salary to Payroll

The sequence of Examinations/Tests During the Selection and

Appointment of Police Applicant

1. Preliminary Interview (NAPOLCOM MC No. 2011-007 in

connection with NAPOLCOM MC No. 2004-006)
2. Psychiatric/Psychological Examination [(PPE) NAPOLCOM MC
No.2011-004]
3. Complete Character and Background Investigation
4. Complete Physical, Medical, and Dental Examination (PMDE)
● General appearance Nose, mouth, and teeth Genitals
● Varicose veins
● Arms, legs, hands, and feet
● Eyes
● Respiration
● Circulation
● Brain and nervous system
● Kidneys
5. Physical Agility Test (PAT)
● Pull-up for men, horizontal bar hang for female
● Two minutes push-ups
● Two minutes sit-ups 100-meter dash 1000-meter run
6. Final Committee Interview [(FCI) aptitude, likability,affability,
outside interest, conversational ability,disagreeable mannerism, etc.]

Police Appointment: Kinds of Appointment

1. Permanent. An appointment issued to a police officer after

having completed the PSBRC and FTP for 12 months involving
experience and assignment in patrol, traffic, and investigation
(NAPOLCOM MC No. 2005-002)

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 2. Temporary. An appointment is issued to the police officer who
meets the required education and eligibility for the rank to
which he is appointed except the training requirement.

Waiver for Appointment

The age, height, weight, and education requirements for an initial
appointment to the PNP may be waived..
The waiver issued by the NAPOLCOM en banc through the
recommendation of the Committee on Waiver after considering the
following:

1. The number of qualified applicants falls below the minimum

quota;
2. Endorsement of the Chief PNP;
3. Outstanding accomplishment or possession of special skills in
law enforcement, police work, martial arts, marksmanship,and
similar skills; Special talents in the field of sports, music,and
others; and extensive experiences of training in forensic
science and other technical services.
Special Waiver and Preferential Consideration
for Appointment in the PNP

1. Grant of Special Waiver under Resolution No. 2002-048

a) Direct filing of waiver to the NAPOLOM is now allowed
without endorsement from the Chief PNP, in so far as the
application for age and height waivers by the top twenty board
passers of the Criminologist Licensure Examination and
related disciplines where examinees exceed 2,000.

b) A waiver for height requirement shall be automatically

granted to applicants belonging to the cultural communities.
(Sec. 15, RA 8551)

2. Grant of Preferential Consideration for Appointment in the PNPto

the Widow/Widower, or Any of the Beneficiaries, of a PNP Member
who Died or Incurred Total and Permanent Disability while in the
performance of duty.

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 a) The widow/ widower has the priority in the favor of any one of the
qualified beneficiaries.

b) If said widow/widower, or beneficiary, possesses

highly technical qualifications, She/he may be considered for
lateral entry to the PNP

Appointment of Officers Via Lateral Entry

1. Those with highly TECHNICAL QUALIFICATIONS applying for

the PNP technical services, such as dentist, optometrist,
nurses,engineer, and graduates of forensic sciences, shall be
appointed Inspectors; while doctors of medicine, members of
the Bar, and chaplains shall be appointed to the rank of senior
inspector in their particular technical services.

2. GRADUATES OF THE PNPA shall be automatically appointed to

the rank of inspector.
3. LICENSED CRIMINOLOGIST may be appointed to the rank of
inspector to fill up any vacancy after promotions from the
ranks are completed (See NAPOLCOM MC No. 2003-010).
Note: The applicant must possess other qualifications prescribed
under Sec. 14, RA 8551 and must meet the height, weight, and age.

Appointing Authority and Manner of Appointment

1. Pat to PEMS- Appointed by the RD or by the C/PNP for the
national headquarters personnel and attested by the CSC.
2. PLT to PLTCOL- Appointed by the C/PNP, as recommended by
their immediate superiors and attested by the CSC.
3. PCOLtoPLTGEN- Appointed by the Presidentupon
recommendations of the C/PNP, with proper endorsement by
the Chairperson of the CSC.
4. PGEN- Appointed by the President from among the SENIOR
OFFICERS, down to the rankof BGEN.

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 Note: In the case of Manalo vs. Sistoza G.R. No. 107369-08-11-99, the
Supreme court ruled that the PNP officers from the rank of
SSUPT(now pcOL) and above who belong to the appointing power of
the President polonger pass through the Commission on
Appointments as provided by Section 31 of R.A.6975. Part of
Section.26 and parts of paragraphs(c) and (d) of Section 31 were
declared Unconstitutional.

HOLDING AND MAINTAINING A COMPETENT WORKFORCE

Compensation and Salary Grade-National Budget Circular No.574
2. Longevity Pay and Allowances
Uniformed personnel of the PNP is entitled to a longevity pay of ten
(10%) percent of their basic monthly salary for every five (5) years of
service, which is reckoned from the personnel's original appointment
date. Provided that the totality of such longevity pay shall not
exceed fifty percent(50%) of the basic pay. The likewise entitled the
following:
● Subsistence allowance;
● Quarter allowance;
● Clothing allowance;
● Cost of living allowance;
● Hazard pay; and
● All other allowances as provided by existing laws.
(Section 71, RA 6975)
●
Welfare Benefits
1. Health Benefits: PNP Health Benefits
● Reimbursement of Hospitalization an Reasonable Medical
Expenses
● Mandatory Medical Examination with complete laboratory
workup
● Regulara erobic physical activities
● Advocacy on lifestyle modification and diet counseling (Section
70, RA 6975 IRR)

2. Permanent Physical Disability Benefits

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 PNP PCOs and PNCOs, having accumulated at least twenty (20)
years of active service, incur total permanent physical disability in
line of duty are compulsorily retired. Suppose he has accumulated
less than twénty(20) years of active service. In that case, he is
separated from the service and entitled to a separation pay
equivalent to one and one-fourth months base pay for every year of
service, or a fraction thereof, and longevity pay of the permanent
grade he/she holds. (Section 73, RA 6975)

Moreover, uniformed personnel and/or their heirs shall be

entitled to all benefits relative to said personnel's death or
permanent incapacity,as provided under RA 6975 and/or other
existing laws. (Section 76, RA 6975)

Grounds for Compensability:

1. For the injury and resulting disability or death to the compensable,
and the injury must be the result of an employment. accident
satisfying ANY of the following reasons:

● The PNP member must have been injured at the place of his
work requires him to be performing his official function; and
must have been
● If the death or injury is sustained elsewhere, the PNP member
must have been executing lawful order from his COPor his
supervisor, as the case may be;
● The death or injury because of the performance of his official
duty.
2. For the sickness and the resulting disability or death to be
compensable, the sickness must result from an occupational disease
as determined by the Commission; otherwise, proof must be shown
of conditions.

3. Retirement Benefits
PNP uniformed personnel are entitled to monthly retirement
pay of 50% of the base pay and longevity pay of the retired grade in
case of 20 years of active service, INCREASINGLY by 2.5% for every
year of active service rendered beyond 20 years to a maximum of
90% for 36 years of service and over: Provided, that the uniformed

Castillo, Rodolfo Jr. V. (2023) Law enforcement organization and administration. 2nd ed.
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 member has the option to receive in advance and in LUMP SUM
his/her retirement for the first 5YEARS, which SHALL be made within
6.MONTHS from the effectivity date of his retirement,
Note: Retirement pay is subject to adjustments based on the
prevailing scale of the base pay of police personnel in active
service.

4. Retirement in the Next Higher Grade

5. Special Financial Assistance

6. Exemption from Attachment and Taxes

Recognition and Incentive System PNP AWARDS, CITATION BADGES,

GRANTING AUTHORITY & INCENTIVES (NAPOLCOM MC NO. 93-018)

AWARDS GRANTING INCENTIVES

AUTHORITY

1 Medalya ng Kagitingan PRESIDENT Scholarship of

(PNP MEDAL OF VALOR) ALL qualified
Children at
PNPA, P1,000.00
cash & Parade
Honors at GHQ
PNP &
HRECOMs

2 Medalya ng DILG Scholarship of

Kabayanihan(PNP SECRETARY ONE (1) depen-
DISTINGUISHED dent at PNPA &
CONDUCT MEDAL) P900.00 cash

3 Medalya ng Katapatan DILG Cash of P500.00

sa Paglilingkod (PNP SECRETARY
DISTINGUISHED SERVICE
MEDAL)

4 Medalya ng Katapangan CHIEF PNP Cash of P500.00

(PNP BRAVERY MEDAL)

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 5 Medalya ng CHIEF PNP Tour for two (2)
Katangitanging Gawa of RECOM Hqs
(PNP OUTSTANDING and Parade
ACHIEVEMENT MEDAL) Hon-
ors at GHQPNP

6 Medalya ng Pambihirang CHIEF PNP

Paglilingkod (PNP
SPECIAL SERVICE
MEDAL)

7 Medalya ng Kadakilaan RD/DSS Cash of P400.00

(PNP HEROISM MEDAL)

8 Medalya ng RD/DSS One week

Katangitanging Asal service
(PNP OUTSTANDING credits
CONDUCT MEDAL)

9 Medalya ng RD/DSS Cash of P200.00

Kagalingan(PNP MEDAL and Service
OF MERIT) Cred-
it of one (1) day

10 Medalya ng RD/DSS Leave credits

Kasanayan(PNP of four (4) days
EFFICIENCY MEDAL)

11 Medalya ng Papuri (PNP RD/DSS Leave credit of

COMMENDATION three (3) days
MEDAL)

12 Medalya ng Sugatang RD/DSS P600.00 cash &

Magiting(PNP WOUNDED leave credit of
PERSONNEL MEDAL) five (5) days

13 Medalya ng Ugnayang RD/DSS Leave credit of

Pampulisya (POLICE three (3) days
RELATIONS MEDAL)

14 Medalya ng Mabuting RD/DSS Leave credit of

Asal (PNP GOOD three (3) days
CONDUCT MEDAL)

15 Medalya ng Paglilingkod RD/DSS Service credit

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 15 (PNP SERVICE MEDAL) of three (3)
days

16 Medalya sa Paglaban sa RD/DSS

Manililigalig (ANTI-
DISSIDENCE MEDAL)

17 Medalya ng Pagtulong RD/DSS

sa mga Nasalanta(PNP
DISASTER RELIEF
REHABILITATION MEDAL)

18 Tsapa sa Natatanging CHIEF PNP

18 Yunit (PNP UNIT
CITATION BADGE)

19 Medalya ng Paglilingkod RD/DSS

19 sa Luzon (LUZON
CAMPAIGN MEDAL)

20 Medalya ng Paglilingkod RD/DSS

20| sa Visayas(VISAYAS
CAMPAIGN MEDAL)

21 Medalya ng Paglilingkod RD/DSS

sa Mindanao
(MINDANAORD/DSS
CAMPAIGN MEDAL)

22 Mga Tsapa ng RD/DSS

22 Kuwalipikasyon (PNP
RD/DSS QUALIFICATION
BADGES)

Note: For every five (5) letters of commendation, a Medalya ng

Papuri
may be awarded to any PNP member.

EDUCATION AND TRAINING

1. The Philippine Public Safety College [(PPSC) Sections 66-67 RA 6975

Component Institutions
a) National Police College (NPC)- the lead agency for

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 commissioned public safety officers' career training.

b) National Crime Research and Training Institute

(NCRTI)- the lead agency for criminological research
technical training for the public safety services, arch and

c) Philippine National Police Academy (PNPA)-provides

preparatory education and training for the development
of potential police, fire, and jail officers.

d) Police National Training Institute (PNTI)- the the lead agency for
police rank and file

e ) Fire National Training Institute (FNTI)- the lead agency

for fire service career and specialist training.

f) Jail National Training Institute (JNTI)- the lead agency

for correctional service career and specialist training.

2. Types of Training in the PNP

a) Basic Recruit Training A PPSC and NAPOLCOM prescribed training
program is completed for not less than six months and typically consists
of 40 hours of scheduled instructions.

b) Field Training
Field Training is where the recruits undergo experience
and assignment in patrol, traffic, and investigation as a
requirement for permanency. The program shall last for 12
months, including the PSBRC for PNCO and 00C/0BC for
PCO (NAPOLCOM MC No. 2008-005).

c) In-Service Training
● JLT (Junior Leadership Training) for Pat to PSSg
● SLT (Senior Leadership Training) for PMSg to PEMS
● PBC (Police Basic Course) Preparation for Officer's Basic Course
● OBC (Officer's Basic Course) for PLT to PMAJ
● OAC (Officers Advance Course) for PMAJ to PCOL;

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 ● OSEC (Officer Senior Executive Course) for PLTCOL and above;
● DSC (Directorial Staff Course) for PMGEN and others
higher in rank

d) Department In-Service Program

Roll-Call Training. The instructional course of
several hours a day concerning departmental activities.
Supervisory Development, Specialized, r
Technical trainings. It involves seminars or special
sessions on criminal investigation, traffic control, etc.

e) National and International Conventions on

Policing (NAPOLCOM MC No. 1995-025)

f) Other trainings conducted by law enforcement

units or agencies

WEEK 14

Promotion
The movement upward from one classification or rank to another carrying
higher pay and more responsibility

Promotion Policy
Promotion of personnel action are aligned towards:
(1) recognition of good performance in the service; and
(2) potential to discharge more significant duties and
responsibilities in the next higher degree.

Requirements for Promotion

● Education
● Experience
● Training
● Eligibility

Two-fold Goals of a Sound Promotion Policy

1. election for promotion of those persons who are best for increased
responsibilities

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 2. Asuring all employees that sound selection procedures are being
followed, which are germane to work objective and free from any
irrelevant considerations such as race religion, politics, or personal
bias

Kinds of Promotion
1. Regular
Principles
● Authority of the NAPOLCOM to develop policy on promotion
● Considerable balance between competence and seniority
● Corresponding Promotion Board for each rank
● No person shall be promoted if less than one (1) year in the
service
● Rank of Inspector and above shall be coursed through the
NAPOLCOM for review and confirmation

2. Special/Meritorious
Principles
● Exhibited acts of conspicuous courage and gallantry at the
risk of his/her life above and beyond the call of duty
● Validated by the NAPOLCOM based on established criteria
(Sec. 38 (b), RA 6975 as amended)

● Applicable even on personnel appointment (MC No. 2008-002)

● Must be transmitted to the NAPOLCOM within one (1) year from
the time of the occurrence of the deed with temporary

Acts Amounting to Conspicuous Courage and Gallantry

● A deed of personal bravery and self-sacrifice above and

beyond the call of duty, e.g., overwhelming number and
firepower of the enemy against the PNP, infiltrator of enemy's
hideout, shootouts in robbery at the PUVs rescue/disaster
operations that save lives.

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 ● An act of heroism exhibited in the face of an armed enemy or
the conduct of rescue or disaster operations resulting in the
loss of life (Posthumous Promotion)

Notes: Only OPERATIONAL accomplishment merits special

promotion. It must be supported by the affidavit of two (2)
eyewitnesses to the deed or act cited, if none by a sworn statement
of
the immediate superior.

Waiver of Certain Requirements for Special Promotion

a) For Non-Officers (PNCOs)- Educational attainment, eligibility,
training, and experience
b) For Officers (PCOs)- Experience (time-and-grade)

3. Promotion by Virtue of Position-promotion given to PNP personnel who

was designated to any key position lower than that of his rank required for
such position for more than six (6) months is entitled to a rank adjustment
corresponding to the position. That personnel shall not be reassigned to a
position calling for a higher rank until after two (2) years from the date of
such rank adjustment.

Mandatory Requirements for Promotion

1. Educational Attainment
2. Completion of Appropriate Training Course, such as:
2.1 MNSA or related/allied Masters Degree for BGEN and above;
2.2 (Officer Senior Executive Course) for PLTCOL to PCOL;
2.3 OAC (Officers Advance Course) for PMAJ;
2.4 OBC (Officers Basic Course) for PLT to PCPT;
2.5 BSPS (Bachelor of Science in Public Safety) for PLT;
2.6 OCC (Officers Candidate Course) for PEMS;
2.7 SLC (Senior Leadership Course) for PSMS to PCMS
2.8 JLC (Junior Leadership Course) for PSSg to PMSg
2.9 PSBRC (Public Safety Basic Recruit Course) for Pat to PCpl
3. Experience/Time-in-Grade (NAPOLCOM MC 2013-501)

2 years PCOL to PBGEN

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 3 years PLTCOL to PCOL

3 years PMAJ to PLTCOL

3 years PCPT to PMAJ

3 years PLT to PCPT

3 years PEMS to PLT

2 years PCMS to PEMS

2 years PSMS to PCMS

3 years PSSg to PMSg

2 years PCplto PSSg

2 years Pat to PCpl

Note: Through NAPOLCOM's recommendation the President has the

prerogative to promote PBGEN-PGEN without requiring experience or
time-in-grade.

4. Appropriate Eligibility
NAPOLCOM Examinations
● Police Entrance Examination
● Promotional Examination such as for PSg, PLT,
● PLTCOL & PCOL
● Others: RA 6506 (Now RA 11131); RA 1080; PD 907;
and CSP

5. Clearance from the People's Law Enforcement Board (PLEB)

Appointing Authority in Promotion (NAPOLCOM MC # 93-004)

GRADE AUTHORITY

PGEN President

PCOL-PLTGEN President

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 PLT-PLTCOL PNP Chief

Pat-PEMS RD/Director of various support

groups or services

Police Assignment/Designation and Placement

Police Assignment is the process of designating a police officer in a
particular function, duties, or responsibilities. Its purpose is to ensure
systematic and effective utilization of all members of the force.

Placement- refers to the selection and designation of an officer to a

critical position of responsibility.

Power to Make Designation or Assignment

● CPNP, RD, PD, and COP (Section 26 0f RA 6975)
● Governor and Mayor (Sections 51, 62-64 of RA 6975

Assignment of Officers Appointed via Lateral Entry

Line Officers. They are assigned to the PROs where
they applied for lateral entry. Line Officers are PCOs who are mandated to
perform essential and purely police functions i.e., law enforcement, crime
prevention and investigation, intelligence, internal security operations,
and relative administrative work who were commissioned initially and/ or
absorbed into the PNP by virtue of RA 6975, and SPOIVS promoted to the
rank of Inspector.

Technical Services Officers. They will be assigned exclusively to the

technical services of the PNP where they were recruited or commissioned.
They are exempted from taking mandatory officers' training courses but
requireto take career service courses relative to their field of
specialization to enhance their professional advancement and service
efficiency (MC 94-019). Technical Service Officers are PCOs who were
initially commissioned to the PNP, either directly or through lateral entry,
by virtue of their special technical skills and competencies, such as
medical officers, dentists, nurses, lawyers, priests and pastors, forensic
specialists, licensed criminologists, nutritionists, etc.

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SEPARATION FROM THE SERVICE
1. Attrition may be defined as a separation from the PNP due to the
natural course of events or circumstances that the law may provide.

Section 24 of RA 8551 provides that "there shall be an established

system of Attrition within the Uniformed Members of the PNP within one (1)
year from the effectivity of this Act to be submitted by the PNP to the
Commission for approval. Such attrition system shall include but is not
limited to the provisions of the following sections

Notes: The subsequent provisions of RA 8551 concerning attrition,

such as Sections 25, which 26, the 27, 28, 29, of and RA 30, provide
guidelines on its implementation which the NAPOLCOM is mandated to
perform.

Kinds of Attrition
a) Attrition by attainment of maximum tenure in position

POSITION MAXIMUM TENURE

Chief 4 years

Deputy Chief 4 years

Director of Staff Services 4 years

Regional Directors 6 years

Provincial/City directors 9 years

b) Attrition by relief
Relieved for just cause and not given an assignment
within 2 years after relief.

c) Attrition by demotion in position

It refers to being assigned in a position lower than his/ her grade within 18
months after such demotion in position

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d) Attrition by non-promotion
It refers to non-promotion for a continuous period of 10
years despite the existence of a vacant position.

e) Attrition by other means such as:

Inefficiency based on poor performance during two
successive annual rating periods;

● Inefficiency based on poor performance during three cumulative

annual rating periods
● Physical and mental incapacity to perform police functions and
duties;
● Failure to pass the required entrance examination
twice and/or finish the required career courses except for justifiable
reasons;
Refusal to take periodic PNP Physical Fitness Test without justifiable
reasons;
● Failure to take the PNP Physical Fitness Test for four consecutive
periodic tests due to health reasons
● Failure to pass PNP Physical Fitness Test for two consecutive
periodic test or four cumulative periodic tests
● Non-compliance with the minimum qualification
standards for permanency or original appointment

Effect of Attrition to the Employment of Police Officer with the PNP

a ) RETIRED if he or she has rendered at least twenty (20)

years of service.

b) SEPARATED if he or she has rendered less than twenty(20)years of

service unless the personnel is disqualified by law to receive such
benefits

2. Retirement
Kinds:
a. Compulsory. A retirement for PCO and PNCO of the
PNP upon attaining age FIFTY(56) SIX.

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 b. Optional- retirement requested by the PNP PCO and PNCO upon
accumulation of at LEAST TWENTY (20) YEARS of satisfactory service
" subject to the approval of NAPOLCOM

3. Death and Permanent Physical Disability

Disability- the loss or impairment of the normal functions of the physical

capacity to or continue mental with faculties his of present an employee,
employment(NAPOLCOM which reduces MC his/her NO 2001-006)

Permanent Total Disability- any impairment of the mind or body which

renders the disabled PNP member incapable of performing the duties of a
police officer substantially and which is expected to be a long. continued,
and of definite duration, such as loss of power of speech, sense of hearing,
loss of one or both hands and feet.

4. Disciplinary Action [(Dismissal) NAPOLCOM MC No. 2002-013]

The dismissal from the service of a police officer shall result in the
cancellation of his eligibility, retirement benefits, and disqualification for
reemployment in the police service; and the confiscation of his service
firearms and other paraphernalia to be confiscated by the COP where he
was assigned or by his immediate commander tasked to implement the
order.

5. Missing Person
Any uniformed personnel who, while in the performance of duty or
because he was an officer of the PNP, BFP, BJMP, is officially confirmed
missing in action, kidnapped or captured by lawless elements shall, while
so absent, be entitled to receive or to have credited to his account the
same pay and allowances to which such officer or a uniformed member
was entitled at the time of the incident: PROVIDED, That the compulsory
retirement of a person missing in action shall be processed to allow the
members of the next of kin to enjoy the retirement benefits: PROVIDED,
FURTHER, That should be the CPNP, BPF, BJMP as the case may be, upon
the recommendation of the proper authority and/ or immediate
supervisor, subsequently determine that the officer or

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uniformed member concerned or his heirs shall reimburse the PNP, BFP or
BJMP all such amount and allowances received by him. (Section 78, RA
6975)

6. Transfer
It is a movement from one position to another, equivalent to rank
level, or salary without a break in service. In the PNP, reassignment
transfer or relief of the PNP personnel is not a disciplinary action that
would require prior investigation or observance of due process. It can be
affected by the commander concerned at his discretion but only when the
distress of the service so requires or as may be necessary to effectively
carry out the function/ powers and duties of the PNP ( NAPOLCOM MC No.
2002-007)

7. Performance of Prohibited Acts

As Professional police, fire and jail officers and members responsible
the maintenance of peace and order and public safety, members and for
officers of the PNP, BFP, and BJMP are prohibited from engaging in strikes,
rallies, demonstrations, and other similar concerted activities or
performing other acts prejudicial to good order and police discipline,

POLICE EXAMINATION SYSTEM

The NAPOLCOM shall administer the entrance and promotional
examinations for policemen. It shall also design and establish
qualifications upgrading program for the members in coordination with
CSC and the CHED through a distance education program and/or an in-
service education program or other similar programs. (Sec. 19,RA 8551)
1. NAPOLCOM Examinations (NAPOLCOM MC No. 2000-007)
● PNP Entrance Examination
● Police Officer Examination
● Senior Police Officer Examination
● Police Inspector Examination
● Police Superintendent Examination

2. Licensure Examinations for Criminologists (RA 11131)

3. Bar and Board Examinations of Baccalaureate Degree(RA1080)
4. CSC Professional

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POLICE CADETSHIP PROGRAM (NAPOLCOM 2008-001)
The cadetship program of the PNP is administered by the Philippine
National Police Academy (PNPA), which was initially established by virtue of
Section 19, Presidential Decree 1184other wise known as the INP
Professionalization Law of 1977

Privileges After Graduation(MC 2008-001)

1. Automatic appointment as Commissioned Officer of the PNP,
BFP, and BJMP with the rank of Inspector
2. Testimonial eligibility for such automatic appointment.
However, it cannot be used for promotion. (MC 96-008)
3. Exemptions from mandatory Field TrainingProgram (FTP)

CHAPTER 7
SPECIALIZED LAW ENFORCEMENT AGENCIES
Learning Objectives:
At the end of the chapter, the student will be able to:

1. Identify and discuss other law enforcement agencies vested

with special powers to enforce laws and investigate crimes and
their relationship with the PNP;

2. State the legal bases of the creation, powers, and functions

of the National Bureau of Investigation (NBI), Philippine Drug
Enforcement Agency (PDA), Philippine Coast Guard (PCG),
Bureau of Immigration and Deportation (BID), and the Airport
Police Department (APD).

3. Describe the powers and functions of the NBI, PDEA, PCG,

BID, and APD; relate, differentiate and harmonize these powers
and functions with that of the PNP; and

4. Apply, appraise and infer how the mandates of the various

law enforcement agencies would work in the maintenance of
peace and order, public safety, and national security.

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 The law enforcement system in the country is so complex. The
Philippine government maintains various law enforcement
agencies to serve the many classification or categories of its
national law. These agencies and bureaus are outlined in the
Revised Administrative Code of 1987 that provides the
president's executive branch. Below the President are the
Secretaries of executive departments. In most cases, law
enforcement agencies answer upward to the department
undersecretary, the secretary, and the President.

Since there are variations in every mission statement for each

executive branch department, there are various ways laws are
enforce
at the national level. Each agency is answerable through its
chain of
command to the secretary of the department, who drafts the
department mission statement. While it might seem as though
this lack of uniformity would lead to chaos and confusion, it is
beneficial in maintaining an overlapping network of activities
that help thwart criminal activity.
Although procedural law enforcement is practiced across the
country;
the variations in missions for the agencies and bureaus help
keep crime off balance. There are gaps, but they are not wide
or frequent.
What one agency is not tasked to handle, another agency is
quick
to pick up. When gaps in the network are discovered, they are
quickly
closed by shifting executive responsibilities, with a
corresponding bump in funding to accommodate the changes.
This final chapter presents the various law enforcement
agencies in different branches of the Philippine government
that are mandated
to enforce specific laws or statutes affecting the public safety,
national
security, and peace and order of the nation.

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 WEEK 15

A. The National Bureau of Investigation (NBI)

The NBI is a line agency under the Department of Justice and
serves as the premier investigative agency of government. A
director
heads it and with an assistant director and six (6) deputy
directors for
- Special Investigation Services (SIS); Regional Operations
Services (ROS); Intelligence Services (IS); Technical Services (TS);
Administrative Services (AS); and Comptroller Services (CS). Its
territorial jurisdiction is national in scope, and its power to
investigate cases extends to all municipalities, cities, and
provinces of the entire Philippine Archipelago.

Legal Basis of the National Bureau of Investigation

Commonwealth Act No. 181 (November 13, 1936) saw the
inception of the National Bureau of Investigation, called
initially Division of Investigation (patterned after the US
Federal Bureau of Investigation).
Republic Act No. 157 (June 19, 1947) reorganized the Division of
Investigation into the Bureau of Investigation under the
Department of
Justice (DOJ).

Executive Order No. 94 (October 4, 1949) renamed the Bureau

of
attached to DOJ.
Investigation oto. National Bureau of investigation, eithe
Bureau ed Executive Order No. 292 (July 25, 1987), the
Administrative Code of 1987, provided dor tee organizational
structure and operation de Code os and its attached agencies,
including the NBI.
Republic Act No. 10867 (June 23, 2016), otherwise known as the
"National Bureau of Investigation Reorganization and
Modernization Act
powers and Functions of the National Bureau of Investigation

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 [S-4, R.A. 10867]

1. Undertake investigation and detection of crimes and

offenses enumerated under Section 5 hereof;

2. issue subpoena for the appearance of any person for

investigation or production of documents, through its officers
from the ranks of Regional Director to Director;

3. Act as a national clearinghouse of criminal records and

other related information for the benefit of the government;

4. Render technical assistance to government agencies and

instrumentalities, when so requested;

5. Extend assistance in cases involving extradition and mutual

legal assistance, when requested by the Department of Justice;

6. Establish an NBI Academy which shall be responsible for the

recruitment, training, and development of all NBI agents and
personnel, among others;

7. Establish and maintain a Forensic and Scientific Research

Center which shall serve as the primary center for forensic and
scientific research in furtherance of scientific knowledge in
criminal investigation, detection, evidence collection, and
preservation, and provide the necessary training therefor;

8. Establish and maintain a Cyber Investigation and

Assessment
Center which shall serve as the nerve center for computer
information technologies, data on cybercrime cases, computer
intrusion, threats, and other related crimes or activities;

9. Establish and maintain an integrated, comprehensive, and

stite-of-the-art network of equipment and facilities to be ised
by the NBI in its criminal investigation, detection, and evidence

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 gathering, and to provide the corresponding training in this
regard
10. Request the assistance of the Philippine National Police
(PNP), Armed Forces of the Philippines, or any other agency of
the government, including government-owned and or -
controlled corporations, in its anti-crime drive. Such
assistance may include the use of the agency's personnel and
facilities upon prior approval by the head of the agency
concerned
11. Conduct intelligence operations in furtherance of the
foregoing powers and functions;
12. Enter into any contract or transaction for the acquisition,
ownership, possession, administration, lease, disposition, or
acceptance of real or personal property in its name, subject to
the approval of the Secretary of Justice;
13. Establish a modern NBI Clearance and Identification Center
containing all derogatory and criminal records and civilian
identification records, including their identifying marks and
characteristics and fingerprint database, as well as dental
records under Presidential Decree No. 1575, entitled
"Requiring Practitioners of Dentistry to Keep Records of Their
Patients":
14. Maintain, for purposes of investigative and forensic
requirements of the NBI, relevant database such as ballistic
records of firearms including, but not limited to, data
ownership, possession, and
circumstances; and Deoxyribonucleic Acid (DNA) databank;
and other related identifying
15. Perform such other functions as the President or the
Secretary of Justice may assign.

Primary Investigative jurisdiction of the NBI (S-5, R. A. 10862)

1. Human Trafficking cases in all airports in the
Philippines
2. Extrajudicial/Extra-legal killings committed by the
state's security forces against media practitioners and
activists;
3. Killings of justices and judges;

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 violation of Republic Act No. 10175, otherwise known as
the
4. "Cybercrime Prevention Act":
5. Cases referred by the Inter-Agency Anti-Graft
Coordinating
Council (IAGCC);
6. Violations of the Anti-Dummy Law;
7. Cases involving threats to security or assaults against
the persons of the President, Vice President, Senate
President, Speaker of the House of Representatives, and
Chief Justice of the Supreme Court;
8. Transnational crimes pursuant to existing
international agreements;
9. Identification of the dead/victims in case of mass
fatality incidents caused by natural disasters;
10. Violations of commercial, economic, and financial or
white-collar crimes such as, but not limited to, those
punishable under Republic Act No. 8792, otherwise known
as
"E-Commerce Act of 2000"; Republic Act No. 8484,
otherwise known as "Access Devices Regulations Act of
1998":

RepublicAct No. 8293, otherwise known as "Intellectual Property

Code of the Philippines"; Republic Act No. 8799, otherwise
known as
"Securities Regulation Code"; Presidential Decree
No. 1689, otherwise known as "Decree Increasing the Penalty for
Certain Forms of Estafa," and other similar penal statutes that
Congress may enact; and
11. Any crime when the public interest so requires as directed
by the President or the Secretary of Justice.

Note: Once the BI takes cognizance of any of the

aforementioned cases, the PNP and other law enforcement
agencies/investigative entities shall collaborate with and assist
the NBI. In cases where jurisdiction is vested exclusively and/or
primarily with the PNP or other law enforcement

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 agency/investigating agency, the NBI shall collaborate with
and assist the same.

Qualifications for NBI Agents [S-8, R.A. 10867]

1. Citizen of the Philippines;
2. Of good moral character;
3. A member of the Philippine Bar or a holder of a
Baccalaureate Degree who passed the necessary government
licensure examination relevant to the investigative functions of
the NBI; and
4. Successfully passed the competitive mental and physical
examinations required by the NBI.

B. The Philippine Drug Enforcement Agency (PDEA)

The Philippine Drug Enforcement Agency is the lead anti-drug
law enforcement agency responsible for preventing,
investigating, and combating any dangerous drugs, controlled
precursors, and essential chemicals within the Philippines. It is
headed by a Director General (DG) with the Cabinet rank of
Undersecretary, who is responsible for the general
administration and management of the agency. Two Deputies
Director-General assists the Director-General with the rank of
Assistant Secretary: one for Administration (DDGA) and the
other one for Operations (DDGO).

The office of the Director-General is also supported by the

Secretary for Directorial Staff, Chief of Public Information
Office (PIO), Chief of Information Technology Systems
Management Office (ITSMO), and Chief of Chemical Audit and
Management Unit (CAMU).
The Director-General of the PDEA is responsible for the
necessary changes in the organizational set-up submitted to
the DDB for approval.

Moreover, the PDEA is consists of national staff services and

regional offices to wit:
Administrative Staff

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 ● Administrative and Human Resource Service (AHRS)
● Financial Management Service (FMS)
● Logistics Management Service (LMS)
● Internal Affairs Service (IAS)
Operational Staff
● Intelligence and Investigation Service (IIS)
● Plans and Operations Service (POS)
● Legal and Prosecution Service (LPS)
● Compliance Service (CS)
● International Cooperation and Foreign Affairs
● Service (ICFAS)
● Preventive Education and Community Involvement
● Service (PECIS)
● Special Enforcement Service (SES)
● Laboratory Service (LS)
Regional Offices
It consists of 17 Regional Offices headed by Directors in the
different regions of the country, responsible for implementing
RA 9165 and the agency's policies, programs, and projects in
different regions.

PDEA Academy
PDEA maintains its own PDEA Academy temporarily located at
Camp General Mariano N. Castañeda in Silang, Cavite. The
PDEA Academy is headed by a superintendent with the rank of
director. It is responsible for the recruitment and training of all
PDEA agents and personnel. Thus, PDEA Academy formulates
basic and specialized anti-drug training courses and career
courses for all PDEA Agents and Personnel.

Legal Basis of the Philippine Drug Enforcement Agency

PDEA was established by virtue of Republic Act No. 9165, or the
Comprehensive Dangerous Drugs Act of 2002, on June 7, 2002,
and it took effect on July 4, 2002. The law defines more
concrete courses of action for the national anti-drug
campaign, imposes heavier penalties on offenders, and
reorganized the Philippine drug law enforcement system. While
the Dangerous Drugs Board remains as the policy-making and

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 strategy-formulating body in planning and formulation of
policies and programs on drug control and prevention, it
created the Philippine Drug Enforcement Agency under the
Office of the President.
The R.A. 9165 abolished the National Drug Law Enforcement
and Prevention Coordinating Center created under Executive
Order No. 61.
The Narcotics Group of Philippine National Police (PNP-NG),
Narcotics Division of National Bureau of Investigation (NBI-ND),
and the Customs Narcotics Interdiction Unit of the Bureau of
Customs (BOC-CNIU).
Under Executive Order No.206 dated May 15, 2003, these law
enforcement agencies have organized the following anti-illegal
drugs task force to support the PDEA:
● Philippine National Police - Anti-Illegal Drugs Special
● Operation Task Force (PNP-AIDSOTF);
● National Bureau of Investigation - Anti-Illegal Drugs
● Task Force (NBI-AIDTF);

Bureau of Customs - Customs Task Group/Force in Dangerous

Drugs and Controlled Chemicals (BOC-CTGFDDCC).
Powers and Duties of the PDEA S-84, R.A. 9165]
1. Implementor cause the efficient and effective
implementation of the national drug control strategy
formulated by the board, thereby carrying out a national
drug campaign program which shall include drug law
enforcement, control, and prevention campaign with the
assistance of concerned government agencies,
2. Undertake the enforcement of the provisions of Article
Il of this Act relative to the unlawful acts and penalties
involving any dangerous drug and/or controlled
precursor and essential chemical and investigate all
violators and other matters involved in the commission
of any crime relative to the use, abuse or trafficking of
any dangerous drug and/or controlled

Legal Basis of the Philippine Drug Enforcement Agency

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 PDEA was established by virtue of Republic Act No. 9165, or the
Comprehensive Dangerous Drugs Act of 2002, on June 7, 2002,
and it took effect on July 4, 2002. The law defines more
concrete courses of action for the national anti-drug
campaign, imposes heavier penalties on offenders, and
reorganized the Philippine drug law enforcement system. While
the Dangerous Drugs Board remains as the policy-making and
strategy-formulating body in planning and formulation of
policies and programs on drug control and prevention, it
created the Philippine Drug Enforcement Agency under the
Office of the President.
The R.A. 9165 abolished the National Drug Law Enforcement
and Prevention Coordinating Center created under Executive
Order No. 61.
The Narcotics Group of Philippine National Police (PNP-NG),
Narcotics Division of National Bureau of Investigation (NBI-ND),
and the Customs Narcotics Interdiction Unit of the Bureau of
Customs (BOC-CNIU).
Under Executive Order No.206 dated May 15, 2003, these law
enforcement agencies have organized the following anti-illegal
drugs task force to support the PDEA:
• Philippine National Police - Anti-Illegal Drugs Special
Operation Task Force (PNP-AIDSOTF);
• National Bureau of Investigation - Anti-Illegal Drugs
Task Force (NBI-AIDTF);
.
Bureau of Customs - Customs Task Group/Force in Dangerous
Drugs and Controlled Chemicals (BOC-CTGFDDCC).
Powers and Duties of the PDEA S-84, R.A. 9165]
1. Implementor cause the efficient and effective implementation
of the national drug control strategy formulated by the board,
thereby carrying out a national drug campaign program which
shall include drug law enforcement, control, and prevention
campaign with the assistance of concerned government
agencies,
2. Undertake the enforcement of the provisions of Article Il of
this Act relative to the unlawful acts and penalties involving
any dangerous drug and/or controlled precursor and

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 essential chemical and investigate all violators and other
matters involved in the commission of any crime relative to the
use, abuse or trafficking of any dangerous drug and/or
controlled precursor and essential chemical as provided for in
this Act and the provisions of Presidential Decree 1619;

3. Administer an oath, issue subpoena and subpoena duces

violations of this Act;
tecum relative to the conduct of investigation involving the

4.Arrest and apprehend as well as search all violators and

seize or confiscate the effects or proceeds of the crimes as
provided by law and take custody thereof, for this purpose, the
prosecutors and enforcement agents are authorized to
possess firearms, following existing laws;

5. Take charge and have custody of all dangerous drugs and/

or controlled precursors and essential chemicals seized,
confiscated, or surrendered to any national, provincial, or local
law enforcement agency if no longer needed for purposes of
evidence in court;

6. Establish forensic laboratories in each PNP office in every

province and city to facilitate action on seized or confiscated
drugs, thereby hastening its destruction without delay;

7. Recommend to the DOJ the forfeiture of properties and

other assets of persons and/or corporations found to be
violating the provisions of this Act and following the pertinent
provisions of the Anti-Money-Laundering Act of 2001;

8. Prepare for prosecution or cause the filing of appropriate

criminal and civil cases for violation of all laws on dangerous
drugs, controlled precursors and essential chemicals, and
other similar controlled substances, and assist, support, and
coordinate with other government agencies for the proper and
effective prosecution of the same;

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 9. Monitor and, if warranted by circumstances, in coordination
with the Philippine Postal Office and the Bureau of Customs,
inspect all air cargo packages, parcels, and mails in the
central post office, which appear from the package and
address itself to be a possible importation of dangerous drugs
and/or controlled precursors and essential chemicals, through
online or cyber shops via the internet or cyberspace;

10. Conduct eradication programs to destroy wild or illegal

growth of plants from which dangerous drugs may be
extracted;

11. Initiate and undertake the formation of a nationwide

organization that shall coordinate and supervise all activities
against drug abuse in every province, city, municipality, and
barangay with the active and direct participation of all such
local government units and non-governmental organizations,
including the citizenry, subject to the provisions of previously
formulated programs of action against dangerous drugs;

12. Establish and maintain a national drug intelligence system

in cooperation with law enforcement agencies, other
government agencies/offices, and local government units that
will assist in its apprehension of big-time drug lords;

13. Establish and maintain close coordination, cooperation,

and linkages with international drug control and
administration agencies and organizations, and implement the
applicable provisions of international conventions and
agreements related to dangerous drugs to which the
Philippines is a signatory;

14. Create and maintain an efficient special enforcement unit

to conduct an investigation, file charges, and transmit
evidence to the proper court, wherein members of the said unit
shall possess suitable and adequate firearms for their
protection in connection with the performance of their duties:

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 Provided, that no previous special permit for such possession
shall be required;

15. Requireal government and private hospitals, clinics,

doctors, dentists, and other practitioners to submit a report to
it, in coordination with the Board, about all dangerous drugs
and/ or controlled precursors and essential chemicals which
they have attended to for data and information purposes;

16. Coordinate with the Board for the facilitation of the

issuance of necessary guidelines, rules, and regulations for the
proper implementation of this Act; and

17. Initiate and undertake a national campaign for drug

prevention and drug control programs, where it may enlist the
assistance of any department, bureau, office, agency, or
instrumentality of the government, including government-
owned and/or controlled corporations, in the anti-illegal drugs
drive, which may include the use 53 54 of their respective
personnel, facilities, and resources for a more persistent
detection and investigation of drug-related crimes and
prosecution of the drug traffickers; MAGCNGICS

18. submit annual and periodic reports to the Board as

required from time to time, and perform such other functions
as may be authorized or required under existing laws, as
directed by the President himself/herself, or as recommended
by the congressional committees concerned.

Qualifications for PDEA Agents

1. 21-35 years old

2. 5'2" in height for males; 5' in height for females With

NCIP-issued Certificate of Confirmation
(COC) if under height]

3. Baccalaureate degree holder

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 4. Eligible for Career Service Second Level Position by [CS
Professional / Board exam passer / qualified by CSC /
under special laws]

C. The Philippine Coast Guard (PCG)

The Philippine Coast Guard (PCG) is an armed and uniformed

service tasked primarily with enforcing laws within Philippine
waters, conducting maritime security operations, safeguarding
life and property at sea, and protecting the marine
environment and resources. It is attached to the Department
of Transportation but serves as an attached service of the
Armed Forces of the Philippines in wartime.

It was used to be with the Armed Forces of the Philippines

under the Philippine Navy before it was transferred to the
Department of Transportation. The country's third armed and
uniformed service is primarily tasked with enforcing all
applicable laws within the Philippine waters, conducting
maritime security operations, safeguarding life and property
at sea, and protecting the marine environment and resources.
It currently maintains a presence throughout the archipelago,
with thirteen Coast Guard Districts, fifty-four Stations, and over
one hundred ninety Coast Guard Sub-Stations, from Basco,
Batanes to Bongao, Tawi-
Tawi.

It is headed by the Commandant of the Philippine Coast Guard.

It directly reports to the Secretary of Transportation in
maritime law enforcement and reports to the Chief of Navy in
wartime. The Deputy enforcement a nasists the commandant
for Administration and the Deputy Commandant for
Operations.

Its functional command units include The Maritime Security

Command (MARSECOM), Marine Environmental Protection
Command

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 (MEPCOM), and Maritime Safety Services Command (MSSC). Its
special operations command consists of Coast Guard Aviation
Force/ COast Guard Air Group, Special Operations Force, and
Philippine Coast Guard Auxiliary (Civilian support group).

Philippine Coast Guard Officers Basic Education and Training

Center
The PCG also operates the Philippine Coast Guard Officers'
Basic Education and Training Center (PCGOBETC), an officer
candidate school of PCG officer aspirants. Cadets taking the
Coast Guard Officers' Course (CGOC) became Probationary
Ensigns (PENS), and after graduation, they will be
commissioned as officers in the organization.

Legal Basis
1. Republic Act 5173 of the Philippine Coast Guard Law (6
August
1967) made the PCG a major unit of the Philippine Navy
under a flag officer. The PCG was activated on 10 October
1967, and its coast guard functions were transferred from
the navy.

2. Executive Order 475 (30 March 1998) separated the

Coast Guard from the Philippine Navy due to the civilian
nature of its functions.

3. Executive Order 477 (15 April 1998) effectively

transferred the PCG from the Department of National
Defense to the Office of the President and eventually to
the Department of Transportation and Communications
(DOTC).

4. Republic Act 9993, Otherwise known as the "Philippines

Coast Guard Law of 2009 , which was established as an
armed and uniformed service attached to the
Department of Transportation and Communications
(DOTC): Provided, that in times of war, as declared by

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 Congress, it will be or its parts thereof, shall be attached
to the Department of National Defense

Powers and Functions of the PCG (S-3, R.A. 9993)

1. To enforce regulations in accordance with all relevant

maritime international conventions, treaties or
instruments and national laws for the promotion of
safety of life property at sea within the maritime
jurisdiction of the Philippines and conduct port state
control implementation;

2. To inspections on all merchant ships and vessels,

including but shall not be limited to inspections prior to
departure, to ensure and enforce compliance with safety
standards, rules, and regulations;

3. To detain, stop or prevent a ship or vessel which does

not comply with safety standards, rules and regulations
from sailing or leaving port;

4. To conduct emergency readiness evaluation on

merchant marine vessels;

5. Subject to the approval of the Secretary of the DOTC,

to issue and enforce rules and regulation for the
promotion of safety and life and property at sea on all
maritime-related activities;

6. To coordinate, develop, establish, maintain and

operate aids to navigation, vessel traffic system,
maritime communications and search and rescue
facilities within the maritime jurisdiction of the
Philippines;

7. To remove, destroy or low to port, sunken or floating

hazards to navigation, including illegal fish and vessels,

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 at or close to sea lanes which may cause hazards to the
marine environment;

8. To issue permits for the salvage of vessels and to

supervise all marine salvage operations, as well as
prescribe and enforce rules and regulations governing
the same;

9. To render aid to persons and vessels in distress and

conduct search rescue in marine accidents within the
maritime jurisdiction of the Philippines, including the
high seas, following applicable international conventions.
In the performance of this function, the PCG may enlist
the services of other government agencies and the
merchant marine fleet;

10. To investigate the inquire into the causes of all

maritime accidents involving death, casualties, and
damage to properties;

11. To assist in the enforcement flaws on fisheries,

immigration, tariff and customs, forestry, firearms and
explosives, human
trafficking, dangerous drugs and controlled chemicals,
transnational crimes, and other applicable laws within
the maritime jurisdiction of the Philippines;

12. To board and inspect all types of merchant ships and

watercraft in the performance of these functions;

13. To enforce laws and promulgated and administered

rules and regulations for the protection of marine
environment and resources from offshore sources of
pollution within the maritime jurisdiction of the
Philippines;

14. To develop oil spill response, containment, and

recovery capabilities against ship-based pollution;

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 15. To grant, within the capabilities and consistent with its
mandate, requests for assistance of other government
agencies in the performance of their functions;

16. To organize, train and supervise the PCG Auxiliary

(PCGA) to assist the PC in carrying out its mandated
functions; and

17. To perform such other functions that may be

necessary for attaining the objectives of this Act (RA
9993).

Ranking System
PCG's line personnel is classified into Commissioned Officer
Ranks and Non-Commissioned Officer Ranks to wit:

Commissioned Officer Ranks

1. Admiral (ADM) - General
2. Vice Admiral (VADM) - Lieutenant General
3. Rear Admiral (RADM) - Major General
4. Commodore (COMMO) - Brigadier General
5. Captain (CAPT) - Colonel
6. Commander (CDR - Lieutenant Colonel
7. Lieutenant Commander (LCDR) - Major
8. Lieutenant (LT) - Captain
9. Lieutenant Junior Grade (LTJG) - ist Lieutenant
10. Ensign (ENS) - 2nd Lieutenant
11. Probationary Ensign (P/ENS) - Trainee Rank or
awaiting for Commissionship/Probationary 2nd
Lieutenant

Non-Commissioned Officer/Enlisted Ranks

1. First Master Chief Petty Officer (FMCPO) - First
Chief Master Sergeant
2. Master Chief Petty Officer (MCPO) - Chief Master
Sergeant

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 3. Senior Chief Petty Officer (SCPO) - Senior Master
Sergeant
4. Chief Petty Officer (CPO) - Master Sergeant
5. Petty Officer 1st Class (PO1) - Technical Sergeant
6. Petty Officer 2nd Class (PO2) - Staff Sergeant
7. Petty Officer 3rd Class (PO3) - Sergeant
8. Seaman First Class (SNI) - Corporal
9. Seaman Second Class (SN2) - Private First Class
10. Apprentice Seaman (ASN) - Private
11. Candidate Coast Guardsman (CCGM) -
Candidate Soldier

Qualifications for PCG Personnel

Commissionship/Officer
1. Natural born citizen of the Philippines with good
moral character
2. 21-24 years old on the date of the examination
3. Single
4. Minimum height of 5'o" for male and female
5. Baccalaureate degree holder
6. With Professional Civil Service Eligibility with a
rating of 82% and above or with PRC license
7. Physically and mentally qualified
8. Has passed the PCG Aptitude Battery Test for
Commissionship

Enlistment/ Non-Officer
1. Natural born citizen of the Philippines with good moral
character
2. 18-26 years old on the date of the examination
3. Single
4. Minimum height of 5'0*
5. Physically and mentally qualified under the existing
regulation of the Coast Guard Service
6. College graduate or has earned 72 units in only one
course as reflected in the TOR; OR Senior High School
Graduate provided that he/she has completed the
TESDA course relevant to the PCG mandates

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 7. Has passed the PCG Aptitude Battery Test

c. The Bureau of Immigration and Deportation (BID)

The BID is the immigration regulatory and control body of the Philippines.
The Philippine Immigration Act was established in 1940 under the
administrative supervision of the Office of the President.

A year or so later, it became an attached agency of the Department of

Justice. Later, its administrative control was returned to the Office of the
President. In 1948, the Bureau was reverted to the jurisdiction of the
Department of Justice, where it has remained up to the present time.

It is composed of the commissioner and his two associate commissioners.

The bureau was given the sole authority to enforce and administer
immigration and foreign nationals registration laws, including the
admission, registration, exclusion and deportation, and repatriation of
foreign nationals. It also supervises the immigration from the Philippines
of foreign nationals.

On July 25, 1987, President Corazon C. Aquino signed Executive Order No.
292, also known as the Administrative Code of 1987. Said order renamed
the office "Bureau of Immigration." It continues, however, to perform all the
powers and functions it had while still a commission and its head of office
remain to be called commissioner as provided under DOJ.

GENERAL FUNCTIONS

1. Acts as the primary enforcement arm of the Department of Justice

and the President of the Philippines in ensuring that all foreigners
within its territorial jurisdiction comply with existing laws;

2. Assists local and international law enforcement agencies in

securing the tranquility of the state against foreigners whose
presence or stay may be deemed threats to national security, public
safety, public morals, and public health; and

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 3.Acts as a chief repository of all immigration records on entry,
temporary sojourn, admission, residence, and departure of all
foreigners in the country.

Qualifications for Immigration Officers

1. Less than 36 years old
2. Civil Service Professional Eligibility
3. Of good moral character
4. Must pass the qualifying exams
5. Physically fit to undergo intensive training
6. College degree from a reputable school

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