POLICE ORGANIZATION AND

ADMINISTRATION
(LEA 1)

POLICE ADMINISTRATION & MANAGEMENT CONCEPTS

The setting below shows that management is related with administration in an organizational environment.
Management pertains to the utilization of available resources in an organization while administration refers to
the processes used. The organization with management and administration is directed towards the achievement
of goals and objectives. Goals are broad statements of general and long-term organizational purposes often
used to define the role of the police, for instance, to prevent crime, maintain order or help solve community
problems. Objectives are specific short-term statements consistent with an organization’s goal.

Both goals and objectives are important because they help to identify the expectations of what the police
are doing and how productively (efficient and effective) they perform.

Police Productivity and Managerial Performance

An effective police manager must be concerned with the productivity of police work teams and their
members. Productivity means the summary of measures of the quantity and quality of police work performance
achieved with resource utilization considered.

Good police managers establish and support the conditions needed to ensure high productivity for
themselves, for individual contributors, for their work units, and for the organization as a whole. This involves a
commitment to the accomplishment of two different but complimentary, police performance outcomes:

 Police Effectiveness - measures whether or not important task goals are being attained
 Police Efficiency - measures how well resources are being utilized.
Performance Effectiveness + Performance Efficiency

= High Productivity

The formula illustrates that one outcome is not enough; achieving high productivity requires both
performance effectiveness and efficiency.

POLICE MANAGEMENT PROCESSES

The management process involves Planning – Organizing – Leading – Controlling the use of
organizational resources to achieve high performance results.

1. Planning – is the process of setting performance objectives and identifying the actions needed to
accomplish them.
2. Organizing – is the process of dividing the work to be done and coordinating results to achieve a
desired purpose.
3. Leading – is the process of directing and coordinating the work efforts of other people to help them
accomplish an important task.
4. Controlling – is the process of monitoring performance, comparing results to objectives and taking
corrective action as necessary.

Police Managerial Activities and Roles

Interpersonal Roles – working directly with other people

 Figurehead – hosting and attending official ceremonies
 Leadership – creating enthusiasm and serving peoples’ needs
 Liaison – maintaining contacts with important people and groups

Informational Roles –exchange information with other people

 Monitor – seeking out relevant information
 Disseminator – sharing information with insiders
 Spokesperson – sharing information with outsiders

Decisional Roles – make decisions that affect other people

 Entrepreneur – seeking problems to solve and opportunities to explore
 Disturbance handler – helping to resolve conflicts
 Resource Allocator – allocating resources to various uses
 Negotiator – negotiating with other parties

ORIGIN OF THE WORD “POLICE”

POLITEIA – Greek word which means government of the city
POLITIA – Roman word which means condition of the State or Government
POLICE – French word which was later adopted by the English language.

ORGANIZATION defined

It is a form of human association for the attainment of a goal or objective. It is the process of identifying
and grouping the work to be performed, defining and delegating responsibility and authority establishing
relationships for the purpose of enabling people work effectively.

POLICE ORGANIZATION defined

Police organization is a group of trained personnel in the field of public safety administration engaged in
the achievement of goals and objectives that promotes the maintenance of peace and order, protection of life
and property, enforcement of the laws and the prevention of crimes.

The organization of the police force commonly requires the following organizational units:

Functional Units

1. Bureau – the largest organic functional unit within a large department. It comprises of numbers of
divisions.
2. Division – a primary subdivision of a bureau.
3. Section – functional unit within a division that is necessary for specialization.
4. Unit – functional group within a section; or the smallest functional group within an organization.

Territorial Units

1. Post – a fixed point or location to which an officer is assigned for duty, such as a designated desk
 or office or an intersection or cross walk from traffic duty. It is a spot location for general guard duty.
2. Route – a length of streets designated for patrol purposes. It is also called LINE BEAT.
3. Beat – An area assigned for patrol purposes
whether foot or motorized.
4. Sector – An area containing two or more beats, routes, or posts.
5. District – a geographical subdivision of a city for patrol purposes usually with its own station.
6. Area – a section or territorial division of a large city each comprised of designated districts.

Key Terminologies

1. Sworn Officers – all personnel of the police department who have oath and possess the power to
arrest.
2. Superior Officer - one having supervisory
responsibilities either temporarily or permanently, over officers of lower rank.
3. Commanding Officer - an officer who is in
command of the department, a bureau, a division, an area, or a district.
4. Ranking Officer – an officer is more senior in rank/higher in rank in a team or group.
5. Length of Service - the period of time that
has elapsed since the oath of office was administered. Previous active services may be included or added.
6. On Duty - the period when an officer is actively engaged in the performance of his duty.
7. Off Duty - the nature of which the police officer is free from specific routine duty.
8. Special Duty - the police service, its nature, which requires that the officer be excused from the
performance of his active regular duty.
9. Leave of Absence – the period which an officer is excused from active duty due to any valid/acceptable
reason and the same has been approved by a higher authority.
10. Sick Leave - period which an officer is excused from active duty by reason of illness or injury.
11. Suspension - a consequence of an act which
temporarily deprives an officer from the privilege of performing his duties as a result of violating directives or
other department regulations.
12. Department Rules - rules established by department directors/supervisors to control the conduct of the
members of the police force.
13. Duty Manual - describes the procedures and
defines the duties of officers assigned to specified post or position.
14. Order - an instruction given by a ranking officer to a subordinate, either (a) General Order; (b)
Special; or (c) Personal
15. Report - usually a written communication unless otherwise specifies to be verbal reports; verbal reports
should be confirmed by written communication.
Types of Police Organizational Structures

Line Organization

The straight-line organization, often called the individual, military or departmental type of organization, is
the simplest and perhaps the oldest type but it is seldom encountered. Its channels of authority and
responsibility extends in a direct line from top to bottom within the structures, authority is definite and absolute.

While the line type of organization has many advantages, it also has some inherent weaknesses which, for
many organizations, make its use impractical. Perhaps its greatest advantage is that, it is utterly simple. It
involves a division of the work into units of eighth persons with a person in charge who has
complete control and who can be hold directly responsible or accountable for results, or lack of them.

Functional Organization

The functional organization in its pure form is rarely found in present day organizations, except at or near
the top of the very large organizations. Unlike the line type of structure, those establishments organized on a
functional basis violate the prime rule that men perform best when they have but one superior. The functional
responsibility of each “functional manager” is limited to the particular activity over which he has control,
regardless of who performs the function.

Line and Staff Organization

The Line and Staff organization is a combination of the line and functional types. It combines staff
specialist such as the criminalists, the training officers, the research and development specialists, etc. Channels
of responsibility are to “think and provide expertise” for the line units. The line supervisor must remember that he
obtains advice from the staff specialists.

In normal operations, the staff supervisor has line commands but with recognized limitations such as
coordination between line and staff personnel which can be achieved without undue friction. Failure to recognize
these line and staff relationship is the greatest and most frequent source of friction and a barrier to effective
coordination. The advantage of this kind would be - it combines staff specialist or units with line organization so
that service of knowledge can be provided line personnel by specialist.

Classification of Line, Staff, and Auxiliary Function

Whatever their method of grouping internal activities, all bureaucratic agencies segregate the function of
line, staff, and auxiliary personnel. The reasons for this tripartite classification are best explained by examining
each of the functions.

Line Functions: Line functions are the “backbone” of the police department; they include such operations
as patrol, criminal investigation, and traffic control, as well as supervision of the personnel performing those
operations. Line functions are carried out but “line members,” including the patrol officer, the detective, the
sergeant, the lieutenant, the captain, and the chief of police. Line members are responsible for:
 Carrying out the major purposes of the police department.
 Delivering the services provided by the department.
 Dealing directly with the department’s
clientele.
 Making final decisions with respect to the activities they perform.

Staff Functions: Staff functions are those operations designed to support the line functions. Staff
members are necessarily advisors who are typically assigned to planning, research, legal advice, budgeting,
and educational services. Staff members are often civilians with specialized training who serve within the
department but do not deal with daily operations on the street. Their main function is to study police policies and
practices and to offer proposals to the chief executive of the department. Staff personnel tend to be:
 Highly specialized.
 Involved in an advisory capacity
 Detached from the public
 Not directly responsible for the decisions made by department executive.
 Auxiliary Functions: Auxiliary functions involve the logistical operations of the department. These include
training, communications, jailing, maintenance, record keeping, motor vehicles, and similar operations.

ELEMENTS OF ORGANIZATON

Specialization
The grouping of activities and segregation of line, staff, and auxiliary functions are large-scale examples of
specialization within a bureaucratic organization.
Specialization of an individual level is also important in all organizations, since it must be expected that
some members will know more, perform better and contribute more in one area of activity than in others.
Disparities in job ability among persons may be the result of physical attributes, mental aptitude, skills, interests,
education, training, motivation, or adaptation, among other factors.

Specialization Defined: Specialization is the assignment of particular workers to particular tasks. Thus, it
can be thought of in terms of either jobs or people.
Specialization of people (specialists) is the designation of particular persons as having expertise in a
specific area of work. Here, specialization signifies the adaptation of an individual to the requirements to some
technical tasks through training, conditioning or extensive on-the-job experience.
Example: Areas of police specialization include undercover works, crime scene operations, legal advising,
computer work, planning, community relations, drug reaction, gang activities, or SWAT operations.

Hierarchy of Authority
If all persons within an organization were given the freedom to do what they like (and to refuse to do what
they dislike), there would be little likelihood of accomplishment. Any collaborative effort such as that in a police
department requires a system of checks and controls on individual behavior. Hence, the department must have
a person or persons with authority to direct the actions of workers and ensure compliance with standards in
order to achieve the department’s goals.

Hierarchy defined: A hierarchy represents the formal relationship among superiors and subordinates in
any given organization. It can be visualized as a ladder, with each rung (or rank) representing a higher or lower
level of authority.

Each rank or position on a hierarchical ladder has specific rights while at the same time owing specific
duties to the positions above and below it. Any particular position of the ladder is expected to direct and control
the activities of the ranks while obeying the directions and instructions received from higher ranks.

Authority Defined: Authority is the right to command and control the behavior of employees in lower
positions within an organizational hierarchy. A hierarchy thus serves as the framework for the flow of authority
downward (and obedience upward) through the department.
Example: Authority can be illustrated by the situation in which a subordinate abstains from making his or
her choice among several courses of action and instead automatically accepts the choice made by the
supervisor regardless of whether one personally agrees.
Authority Roles: Authority within an organization must be viewed in terms of prescribed roles rather than of
individuals. A particular position within an organization carries the same authority regardless of who occupies
that position. While the personality of the
occupant may change the style or manner in which authority is exercised, it should increase or decrease the
basic obligations of the occupant toward those in subordinate positions.
Example: The authority of a police chief stems from the role that a chief executive must play – whether he
or she is referred to as chief, superintendent, commissioner, or some other title, and regardless the size or
location of the department he or he commands.
Span of Control
A span of control is the maximum number of subordinates at a given position that superior can supervise
effectively.

Determining the Span of Control

Effective organization requires that only a manageable number of subordinates be supervised by one
person at any given time. This number will, of course, vary – not only from one organization to another
(depending on each organization’s definition of “effective supervision”) but also within each organization
depending on the number of task and the size of personnel available at a given time.

Delegation of Authority
Delegation is the conferring of an amount of authority by a superior position onto a lower-level position.
The person to whom authority is delegated becomes responsible to the superior for doing the assigned job.
However, the delegators remain accountable for accomplishment of the job within the guidelines and quality
standards of the agency.

Unity of Command
Traditional theories of organization insisted that each employee should have only one supervisor of
“boss” and considered this principle of “unity of command” the backbone of any organizational structure. Thus, a
patrol officer, for example, would always receive orders from one sergeant and would always report to that
same sergeant. If the officer was instructed or advised by a detective, garage sergeant, or any other
administrator (with the possible exception of the chief), the officer is expected to check with his or her sergeant
before taking any action.

Formal Communication
Basically, communication is the process of sharing and understanding an information on common subjects.
More precisely, it is an intercourse between, two or more people by means of words, letters symbols, or
gestures for the purpose of exchanging information. Procedures, channels and standardized languages are
essential to effective communication within such large organization.

While the eight elements previously discussed are crucial to any police organization, they would remain
fragmented without some means of integrating them into a meaningful and practical whole. The integrating
element is communication. Through communication, personnel are kept informed of the objectives of the
organization, of the means selected for achieving them, and of the information necessary for the continuing
operation of the department. Effective communication would ensure a common understanding of department
goals, policies, and procedures and this helps to bind the agency together.

PRINCIPLES OF POLICE ORGANIZATION

Police organizations are either formal or informal. Formal organizations are highly structured while
informal organizations are those without structures.
 Every formal police organization whether small or large are governed by the following principles:

1. Principle of Unity of Objectives - an organization is effective if it enables the individuals to contribute

to the organization’s objectives.

2. Principle of Organizational Efficiency – organization structure is effective if it is structured in such a

way to aid the accomplishment of the organization’s objectives with a minimum cost.

3. Scalar Principle – shows the vertical hierarchy of the organization which defines an unbroken chain of
units from top to bottom describing explicitly the flow of authority. The scalar principles are:

a. Line of Authority and Chain of Command

- This principle of organization suggests that communications should ordinarily go upward through established
channels in the hierarchy. Diverting orders, directives, or reports around a level of command usually has
disastrous effects on efficiency of the organization.
b. The Span of Control of a supervisor over personnel or units shall not mean more than what he can
effectively direct and coordinate. In span of control, levels of authority shall be kept to a minimum.
c. The Delegation of authority shall carry with
it a commensurate authority and the person to whom the authority is delegated shall be held accountable
therefore. It implies that delegation must carry with its appropriate responsibility.
d. The Unity of Command - explains that subordinates should only be under the control of one superior.

4. Functional Principle – refers to division of work according to type, place, time and specialization.

5. Line and Staff – implies that a system of varied functions arranged into a workable pattern. The line
organization is responsible for the direct accomplishment of the objectives while the staff is responsible for
support, advisory or facilitative capacity.

6. Principle of Balance – states that the application of principles must be balanced to ensure the
effectiveness of the structure in meeting organization’s objectives.

7. Principle of Delegation by Results – states that authority delegated should be adequate to ensure the
ability to accomplish expected results.

8. Principles of Absoluteness of Responsibility – explains that the responsibility of the subordinates to

their superior for performance is absolute and the superior cannot escape responsibility for the organization on
activities performed by their subordinates.

9. Principle of Parity and Responsibility – explains that responsibility for action cannot be greater than
that implied by the authority delegated nor should it be less.

10. Authority Level Principle – implies that decisions within the authority of the individual commander
should be made by them and not be returned upward in the organizational structure.

11. Principle of Flexibility – means that the more flexible the organization, the more it can fulfill its
purpose.

OTHER PRINCIPLES OF POLICE ORGANIZATION

 Grouping of Similar Task
Tasks, similar or related in purpose, process, method, or clientele should be grouped together in one or
more units under the control of one person. Whenever practicable, every function of the police force shall be
assigned to a unit.

a. According to Function - The force should be organized primarily according to the nature of the basis to
be performed. It should be divided into groups so that similar and related duties may be assigned to each.

b. According to Time Frame - The elements are divided into many shifts or watches according to the
time of the day. This is the most elementary form of police organization. Any large functional unit can also be
organized according to time if the demand exists.

c. According to Place of Work - A territorial distribution of a platoon accomplished by assigning

patrolman on beats is necessary to facilitate the direction and control of the officers and to ensure suitable patrol
service at every point within the jurisdiction. Patrolman on street duty is usually under the supervision of a patrol
sergeant. When the number of patrolmen is great, it may be desirable to divide them into squads assigned to
specific sectors of jurisdiction with a sergeant in charge of each squad.

d. According to Level of Authority - A police department is always divided according to the level of
authority. For example, there will be some patrolmen, sergeants, some lieutenants, some captains and so on.
Vertical combinations of superior officers, with each rank at a different level of authority from any other, from
channels through which operations may be directed and controlled can be adopted in certain cases to ensure
coordination.

Specialization Based on Need

Specialized units should be created only when overall departmental capability is thus significantly
increased. Specialization is a principle of organization which is the result of the division of the force into
separate units. The degree of specialization is determined by the size and sophistication of the department and
by the extent to which unit has exclusive responsibility for the performance of each group of the operational
task.

LAW ENFORCEMENT AGENCY - pertains to an organization responsible for enforcing the laws. The collective
term for professionals who are dedicated to upholding and enforcing the laws and statutes that are currently in
force in a given jurisdiction.

THEORIES OF POLICE SERVICE

1) HOME RULE THEORY
- policemen are regarded as servants of the community who rely for the efficiency of their functions upon the
express needs of the people.
- policemen are civil servants whose key duty is the preservation of public peace and security.

2) CONTINENTAL THEORY
- policemen are regarded as servants of the higher authorities.
- the people have no share or have little participation with the duties nor connection with the police organization.

CONCEPTS OF POLICE SERVICE

1) OLD CONCEPT
- police service gives the impression of being merely a suppressive machinery.
 - this philosophy advocates that the measurement of police competence is the increasing number of arrests,
throwing offenders in detention facilities rather than trying to prevent them from committing crimes.
2) MODERN CONCEPT
- regards police as tline of defense of the criminal justice system; an organ of crime prevention.
- police efficiency is measured by the decreasing number of crimes.
- broadens police activities to cater to social services and has for its mission the welfare of the individual as well
as that of the community in general.

ORGANIC UNITS IN A POLICE ORGANIZATION

1. OPERATIONAL UNITS - those that perform primary or line functions; examples of which are patrol, traffic,
investigation and vice control.

2. ADMINISTRATIVE UNITS - those that perform the administrative functions; examples of these are personnel,
finance, planning and training.

3.SERVICE UNITS - those that perform auxiliary functions; examples of which are communication and records
management.

ORGANIZATIONAL STRUCTURE - the systematic arrangement of the relationship of the members, positions,
departments and functions or work of the organization. It is comprised of functions, relationships, responsibilities
and authorities of individuals within the organization.

ORGANIZATIONAL CHART - an illustration in the form of a chart which represents the organizational structure.
The mechanical means of depicting the organizational structure.
PHILIPPINE POLICING SYSTEM
On January 9, 1901, the Metropolitan Police Force of Manila was organized pursuant to
Act No. 70 of the Taft Commission. This has become the basis for the celebration of the anniversary of the
Manila’s Finest every 9th of January.
1. ACT 175 – entitled “An Act Providing for the Organization and Government of an Insular Constabulary,
and for the Inspection of the Municipal Police.” established on August 8, 1901.

CAPT. HENRY ALLEN – the first chief of the Philippine Constabulary in 1901.

2. ACT 183 – enacted on July 13, 1901, created the

Manila Police Department.

CAPT GEORGE CURRY - the first Chief of Police of the Manila Police Department in 1901.

3. R.A. 4864 – otherwise known as the Police Act of 1966, enacted on August 8, 1966; created the Police
Commission (POLCOM) as a supervisory agency to oversee the training and professionalization of the local
police forces under the Office of the President; later POLCOM was renamed into National Police Commission
(NAPOLCOM)

Martial Law Period

4. P.D. 765 – otherwise known as the Integration Act of 1975, enacted on August 8, 1975; established the
Integrated National Police (INP) composed of the Philippine Constabulary (PC) as the nucleus and the
integrated local police forces as components, under the Ministry of National Defense.
- transferred the NAPOLCOM from the Office of the President to the Ministry of National Defense.
5. R.A. 6975 – otherwise known as the Department of the Interior and Local Government Act of 1990,
enacted on December 13, 1990; reorganized the DILG and established the Philippine National Police, Bureau of
Fire Protection, Bureau of Jail Management and Penology and the Philippine Public Safety College.

6.R.A. 8551 – otherwise known as the Philippine National Police Reform and Reorganization Act of 1998,
enacted on February 25, 1998; this law amended certain provisions of RA 6975.

7. RA 9708 - law amending the provisions of RA 6975 and RA 8551 on the minimum educational qualification
for appointment to the PNP and adjusting the promotion system; approved on 12 August 2009.
“AN ACT EXTENDING FOR FIVE (5) YEARS THE REGLEMENTARY PERIOD FOR COMPLYING WITH THE
MINIMUM EDUCATIONAL QUALIFICATION FOR APPOINTMENT TO THE PHILIPPINE NATIONAL POLICE
(PNP) AND ADJUSTING THE PROMOTION SYSTEM THEREOF, AMENDING FOR THE PURPOSE
PERTINENT PROVISIONS OF REPUBLIC ACT NO. 6975 AND REPUBLIC ACT NO. 8551 AND FOR OTHER
PURPOSES”

IMPORTANT FILIPINO PERSONALITIES IN THE EVOLUTION OF PHILIPPINE POLICING

1. BRIGADIER GENERAL RAFAEL CRAME
- the first Filipino Chief of the Philippine Constabulary on December 17, 1917.
2. COL. ANTONIO TORRES
- the first Filipino Chief of Police of the Manila Police Department in 1935.
3. COL. LAMBERTO JAVALERA
- the first Chief of Police of the Manila Police Department after the Philippine Independence from the United
States of America in 1946.

4. P/DIR GEN CESAR NAZARENO

- the first chief of the Philippine National Police.

HIGHLIGHTS OF RA 6975 – THE DEPARTMENT OF THE INTERIOR AND LOCAL GOVERNMENT ACT OF
1990, RA 8551 – THE PHILIPPINE NATIONAL POLICE REFORM AND REORGANIZATION ACT OF 1998 and
RA 9708

THE DEPARTMENT OF THE INTERIOR AND LOCAL GOVERNMENT (DILG)

- formerly Department of Local Government (DLG)
- reorganized under R.A. 6975

ORGANIZATION:
Composition:
-the Department proper
-existing bureaus and offices of the DILG
-the National Police Commission
-the Philippine Public Safety College (PPSC)
-Philippine National Police (PNP)
-Bureau of Fire Protection (BFP)
-Bureau of Jail Management and Penology
(BJMP)
-the PPSC, PNP, BFP and BJMP were created under RA 6975.
-headed by the Secretary to be appointed by the President and who shall serve at the pleasure of the
President.
-the Secretary shall be assisted by two (2) Undersecretaries and three (3) Assistant Secretaries.
-Undersecretary for Local Government.
-Undersecretary for Peace and Order.
-No retired or resigned military officer or police official may be appointed as Secretary within one (1) year from
date of retirement or resignation.
 -the Secretary is also the ex officio chairman of the
National Police Commission.

RELATIONSHIP OF THE DILG WITH THE DEPARTMENT OF NATIONAL DEFENSE (DND)

-under RA 6975, the Armed Forces of the Philippines (AFP) was in charge with external security while the DILG
was in charge with internal security.
- under RA 8551, the DILG shall be relieved of the primary responsibility on matters involving suppression of
insurgency and other serious threats to national security. The PNP shall through information gathering and
performance of its ordinary police functions supports the AFP on matters involving suppression of insurgency.

NATIONAL POLICE COMMISSION

-an agency attached to the DILG for policy coordination.
-shall exercise administrative control and operational supervision over the PNP.

COMPOSITION:
- consists of a Chairperson, four (4) regular Commissioners and the Chief of PNP as ex officio member.
- shall serve a term of office of six (6) years without reappointment or extension.
-three of the regular Commissioners shall come from civilian sector who are neither active nor former members
of the police or military.
- the fourth regular commissioner shall come from the law enforcement sector either active or retired. Provided,
that an active member of a law enforcement agency shall be considered resigned once appointed.
- at least one (1) of the four regular commissioners shall be a woman.
- from among the three regular commissioners from the civilian sector, the Vice Chairperson shall be chosen.
- the Vice Chairperson shall act as the Executive Officer of the Commission.

THE PHILIPPINE NATIONAL POLICE (PNP) ORGANIZATION

The PNP is composed of a national headquarters, regional headquarters, provincial headquarters,

district headquarters or municipal stations. At the national level, the PNP maintains its national headquarters in
Camp Crame, Metropolitan Manila which houses the directorial staff, service staff and special support units.

PNP Staff and Support Units

A. The Chief of the Philippine National Police has the rank of Police General in the Armed Forces of the
Philippines with a four-star rank. He is assisted by a Personal Staff composed of:
 The Inspector General
 Aide-de-Camp
 Command Police Non-Commissioned Officer
B. Deputy Chief of Philippine National Police for Administration.
C. Deputy Chief of Philippine National Police for Operations
D. The Chief of Directorial Staff is assisted by a Secretary, Directorial Staff.

The two Deputies and the Chief of Directorial Staff have the rank of Police Lieutenant General,
equivalent to a three-star rank in the Armed Forces of the Philippines.

CAMP RAFAEL CRAME

- the national headquarters of the Philippine National Police, located in Quezon City
- houses the offices of the following:
1. Chief, PNP
2. two (2) deputy chiefs
3. Chief, Directorial Staff
4. ten (10) directorial staff
5. ten (10) administrative support units
6. ten (10) operational support units

Directorial Staff (Functional Staff)

 Directorate for Personnel - Record Management
 Directorate for Intelligence
 Directorate for Operations
 Directorate for Investigation
 Directorate for Logistics
 Directorate for Plans
 Directorate for Comptrollership
 Directorate for Police Community Relations
 Directorate for Human Resources and Doctrine Development
 Directorate for Research and Development

Administrative Support Units

 Logistics Support Service Legal Service
 Medical and Dental Service
 Computer Service
 Crime Laboratory Support Service
 Engineering Service
 Headquarters Support Service
 Finance Service
 Communications-Electronics Service
 Captain Service

Operational Support Units

 Criminal Investigation Command
 Narcotics Command absorbed into the PDEA
 Traffic Management Command
 Intelligence Command
 Special Action Force Command
 Security Command
 Civil Security Force Command
 Maritime Command
 Police Community Relations Command
 Aviation Security

The Powers and Functions of the PNP

1. Enforce all laws and ordinances relative to the protection of lives and properties;
2. Maintain peace and order and take all necessary steps to ensure public safety;
3. Investigate and prevent crimes, effect the arrest of criminal offenders, bring offenders to justice and
assist in their prosecution.
4. Exercise the general powers to make arrest, search and seizure in accordance with the Constitution
and pertinent laws.
5. Detain and arrest person for a period not beyond what is prescribed by law, informing the person so
detained of all his/her 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 operation of security agencies and issue licenses to operate
security agencies and to security guards and private detectives for the practice of their profession; and
8. Perform such other duties and exercise all other functions as may be provided by law. One of these is
the Forestry Law wherein the PNP is primary enforcer in coordination with the Department of Environment and
Natural Resources (DENR).

REPUBLIC ACT No. 11200

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

The Rank Classification of the PNP Personnel

POLICE RANKS EQUIVALENT ABBREVIATIONS MILITARY RANKS

A. COMMISSIONED OFFICERS:

Police General = General Police Lieutenant General = Lt. General Police Major General=
Maj. General Police Brigadier General = Brig.Gen.
Police Colonel = Colonel Police Lieutenant Colonel = Lt. Colonel Police Major =
Major
Police Captain = Captain Police Lieutenant = Lieutenant

B. NON-COMMISSIONED OFFICERS:

Police Executive Master Sergeant = Master

Sergeant
Police Chief Master Sergeant = Tech. Sergeant Police Senior Master Sergeant = Staff Sergeant Police
Master Sergeant = Sergeant Police Staff Sergeant = Corporal
Police Corporal = Private 1st Class
Patrolman/woman = Private
Police Chief Master Sergeant
(P/CMS)

Police Senior Master Sergeant

(P/SMS)

Police Master Sergeant (P/MSg)

Police Staff Sergeant (P/SSg)

Police Corporal (P/Cpl)

Patrolman / Patrolwoman (Pat)

 C. Cadets of the Philippine National Police Academy (PNPA) are classified above the Police Captain and
below the Lieutenant rank in the PNP.

PNP: National in Scope - Civilian in Character

National in scope simply means that the PNP is a nationwide government organization whose jurisdiction
covers the entire breadth of the Philippine archipelago which extends up to the municipality of Kalayaan islands in the
province of Palawan. All PNP personnel both the uniformed and non-uniformed components are national government
employees.
Insignia Rank
Civilian in character means that the PNP is not a part of the military. Although, it retains some military attributes such
as discipline. It shall adopt unique non- military cultures, Code of Ethics, and Standard of Professional conduct
comparable to the civilian police
Police forces(P/GEN)
General of other countries
The Achievement of Professional Conduct and Exemplary Behavior among PNP members
A PNP member as a Law Enforcer and an Agent of a Person in Authority is a model citizen of the
community. Police
He is Lieutenant
looked uponGeneral
as the (P/LT.GEN)
paragon of virtues and a protector of the people. He has chosen a
noble profession of high risk and dedicated service to protect the rights, lives and properties of the people
whom he had sworn to serve with utmost dedication. In this regard, each PNP member is mandated to strictly
adhere to the Police Code of Professional Conduct and Ethical Standards. Swift punishments are rendered to
erring members while
Police proper
Major recognition
General for exemplary achievements is given to deserving ones. Merit and
(P/M.GEN)
performance, qualifications and mandatory promotional courses are instituted for acceleration in the career
ladder. Continuing education and leadership development aside from moral values enhancement are the
keys to dynamic professional groups of PNP members.
Police Brigadier General (P/B.GEN)
The PNP Doctrine of Development
Police Doctrine is a doctrine of preservation. Therefore, it is a truism that the basic weapon of a
policeman is the excellent knowledge of the law he is enforcing and that the gun is only secondary or a
defensive weapon. An ordinary
Police Colonel (P/COL)policeman is expected to be a one-man staff, operator, fiscalizer and
prosecutor in the court of law. On top of this, he is also expected to behave civilly as a model citizen of his
community as a protector of human rights. The battleground of a policeman is the court of law and the center
stage of his action is community wherein the spectators are the citizens he has sworn to serve with utmost
dedication. As quoted
Police by no less
Lieutenant that the
Colonel Chief, PNP, Director General Ricardo A. Sacramento II “Rigors of
(P/LT.COL)
police work, more than anything else, touch the lives of every citizen as they go through their daily routine.”
This is mirrored by the often-quoted maxim, verbalized by August Vollmer who said:

Police Major (P/MAJ)

Police Captain (P/CAPT)

Police Lieutenant (P/LT)

Police Executive Master Sergeant

(P/EMS)
 “Average citizen expects the police officer to have the wisdom of Solomon, the courage of David, the
strength of Samson, the patience of Job, the leadership of Moses, the faith of Daniel, the diplomacy of Lincoln, the
tolerance of the carpenter of Nazareth, the kindness of the Good Samaritan, and finally, an intimate knowledge of
every branch of natural, biological and social sciences. If he possesses all these qualities, then he might be a
good policeman.”

Community Oriented Policing System (COPS)

In the Philippines, a revolutionized concept in modern policing and a new strategy for delivering basic
police services adhering to the following basic concepts have been adopted – the so-called COPS:

a. The police and community are co-producers of police vices. Hence, peace and order are shared joint
responsibility of the community and the police.
b. Puts emphasis on the proactive or pre-emptive system of policing capitalizing on the active and vigilant
actions and participation of the citizenry.
c. It is a Problem Oriented Policing System (POPS), which is zeroed in to the root causes of the problem
and its solution.

PHILIPPINE NATIONAL POLICE

- organized pursuant to RA 6975, as amended by RA 8551
- a law enforcement agency under the DILG.
- under administrative control and operational supervision of the National Police Commission.
- it is an organization that is national in scope and civilian in character as provided by Article XVI,
Section 6 of the 1987 Philippine Constitution: “The state shall establish and maintain one police force which shall
be national in scope and civilian in character…”
- headed by the Chief, PNP, with the rank of Director General, appointed by the President and who shall
serve a term of office of four (4) years.

NATIONAL IN SCOPE
- means that the PNP is a nationwide government organization whose jurisdiction covers the entire breadth of
the Philippine archipelago.
- all uniformed and non-uniformed personnel of the PNP are national government employees.

CIVILIAN IN CHARACTER
- means that that the PNP is not a part of the military, although it retains some military attributes such as
discipline.

POWERS AND FUNCTIONS OF THE PNP

- Enforces all laws and ordinances relative to the protection of lives and properties;
- Maintains peace and order and take all necessary steps to ensure public safety;
- Investigates and prevent crimes, effect the arrest of criminal offenders, bring offenders to justice and assist in
their prosecution;
- Exercises the general powers to make arrest, search and seizure in accordance with the Constitution and
pertinent laws;
- Detains 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;
- Issues licenses for the possession of firearms and explosives in accordance with law;
- Supervises and controls the training and operations of security agencies and issue licenses to operate security
agencies and to security guards and private detectives, for the purpose of their professions.

ORGANIZATION and COMPOSITION OF THE PNP

-shall be headed by a Chief who shall be assisted by
two (2) deputy chiefs:
-Deputy Chief for Administration.
-Deputy Chief for Operations.
-the Chief PNP and the two (2) deputy chiefs shall be appointed by the President.
-no officer who is retirable within six (6) months shall be appointed Chief.
-the PNP shall be composed of a national office, regional offices, provincial offices, district offices, and city or
municipal stations.
POLICE REGIONAL OFFICES
-the PNP is divided into seventeen (17) Police Regional Offices (PRO), each headed by a Regional Director;

 PRO 1 – 13, NCRPO, CAR (PRO COR), and BARMM (PRO BAR)

Regional Offices Area of Responsibility Provincial/City/District Regiona

Offices l
Director
National Capital National Capital Region – Metro 5 (All District Offices) PMGen. Vicente
Region Police Office Manila D. Danao Jr.
(NCRPO)
Police Regional Office Region 1 – Ilocos Region PBGen.
4 (All Provincial Offices) Emmanuel
1 (PRO1)
B. Peralta
Police Regional Office Region 2 – Cagayan Valley PBGen.
6 (5 Provincials, 1 City)
2 (PRO2)
Crizaldo
O. Nieves
Police Regional Office Region 3 – Central Luzon 9 (7 Provincials, 2 Cities) PBGen.
3 (PRO3) Valeriano
T. De Leon
Police Regional Region IV-A – CALABARZON 5 (All Provincial Offices) PBGen. Felipe
Office 4A (PRO4A) R. Natividad
Police Regional Region IV-B – MIMAROPA 6 (5 Provincials, 1 City) PBGen. Pascual
Office 4B (PRO4B) G. Muñoz Jr.
Police Regional Office Region V – Bicol Region PBGen.
7 (6 Provincials, 1 City) Bartolome
5 (PRO5)
R. Bustamante
Police Regional Office Region VI – Western Visayas 8 (6 Provincials, 2 Cities) PBGen.
6 (PRO6) Rolando F.
Miranda
Police Regional Office Region VII – Central Visayas/ Cebu 7 (4 Provincials, 3 Cities) PBGen. Ronnie
7 (PRO7) S. Montejo
Police Regional Office Region VIII – Eastern Visayas/ Leyte 8 (6 Provincials, 2 Cities) PBGen.
8 (PRO8) Ronaldo F. De
Jesus
PROVINCIAL POLICE OFFICES

Police Regional Office Region IX – Zamboanga Peninsula 4 (3 Provincials, 1 City) PBGen.

9 (PRO9)
Ronaldo Genaro
E. Ylagan
Police Regional Region X – Northern Mindanao 7 (5 Provincials, 2 Cities) PBGen. Rolando
Office 10 (PRO10) B. Anduyan
Police Regional Region XI – Davao Region 6 (5 Provincials, 1 City) PBGen. Filmore
Office 11 (PRO11) B. Escobal
Region XII – SOCKSARGEN/
Police Regional Bangsamoro barangays in 6 (4 Provincials, 2 Cities) PBGen.
Office 12 (PRO12)
North Cotabato[14] Michael John F.
Dubria
Police Regional Region XIII – CARAGA/ Butuan 6 (5 Provincials, 1 City) PBGen. Romeo
Office 13 (PRO13) M. Caramat
Police Regional BARMM– Bangsamoro Autonomous
Region in PBGen. Samuel
Office Bangsamoro 5 (All Provincial Offices) P. Rodriguez
Autonomous Muslim Mindanao
Region (PRO BAR) and Cotabato City / Excluding
[14] Bangsamoro barangays in North
Cotabato
Police Regional Cordillera Administrative Region 7 (6 Provincials, 1 City) PBGen. R'Win
Office Cordillera SA Pagkalinawan
(PRO COR)
-for every region, there are provincial offices, each headed by a Provincial Director
-in large provinces, police districts may be established to be headed by a District Director
-at the city or municipal levels or stations, each is headed by a Chief of Police

DISTRICT OFFICES
NCRPO is divided into five (5) districts, each headed by a District Director:
1. Manila Police District (MPD) (formerly Western Police District)- Manila
2. Eastern Police District (EPD) – Marikina, Pasig, San Juan and Mandaluyong,
3. Northern Police District (NPD) – Caloocan, Malabon, Navotas and Valenzuela (CAMANAVA)
4. Quezon City Police District (QCPD) – (formerly known as Central; Police District – Quezon City
5. Southern Police District (SPD) – Pasay, Makati, Paranaque, Las Pinas, Muntinlupa, Taguig and Pateros

MANNING LEVELS (POLICE-TO-POPULATION RATIO)

1:500 – nationwide average
1:1000 – minimum police-to-population ratio

KEY POSITIONS AND THEIR CORRESPONDING RANKS IN THE PNP

 Chief – highest position in the PNP, with the rank of Director General.
 Deputy Chief for Administration – the second-in command, with the rank of Deputy Director
General.
 Deputy Chief for Operations – the third- in-command, with the rank of Deputy Director General
 Chief Directorial Staff – with the rank of
Deputy Director General
 Head of Directorial Staff – with the rank of
Director
 NCR Director – with the rank of DIRECTOR
 Regional Director- with the rank of Chief Superintendent
 Provincial Director- with the rank of Senior Superintendent
 NCR District Director - with the rank of
Chief Superintendent
 Chief of Police – with the rank of Chief Inspector
STATUS OF THE MEMBERS OF THE PNP
- police officers are employees of the national government and shall draw their salaries from the national
budget.
- they shall have the same salary grade level as that of public-school teachers, police officers assigned in Metro
Manila, chartered cities and first-class municipalities may be paid financial incentives by the local government
unit concerned subject to availability of funds.
GENERAL QUALIFICATIONS FOR APPOINTMENT
TO THE PNP (RA 6975, as amended by RA 8551 and RA 9708)
1. A citizen of the Philippines;
2. A person of good moral conduct;
3. Must have passed the psychiatric/psychological, drug and physical tests to be administered by the PNP or by
any NAPOLCOM accredited government hospital for the purpose of determining physical and mental health;
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. Must be at least one meter and sixty-two centimeters (1.62 m) in height for male and one meter and fifty-
seven (1.57 m) for female;
9. Must weigh not more or less than five kilograms (5kgs) from the standard weight corresponding to his or her
height, age and sex; and
10. For a new applicant, must not be less than twenty- one (21) nor more than thirty (30) years of age
Pursuant to RA 9708, “…PNP members who are already in the service upon the effectivity of Republic Act
No. 8551 shall be given five (5) years to obtain the minimum educational qualification preferably in law
enforcement related courses, to be reckoned from the date of the effectivity of this amendatory Act: Provided,
furthermore, That for concerned PNP members rendering more than fifteen (15) years of service and who have
exhibited exemplary performance as determined by the Commission, shall no longer be required to comply with
the aforementioned minimum educational requirement.”

EXAMINATION AND ELIGIBILITY

The National Police Commission shall administer the entrance and promotional examinations
 for police officers on the basis of the standards set by the Commission (as amended by RA 8551).
-POLICE ENTRANCE EXAMINATION – taken by
applicants of the PNP
-POLICE PROMOTIONAL EXAMINATIONS – taken
by in-service police officers as part of the mandatory requirements for promotion.
POLICE OFFICER EXAMINATION SENIOR POLICE OFFICER EXAMINATION INSPECTOR EXAMINATION
SUPERINTENDENT EXAMINATION

NAPOLCOM MEMORANDUM CIRCULAR NO. 2008-003

The appropriate eligibilities for PO1 are those acquired from the following:
- NAPOLCOM PNP Entrance Examination
- R.A. 11131 (R.A. No. 6506) (Licensed
Criminologist)
- R.A. No. 1080 (Bar and Board Examinations of baccalaureate degree)
- P.D. 907 (Granting Civil Service Eligibility to College Honor Graduates)
- Civil Service Professional

NAPOLCOM MEMORANDUM CIRCULAR NO. 2008-016

Promotional Examinations
- Members of the Bar and Licensed Criminologists whose profession are germane to law enforcement
and police functions are no longer required to take promotional examinations.
- Up to the rank of Superintendent.
APPOINTMENT OF UNIFORMED PNP PERSONNEL
Patrolman/Patrolwoman to Police Executive Master Sergeant – Appointed by the PNP Regional Director for
regional personnel or by the Chief PNP for the National Headquarters personnel.
Police Lieutenant to Police Lieutenant Colonel – Appointed by the Chief of the PNP, as recommended by
their immediate superiors.
Police Colonel to Police Lieutenant General –
Appointed by the President
Police General – Appointed by the President from among the senior officers down to the rank of Chief
Superintendent.

KINDS OF APPOINTMENT
PERMANENT – when an applicant possesses the upgraded general qualifications for appointment in the PNP.
TEMPORARY – Any PNP personnel who is admitted due to the waiver of the educational or weight
requirements.
Any members who will fail to satisfy any of the waived requirements with the specified time periods shall
be dismissed from the service.
Pursuant to NAPOLCOM Memorandum Circular No. 2007-009, a newly recruited
Patrolman/Patrolwoman shall be appointed in temporary status in twelve (12) months pending compliance with
the Field Training Program (FTP) involving actual experience and assignment in patrol, traffic and investigation.

APPOINTMENT UNDER WAIVER PROGRAM

(NAPOLCOM MC No. 2007-009)
1) Conditions on waivers for initial appointment to the PNP
a) The age, height and weight for initial appointment to the PNP may be waived only when the number
of qualified applicants falls below the approved national/regional quota.
b) The Commission en banc may grant age, height and weight waiver. The NAPOLCOM Regional
Director may grant height waiver to a member of an indigenous group.
c) Waiver of the age requirement may be granted provided that the applicant shall not be less than
twenty (20) nor more than thirty-five (35) years of age.
d) Waiver of the height requirement may be granted to a male applicant who is at least 1 meter and 57 cm
(1.57m) and to a female applicant who is at least 1 meter and 52cm (1.52m). Provided, that the minimum height
requirement for applicants who belong to indigenous group duly certified by the Office of the Muslim Affairs
(OMA) or the National Commission on Indigenous Peoples (NCIP) shall be 1.52m for male and
1.45m for female
e) An applicant who is granted a weight waiver shall be given reasonable time not exceeding six (6)
months within which to comply with the said requirement. Failure to attain the required weight shall cause the
termination from the service.

2) Factors to be Considered in the Grant of Waivers

a) Outstanding accomplishments or possession of special skills in law enforcement, police work, martial
arts, marksmanship and similar skills;
b) Special talents in the field of sports, music and others;
c) Extensive experience or training in forensic science and other technical services.
3) Selection Criteria under the waiver program
a) Applicants who possess the least disqualifications shall take precedence over those who possess
more disqualifications.
b) The requirement shall be waived in the following order:
1) Age
2) Height
3) Weight
LATERAL ENTRY OF OFFICERS INTO THE PNP
1) In general, all original appointments of commissioned officers in the PNP shall commence with the rank of
inspector, to include all those with highly technical qualifications applying for the PNP technical services (R.A.
6975).
a). Senior Inspector
1) Chaplain;
2) Member of the Bar;
3) Doctor of Medicine
b) Inspector
1) Dentist
2) Optometrists
3) Nurses
4) Engineers
5) Graduates of forensic science
6) Graduates of Philippine National Police Academy
Licensed criminologists may be appointed to the rank of inspector to fill up any vacancy after
promotions from the ranks are completed.

2) New policy on LATERAL ENTRY (NAPOLOCM M.C

2008-006
a) A person with highly technical qualifications
such as:
1) Dentist
2) Optometrist
3) Nurse
4) Engineer
5) Graduate of Forensic Science
6) Doctor of Medicine
7) Member of the Philippine Bar
8) Chaplain
9) Information Technologist
10) Pilot
11) Psychologist
 b) Graduate of PNPA
c) Licensed Criminologist
3) Top priority consideration for lateral entry into the rank of Police Inspector shall be given to top ten (10)
placers of the different Licensure Examinations. However, incumbent PNP members who landed in the top ten
shall be given first preference over the civilian provided that the qualifications are satisfied.
4). The maximum age of PNP members applicants through lateral entry shall be forty-six (46) years old at the
time of appointment. Age waivers shall not be allowed.

THE PNP PROMOTION SYSTEM

Promotion is defined as the upward movement from one classification or rank to another carrying higher
benefits and more responsibility. It is the upgrading of ranks and/or advancement to a position of leadership.
KINDS OF PROMOTION
1. Regular Promotion
2. Special/ Meritorious/Spot Promotion
3. Promotion by virtue of position

I. Regular Promotion - promotion granted to police officers meeting the mandatory requirements for promotion.

MANDATORY REQUIREMENTS FOR PROMOTION

1. Educational attainment
2. Completion of appropriate training/schooling, such as:
Master’s Degree - Police Brigadier General and above Officers Senior Executive Course (OSEC) – Police
Lieutenant Colonel to Police Colonel
Officers Advance Course (OAC) – Police Major Officers Basic Course (OBC) – Police Captain.
Officers Candidate Course (OCC) – Police Executive Master Sergeant (PEMS)
Senior Leadership Course (SLC) – Police Chief Master Sergeant to PEMS
Junior Leadership Course (JLC) – Police Staff Sergeant to Police Master Sergeant

3. Time-in Grade – the number of years required for a police officer to hold a certain rank before he can be
promoted to the next higher rank. The time-in grade in the PNP is maintained as follows (NAPOLCOM MC #
2011-196):
2 years – from Police Colonel to Police Brigadier General
3 years – from Police Lieutenant Colonel to Police Colonel
5 years – Police Major to Police Lieutenant Colonel 5 years – Police Captain to Police Major
4 years – Police Lieutenant Police Captain
3 years – Police Executive Master Sergeant to Police Lieutenant
3 years – Police Chief Master Sergeant to Police Executive Master Sergeant
3 years – Police Senior Master Sergeant to Police Chief Master Sergeant
3 years – Police Master Sergeant to Police Senior Master Sergeant
3 years – Police Staff Sergeant to Police Master Sergeant
3 year – Police Corporal to Police Staff Sergeant
4 years – Patrolman/woman to Police Corporal

4. Appropriate eligibility – the required promotional examinations

a. Police Officer Promotional Examination
b. Senior Police Officer Promotional Examination
c. Police Inspector Promotional Examination
 d. Police Superintendent Promotional Examination
Except for the Chief, PNP, no PNP member who has less than one (1) year of service before
reaching the compulsory retirement age shall be promoted to a higher rank or appointed to any other position.
- Pursuant to RA 9708, “…In addition, the institution of a criminal action or complaint against a
police officer shall not be a bar to promotion: Provided, however, That upon finding of probable cause,
notwithstanding any challenge that may be raised against that finding thereafter, the concerned police officer
shall be ineligible for promotion: Provided, further, That if the case remains unresolved after two (2) years
from the aforementioned determination of probable cause, he or she shall be considered for promotion.
In the event he or she is held guilty of the crime by final judgment, said promotion shall be recalled without
prejudice to the imposition of the appropriate penalties under applicable laws, rules and regulations:
-Provided, furthermore, that if the complaint filed against the police officer is for a crime including, but
not limited to, a violation of human rights, punishable by reclusion perpetua or life imprisonment, and the
court has determined that the evidence of guilt is strong, said police officer shall be completely ineligible for
promotion during the pendency of the said criminal case.”

II.Special Promotion – promotion granted to police officers who have exhibited acts of conspicuous courage
and gallantry at the risk of his/her life above and beyond the call of duty.
Conspicuous courage is a courage that is clearly distinguished above others in the performance of one’s duty.

ACTS OF CONSPICUOUS COURAGE AND

GALLANTRY (NAPOLCOM Memorandum Circular No. 2007-003 and PNP Memorandum Circular No. 2009-
019)
1. A deed of personal bravery and self-sacrifice above and beyond the call of duty, so conspicuous as to
distinguish the act clearly over and above his/her comrades in the performance of more than ordinary
hazardous service, such as; but not limited to the following circumstances:
a. Overwhelming number of enemies and firepower capability as against the strength of PNP
operatives and their firepower capability;
b. Infiltration and penetration of the safehouses and hideouts of organized crime syndicates like
kidnapping, illegal drugs, carnapping, hijacking and terrorism;
c. Shoot-out in robbery/hold-up incidents inside public places such as: malls, government offices,
business establishments and PUVs;
d. Conduct of rescue/disaster operations that resulted in the saving of lives and properties.
2. An act of heroism exhibited in the face of an armed enemy or in the conduct of rescue/disaster operations
resulting in the loss of life (posthumous promotions).

Posthumous Award – in case an individual died before the granting of the awards.

III. PROMOTION BY VIRTUE OF POSITION

(Section 32, R.A. 8551)
Any PNP personnel designated to any key position whose rank is lower than that which is
required for such position shall, after six (6) months of occupying the same, be entitled to a rank adjustment
corresponding to the position.
Provided, that the personnel shall not be reassigned to a position calling for a higher rank until
 after two (2) years from the date of such rank adjustment.

ATTRITION (RA 8551)

- Refers to the retirement or separation from police service of PNP uniformed personnel pursuant to any
of the means mentioned in Section 24 to 29 of RA 8551 and other means as provided in NAPOLCOM
Memorandum Circular No. 2008-005.)

MODES OF ATTRITION
a) Attrition by attainment of Maximum Tenure in Position.
Maximum Tenure in Position refers to the maximum cumulative period for a PNP member to hold a
particular position level.
Position Maximum Tenure
Chief Four (4) years
Deputy Chief Four (4) years Director of the Staff Services Four (4) years Regional
Directors Six (6) years
Provincial/City Directors Nine (9) years

b) Attrition by Relief – A PNP uniformed personnel who has been relieved for just cause and has not been
given an assignment within two (2) years after such relief shall be retired or separated.
c) Attrition by demotion in position or rank – Any PNP personnel, civilian or uniformed, who are relieved and
assigned to a position lower than what is established for his or her grade in the PNP staffing pattern and who shall
not be assigned to a position commensurate to his or her grade within EIGHTEEN
(18) MONTHS after such demotion shall be retired or separated.
d) Attrition by non-promotion – Any PNP personnel who has not been promoted for a continuous period of
TEN (10) YEARS shall be retired or separated
e) Attrition by other means - Any PNP member or officer with at least five (5) years of accumulated active
service shall be separated based on any of the following:

1. inefficiency based on poor performance during the last two (2) successive annual rating periods;
Poor performance refers to the poor rating in the promulgated PNP Performance Evaluation Rating System.
2. Inefficiency based on poor performance for three (3) cumulative annual rating periods;
3. Physical and/or mental incapacity to perform police functions and duties;
4. Failure to pass the required entrance examinations twice and/or finish the required career course except for
justifiable reasons;
5. Refusal to take periodic PNP Physical Fitness Test without justifiable reason.
Physical Fitness Test refers to the method of evaluating the physical condition of PNP members in terms of
stamina, strength, speed and agility.
6. Failure to take PNP Physical Fitness Test for four (4) consecutive periodic tests due to health reasons;
7. Failure to pass PNP Physical Fitness Test for two (2) consecutive periodic tests or four (4) cumulative periodic
tests; or
8. Non-compliance with the minimum qualification standards for the permanency or original appointment.

RETIREMENT OR SEPARATION UNDER THE ATTRITION SYSTEM

Any personnel who is dismissed from the PNP pursuant to different ways mentioned shall be retired if
he or she has rendered at least twenty (20) years of service and 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.
RETIREMENT
- the separation of the police personnel from the service by reason of reaching the age of retirement
provided by law, or upon completion of certain number of years in active service. A PNP uniformed personnel
shall retire to the next higher rank for purposes of retirement pay.

KINDS OF RETIREMENT
a) Compulsory– for officer and non-officer, upon the attainment of age Fifty-Six (56). Provided, in case of any
officer with the rank of Police Brigadier General, Police Major General or Police Lieutenant General, the
Commission may allow his retention in the service for an unextendible period of one (1) year.
b) Optional – upon accumulation of at least Twenty
(20) years of satisfactory active service.

RETIREMENT BENEFITS
Monthly retirement pay shall be FIFTY PERCENT (50%) of the base pay in case of twenty years of active
service, increasing by TWO AND ONE-HALF PERCENT (2.5%) for every year of active service rendered
beyond twenty years.

CREATION OF WOMEN’S DESK

- provided under RA 8551
- women’s desk in all police stations shall administer and attend to cases involving crimes against chastity,
sexual harassment, abuses committed against women and children and other similar offenses.
- the PNP shall reserve TEN PERCENT (10%) of its annual recruitment, training and education quota for
women.
- policewomen shall enjoy the same opportunities in terms of assignment, promotion and other benefits and
privileges extended to all police officers.

POWERS OF LOCAL GOVERNMENT OFFICIALS OVER THE PNP UNITS

- Governors and Mayors are deputized as representatives of the NAPOLCOM in their respective
territorial jurisdiction.
a) Provincial Governor
- power to choose the PNP Provincial Director from a list of 3 eligible candidates recommended by the
PNP Regional Director.
- oversee the implementation of the provincial public safety plan.
b) City and Municipal Mayors
- have the power to choose his CHIEF OF POLICE from a list of five (5) eligible candidates
recommended by the provincial police director.
- he has the authority to recommend to the provincial director the transfer, reassignment or detail of PNP
members outside of their respective city or town.
- authority to recommend from a list of eligible candidates, the appointment of new members of the PNP to be
assigned in respective cities.
– exercise operational supervision and control over PNP units in their jurisdiction, except during 30 days
immediately preceding and 30 days following any national, local and barangay elections.
- During the election period, local police forces shall be under the supervision and control of the COMELEC.

Operational Supervision and Control

- means the power to direct, supervise, and oversee the day-to-day functions of police investigation of crime,
crime prevention activities and traffic control.
- shall also include the power to direct the employment and deployment of units or elements of the PNP,
through the station commander to ensure public safety and effective maintenance of peace and order within the
locality.
 Employment - refers to utilization of units or elements of the PNP for purposes of protection of lives and
properties, enforcement of laws, maintenance of peace and order, prevention of crimes, arrest of criminal
offenders and bringing the offenders to justice and ensuring public safety, particularly in the suppression of
disorders, riots, lawlessness, violence, rebellious and seditious conspiracy, insurgency, subversion or other
related activities.

Deployment - shall mean the orderly and organized physical movement of elements or units of the PNP within
the province, city or municipality for purposes of employment

SUSPENSION OR WITHDRAWAL OF DEPUTATION

- Unless reversed by the President, the NAPOLCOM may, after consultation with the provincial governor and
congressman concerned, suspend or withdraw the deputation of any local executives on any of the following
grounds:
1.Frequent unauthorized absences;
2.Abuse of authority;
3.Providing material support to criminal elements; or
4.Engaging in acts inimical to national security or which negate the effectiveness of the peace and order
campaign.

POLICE INSPECTION
The purpose of police inspection is to ascertain the standard policies and procedures, review and analyze the
performance, activities and facilities affecting operations and to look into the morale, needs and general
efficiency of the police organization in maintaining law and order.

Types of Police Inspection

1. Authoritative Inspection – conducted by the head of subordinate units on a regular basis.
2. Staff Inspection – conducted by the staff for and in behalf of the Chief PNP or superior officers in
command of various units or departments.

Nature of Police Inspection

1. Internal Affairs – inspection on internal affairs embraces administration, training, operation, intelligence,
investigation, morale and discipline as well as the financial condition of the police organization.
2. External Affairs – it embraces the community relationship of the organization, the crime and vice
situation of the locality, and the prevailing public opinion concerning the integrity and reputation of the personnel.

Authority to Inspect
In the PNP, the following have the authority to conduct inspection:
1. NAPOLCOM or its representative
2. PNP Chief or his designated representative
3. PNP Director for Personnel or his representative
4. PNP Regional Director or his representative
5. City/Municipal Chief of Police or his representative
6. Internal Affairs Service (IAS under RA 8551)

The inspecting officer/s shall examine, audit, inspect police agencies in accordance with existing standards
and with the following objectives:
1. To take note or discover defects and irregularities
2. To effect corrections on minor defects being discovered
3. To bring to the attention of and recommend to the concerned officers for appropriate actions on defects
noted.

Where the irregularity noted during inspection is serious as to warrant administrative charges against a
police officer, the inspecting officer shall immediately file the necessary charge or charges before the appropriate
disciplinary action offices.

ADMINISTRATIVE DISCIPLINARY MACHINERIES

Citizen Complaints -pertains to any complaint initiated by a private citizen or his duly authorized representative
on account of an injury, damage or disturbance sustained due to an irregular or illegal act committed by a
member of the PNP

DISCIPLINARY AUTHORITIES:
1) CHIEF OF POLICE - where the offense is punishable by withholding of privileges, restriction to specified
limits, suspension or forfeiture of salary, or any combination thereof, for a period not exceeding fifteen (15)
days
2) CITY/MUNICIPAL MAYORS - where the offense is punishable by withholding of privileges, restriction to
specified limits, suspension or forfeiture of salary, or any combination thereof, for a period not less than
Sixteen (16) but not exceeding Thirty (30) Days.
3) PEOPLE’S LAW ENFORCEMENT BOARD (PLEB)
-where the offense is punishable by withholding of privileges, restriction to specified limits, suspension or
forfeiture of salary, or any combination thereof, for a period exceeding Thirty (30) Days or by Dismissal.

INTERNAL DISCIPLINE – On dealing with minor offense involving internal discipline found to have committed
by any PNP members, the duly designated supervisors shall, after due notice and hearings exercise disciplinary
powers as follows:
1) CHIEF OF POLICE - may impose the administrative punishment of admonition or reprimand; restriction to
specified limits; withholding of privileges; forfeiture of salary or suspension; or any combination of the foregoing
for a period not exceeding Fifteen (15) Days.

2) PROVINCIAL DIRECTORS - may impose the administrative punishment of admonition or reprimand;

restriction to specified limits; withholding of privileges; forfeiture of salary or suspension; or any combination of
the foregoing for a period not exceeding Thirty
(30) Days.

3) REGIONAL DIRECTORS - may impose the administrative punishment of admonition or reprimand; restriction
to specified limits; withholding of privileges; forfeiture of salary or suspension; demotion; or any combination of
the foregoing for a period not exceeding Sixty (60) Days.

4) CHIEF OF THE PNP - shall have the power to impose the disciplinary punishment of dismissal from the
service; suspension or forfeiture of salary; demotion; or any combination of the foregoing for a period not
exceeding One Hundred Eighty (180) Days.

MINOR OFFENSE - shall refer to an act or omission not involving moral turpitude but affecting the internal
discipline of the PNP, and shall include but not be limited to:
-simple misconduct or negligence
-insubordination
-frequent absences or tardiness
-habitual drunkenness
 -gambling prohibited by law

INTERNAL AFFAIRS SERVICE (IAS) -created by RA 8551

POWERS AND FUNCTIONS OF THE IAS:
- pro-actively conduct inspections and audits on PNP personnel and units;
- investigate complaints and gather evidence in support of an open investigation;
-conduct summary hearings on PNP members facing administrative charges;
-submit a periodic report on the assessment, analysis, and evaluation of the character and behavior of PNP
personnel and units to the Chief PNP and the Commission;
-file appropriate criminal cases against PNP members before the court as evidence warrants and assists in the
prosecution of the case;
-provide assistance to the Office of the Ombudsman in cases involving the personnel of the PNP;
The IAS shall also conduct, motu proprio (on its own initiative), automatic investigation of the following cases:
-incidents where police personnel discharge a firearm;
-incidents where death, serious physical injury, or any violation of human rights occurred in the conduct of a
police operation;
-incidents where evidence was compromised, tampered with, obliterated, or lost while in the custody of police
personnel;
-incidents where a suspect in the custody of the police was seriously injured; and
-incidents where the established rules of engagement have been violated.

ORGANIZATION OF IAS
-headed by the INSPECTOR GENERAL who is a CIVILIAN and appointed by the President upon the
recommendation of the Director General (Chief, PNP)
-the Inspector General shall be assisted by a Deputy Inspector General
-there shall be national, regional and provincial offices
-the national office shall be headed by the Inspector General, the regional offices by a Director, and the
provincial offices by a Superintendent

ENTRY QUALIFICATIONS TO IAS

-entry shall be voluntary
-PNP personnel with at least five (5) years’ experience
in law enforcement
-with no derogatory service record
-members of the bar may enter the service laterally

POLICE DISCIPLINARY MECHANISM

Aside from higher police management levels that can impose disciplinary actions against subordinates,
the following also serve as disciplinary mechanisms in the police service:

Administrative Disciplinary Powers of the Local Chief Executive (LCE) - The City and Municipal
Mayors shall have the power to impose, after due notice and summary hearings, disciplinary penalties for minor
offenses committed by members of the PNP assigned in their respective jurisdictions as provided in Section 41
of Republic Act No. 6975, as amended by Section 52 of Republic Act No. 8551.
PLEB - the PLEB (People's Law Enforcement Board) is the central receiving entity for any citizen's
complaint against PNP members. As such, every citizen's complaint, regardless of the imposable penalty for the
offense alleged, shall be filed with the PLEB of the city or municipality where the offense was allegedly
committed. Upon receipt and docketing of the complaint, the PLEB shall immediately determine.
whether the offense alleged therein is grave, less grave or minor.
Should the PLEB find that the offense alleged is grave or less grave, the Board shall assume jurisdiction to
hear and decide the complaint by serving summons upon the respondent within three (3) days from receipt of
the complaint. If the PLEB finds that the offense alleged is minor, it shall refer the complaint to the Mayor or
Chief of Police, as the case may be, of the city or municipality where the PNP member is assigned within three
(3) days upon the filing thereof.
If the city or municipality where the offense was committed has no PLEB, the citizen's complaint shall be
filed with the regional or provincial office of the Commission (NAPOLCOM) nearest the residence of the
complainant.

Administrative Offenses that may be imposed against a PNP Member

The following are the offenses for which a member of the PNP may be charged administratively:
1. Neglect of duty or nonfeasance – it is the omission or refusal, without sufficient excuse, to perform an
act or duty, which it was the peace officer’s legal obligation to perform;
2. Irregularities in the performance of duty
– it is the improper performance of some act which might lawfully be done.
3. Misconduct or Malfeasance – it is the doing, either through ignorance, inattention or malice, of that
which the officer had no legal right to do at all, as where he acts without any authority whatsoever, or exceeds,
ignores or abuses his powers.
4. Incompetency – it is the manifest lack of adequate ability and fitness for the satisfactory performance
of police duties. This has reference to any physical, moral or intellectual quality the lack of which substantially
incapacitates one to perform the duties of a peace officer.
5. Oppression – it imports an act of cruelty, severity, unlawful exaction, domination, or excessive use of
authority. The exercise of the unlawful powers or other means, in depriving an individual of his liberty or property
against his will, is generally an act of oppression.
6. Dishonesty – it is the concealment or distortion of truth in a matter of fact relevant to one’s office, or
connected with the performance of his duties.
7. Disloyalty to the Government – it consists of abandonment or renunciation of one’s loyalty to the
Government of the Philippines, or advocating to overthrow of the government.
8. Violation of Law – this presupposes conviction in court of any crime or offense penalized under the
Revised Penal Code or any special law or ordinance.

PEOPLE’S LAW ENFORCEMENT BOARD (PLEB)

- a body created pursuant to RA 6975.
- one of the disciplinary authorities of the PNP
authorized to handle and investigate citizen’s complaint.
-the central receiving entity for any citizen’s complaint against the PNP members
- shall be created by the Sangguniang Panlungsod/Pambayan in every city and municipality as may be
necessary.
-there shall be at least one (1) PLEB for every five hundred (500) city or municipal police personnel.
- membership in the PLEB is a civic duty.

COMPOSITION OF PLEB
composed of five (5) members who shall be as follows:
-any member of the Sangguniang Panlungsod/Pambayan.
 -any barangay chairman of the locality concerned.
-three other members to be chosen by the local peace and order council from among the members of
the community.
-for the three other members, the following conditions must be met:
-one must be a woman
-one must be a lawyer, or a college graduate, or the principal of an elementary school in the locality
-the CHAIRMAN of the PLEB shall be elected from among its members
-the term of office of the members of the PLEB is THREE (3) YEARS

DISCIPLINARY APPELLATE BOARDS

-formal administrative disciplinary appellate machinery of the National Police Commission.
-tasked to hear cases on appeal from the different disciplinary authorities in the PNP

COMPOSED OF THE FOLLOWING:

National Appellate Board
-shall decide cases on appeal from decisions rendered by the PNP Chief and the National Internal Affairs
Service
-shall be composed of the four (4) regular commissioners and shall be chaired by the executive officer
REGIONAL APPELLATE BOARD
-shall decide cases on appeal from decisions rendered by the Regional Director, Provincial Director, Chief of
Police, the city or municipal mayor and the PLEB
-there shall be at least one (1) Regional Appellate Board per administrative region

ADMINISTRATIVE PENALTIES
1. Withholding of privileges
2. Restriction to specified limits
3. Restrictive custody
4. Forfeiture of salary
5. Suspension
6. Any combination of the penalties above (1 to 5)
7. One (1) rank demotion
8. Dismissal from the service

POLICE OPERATIONAL PLANNING

What is a Plan?
A plan is an organize schedule or sequence by methodical activities intended to attain a goal and
objectives for the accomplishments of mission or assignment. It is a method or way of doing something in order
to attain objectives. Plan provides answer to 5W’s and 1 H.

What is Planning?
Planning is a management function concerned with visualizing future situations, making estimates
concerning them, identifying issues, needs and potential danger points, analyzing and evaluating the alternative
ways and means for reaching desired goals according to a certain schedule, estimating the necessary funds and
resources to do the work, and initiating action in time to prepare what may be needed to cope with the changing
conditions and contingent events.

It is also the process of preparing for change and coping with uncertainty formulating future causes of
action; the process of determining the problem of the organization and coming up with proposed resolutions and
finding best solutions.

 The process of combining all aspects of the department and the realistic anticipation of future
problems, the analysis of strategy and the correlation of strategy to detail.
 The conceptual idea of doing something to attain a goal or objective.

What is Police Planning?

Police Planning is an attempt by police administrators in trying to allocate anticipated resources to meet
anticipated service demands. It is the systematic and orderly determination of facts and events as basis for
policy formulation and decision affecting law enforcement management.

What is Operational Planning?

Operational Planning is the use of a rational design or pattern for all departmental undertakings rather
than relying on chance in an operational environment. It is the preparation and development of procedures and
techniques in accomplishing of each of the primary tasks and functions of an organization.

What is Police Operational Planning?

Police Operational Planning is the act of determining policies and guidelines for police activities and
operations and providing controls and safeguards for such activities and operations in the department. It may
also be the process of formulating coordinated sequence of methodical activities and allocation of resources to
the line units of the police organization for the attainment of the mandated objectives or goals.

Objectives are specific commitments to achieve a measurable result within a specific period of time.
Goals are general statements of intention and typically with time horizon, or it is an achievable end state that
can be measured and observed. Making choices about goals is one of the most important aspects of planning.
Relate these definitions with their description as defined in chapter one.

The process of police operational planning involves strategies or tactics, procedures, policies or guidelines.
A Strategy is a broad design or method; or a plan to attain a stated goal or objectives. Tactics are specific
design, method or course of action to attain a particular objective in consonance with strategy. Procedures are
sequences of activities to reach a point or to attain what is desired. A policy is a product of prudence or wisdom
in the management of human affairs, or policy is a course of action which could be a program of actions
adopted by an individual, group, organization, or government, or the set of principles on which they are based.
Guidelines are rules of action for the rank and file to show them how they are expected to obtain the desired
effect.

STRATEGIC PLANNING
Strategic Planning is a series of preliminary decisions on a framework, which in turn guides subsequent
decisions that generate the nature and direction of an organization. This is usually long-range in nature. The
reasons for Strategic Planning are:

1. VISION - A vision of what a police department should be.

2. LONG-RANGE THINKING - Keeping in mind that strategy is deciding where we want to be
3. STRATEGIC FOCUS
4. CONGRUENCE
5. A STRATEGIC RESPONSE TO CHANGE
6. A STRATEGIC FRAMEWORK

What is the Strategic Planning process?

 TASK 1 - Develop Mission and Objectives
 TASK 2 - Diagnose Environmental Threats and Opportunities
  TASK 3 - Assess Organizational Strengths and Weaknesses
 TASK 4 - Generate Alternative Strategies
 TASK 5 - Develop Strategic Plan
 TASK 6 - Develop Tactical Plan
 TASK 7 - Assess Results of Strategic and Tactical Plan
 TASK 8 - Repeat Planning Process

In the process, the police administrator can use the potent tool of alternatives. Alternatives (options) are
means by which goals and objectives can be attained. They may be policies, strategies or specific actions aimed
at eliminating a problem. Alternatives do not have to be substitutes for one another or should perform the same
function. For example, our goal is to “improve officer-survival skills.” The plan is to train the officers on
militaristic and combat shooting. The alternatives could be:
Alternative 1 - modify police vehicles Alternative 2 - issuing bulletproof vests
Alternative 3 - utilizing computer assisted dispatch system
Alternative 4 - increasing first-line supervision, etc.

What are the Objectives of Police Planning?

1. To increase the chances of success by focusing on results and not so much on the objectives.
2. To force analytical thinking and evaluation of alternatives for better decisions.
3. To establish a framework for decision making consistent with the goal of the organization.
4. To orient people to action instead of reaction.
5. To modify the day-to-day style of operation to future management.
6. To provide decision making with flexibility.
7. To provide basis for measuring original accomplishments or individual performance.

What can be expected in planning?

1. Improve analysis of problems
2. Provide better information for decision- making
3. Help to clarify goals, objectives, priorities
4. Result is more effective allocation of resources
5. Improve inter and intradepartmental cooperation and coordination
6. Improve the performance of programs
7. Give the police department a clear sense of direction
8. Provide the opportunity for greater public support

What are the characteristics of a good police plan?

1. With clearly defined Objectives or Goals
2. Simplicity, Directness and Clarity
3. Flexibility
4. Possibility of Attainment
5. Must provide Standards of Operation
6. Economy in terms of Resources needed for implementation

What are the guidelines in Planning? The five (5) W’s

and one (1) H
1. What to do – mission/objective
2. Why to do – reason/philosophy
3. When to do – date/time
4. Where to do – place
5. Who will do – people involve
6. How to do – strategy

What are the approaches in Police Planning?

A variety of approaches are employed in the planning processes. Each is unique and can
be understood as a method of operationalizing the word planning. There are basically five major
approaches to planning which are:
1. Synoptic Approach
2. Incremental Approach
3. Transactive Approach
4. Advocacy Approach
5. Radical Approach

What is Synoptic Planning?

Synoptic planning or the rational comprehensive approach is the dominant tradition in planning. It is
also the point of departure for most other planning approaches.
This model is based on a problem-oriented approach to planning especially appropriate for police
agencies. It relies heavily on the problem identification and analysis of the planning process. It can assist police
administrators in formulating goals and priorities in terms that are focused on specific problems and solutions
that often confront law enforcement.

Steps in Synoptic Planning

1. Prepare for Planning - The task of planning should be detailed in a work chart that specifies
(a) what events and actions are necessary, (b) when they must take place, (c) who is to be involved in each
action and for how long, and (d) how the various actions will interlock with one another.
2. Describe the present situation - Planning must have a mean for evaluation. Without an accurate
beginning database there is no reference point on which to formulate success or failure.
3. Develop projections and consider alternative future states - Projections should be written with an
attempt to link the current situation with the future, keeping in mind the desirable outcomes. It is
important for the police executive to project
the current situations into the future to determine possible, probable and desirable future states while
considering the social, legislative, and political trends existing in the community.
4. Identify and analyze problems - The
discovery of the problems assumes that a system to monitor and evaluate the current arena is already
in place. Closely related to the detection and identification of issues is the ability of the police to define
the nature of the problem, that is to able to describe the magnitude, cause, duration, and the expense of
the issues at hand. A complete understanding of the problem leads to the development of the means to
deal with the issues.
5. Set goals - Making choices about goals is one of the most important aspects of planning. It makes no
sense to establish a goal that does not address a specific problem. Remembering that the police departments
are problem oriented, choices about goals and objectives should adhere to the synoptic model.
6. Identify alternative course of action – As stated earlier, alternatives are means by which
goals and objectives can be attained. These are options or possible things to be done in case the main or
original plan is not applicable.
7. Select preferred alternatives – there are techniques to select alternative like:
 Strategic Analysis – this includes the study on the courses of actions; suitability studies;
feasibility studies; acceptability studies; and judgment.
  Suitability – each course of action is evaluated in accordance with general policies, rules and
laws. Feasibility - these include the appraisal of the effects of a number of factors weighed separately
and together. Acceptability – those judged to be suitable and feasible are then analyzed in acceptability
studies.
 Cost-effectiveness Analysis - This technique is sometimes called cost-benefit or cost
performance analysis. The purpose of this form of selection is that the alternative chosen should
maximize the ratio of benefit to cost.
 Must-want Analysis – This method of selecting a preferred course of action combines
the strengths of both strategic and cost effectiveness analysis. Its is concerned with both the subjective
weights of suitability, feasibility, and acceptability and the objectives weights of cost versus benefits.
8. Plan and carryout implementation - The
police administrator must be aware that the implementation requires a great deal of tact and skill. It may be more important
how an alternative is introduced to a police department than what actually is.
9. Monitor and evaluate progress - Evaluation
requires comparing what actually happened with what was planned for and this may not be a simple undertaking.
Feedback must be obtained concerning the results of the planning cycle, the efficiency of the implementation process, and
the effectiveness of new procedures, projects or programs. This is an important step of synoptic planning, trying to figure
out what, if anything happened as a result of implementing a selected alternative.
10. Summation of the synoptic planning approach – This can be done by making a summary of the
presentation, could be tabular or other forms of presentation.
11. Repeat the Planning Process – repetition of the process of planning enables the planner to thresh
out possible flaws in the plan.
What is Incremental Planning?
Incrementalism concludes that long range and comprehensive planning are not only too difficult, but inherently bad. The
problems are seen as too difficult when they are grouped together and easier to solve when they are taken one at a time
and broken down into gradual adjustments over time.
What is Transactive Planning?
Transactive planning is carried out in face-to-face interaction with the people who are to be affected by the plan
and not to an anonymous target community of beneficiaries. Techniques include field surveys and interpersonal dialogue
marked by a process of mutual learning.
What is Advocacy Planning?
Beneficial aspects of this approach include a greater sensitivity to the unintended and negative side effects of
plans.
What is Radical Planning?
The first mainstream involves collective actions to achieve concrete results in the immediate
future. The second mainstream is critical of large-scale social processes and how they permeate the
character of social and economic life at all levels, which, in turn, determine the structure and evolution
of social problems.

CONSIDERATIONS IN POLICE PLANNING

a. Primary Doctrines

 Fundamental Doctrines – These are the basic principles in planning, organization and
management of the PNP in support of the overall pursuits of the PNP Vision, Mission and strategic
action plan of the attainment of the national objectives.
 Operational Doctrines – These are the principles and rules governing the planning, organization
and direction and employment of the PNP forces in the accomplishment of basic security operational
mission in the maintenance of peace and order, crime prevention and suppression, internal security and
public safety operation.
 Functional Doctrines – These provide guidance for specialized activities of the PNP in the broad
field of interest such as personnel, intelligence, operations, logistics, planning, etc.

b. Secondary Doctrines

 Complimentary Doctrines – Formulated jointly by two or more bureaus in order to effect a certain
operation with regard to public safety and peace and order. These essentially involve the participation
of the other bureaus of the Bureau of Jail Management and Penology (BJMP), Bureau of Fire Protection
(BFP), Philippine Public Safety College (PPSC), National Bureau of Investigation (NBI) and other law
enforcement agencies.
 Ethical Doctrines – These define the fundamental principles governing the rules of conduct,
attitude, behavior and ethical norm of the PNP.

c. The Principles of Police Organization

The principles of organization are presented in chapter three. These principles are considered in
police planning in order not to violate them but rather for the effective and efficient development of
police plans.

d. The Four (4) Primal Conditions of the Police Organization

 Authority – The right to exercise, to decide, and to command by virtue of rank and position.
 Doctrine – It provides for the organization’s objectives. It provides the various actions. Hence,
policies, procedures, rules and regulations of the organization are based on the statement of doctrines.
 Cooperation or Coordination
 Discipline – It is imposed by command or self-restraint to insure supportive behavior.

Classifications of Police Plan

According to coverage - Police Plans could be Local Plans (within police precincts, sub-stations, and stations),
Regional Plans, and National Plans.

According to Time - Police Plans are classified as:

1. Strategic or Long-Range Plan – It relates to plans which are strategic or long range in application, and
it determines the organization’s original goals and strategy.

Example: Police Action Plan on the Strategy DREAMS and Program P-O-L-I-C-E 2000, Three Point Agenda,
 and GLORIA (These are discussed on the latter part of this Chapter).

2. Intermediate or Medium Range Planning

– It relates to plans, which determine quantity and quality efforts and accomplishments. It refers to the process
of determining the contribution on efforts that can make or provide with allocated resources.
Example: 6 Masters Plans:
 Master Plan Sandigan-Milenyo (Anti-Crime Master Plan)
 Master Plan Sandugo (Support to Internal Security Operations Master Plan)
 Master Plan Banat (Anti-Illegal Drugs Master Plan)
 Master Plan Sang-Ingat (Security Operations Master Plan)
 Master Plan Saklolo (Disaster Management Master Plan)
 Sangyaman (protection and Preservation of Environment, Cultural Properties, and Natural
Resources Master Plan)

3. Operational or Short-Range Planning - Refers to the production of plans, which determine the
schedule of special activity and are applicable from one week or less than a year duration. Plan that addresses
immediate needs which are specific and how it can be accomplished on time with available allocated resources.

Examples of OPLANS:
 Oplan Jumbo – Aviation Security Group Strategic Plan against terrorist attacks
 Oplan Salikop – Criminal Investigation and Detection Group (CIDG) Strategic Plan against Organized
Crime Groups
 The TMG through its "OPLAN DISIPLINA" that resulted in the apprehension of 110,975 persons, the
confiscation of 470 unlawfully attached gadgets to vehicles, and rendering various forms of motorists’
assistance.
 OPLAN BANTAY DALAMPASIGAN that sets
forth the operational guidelines on the heightened security measures and sea borne security patrols.

TYPES OF PLANS in general

1. Reactive Plans are developed as a result of crisis. A particular problem may occur for which the
department has no plan and must quickly develop one, sometimes without careful preparation.
2. Proactive Plans are developed in anticipation of problems. Although not all police problems are
predictable, many are, and it is possible for a police department to prepare a response in advance.
3. Visionary Plans are essential statements that identify the role of the police in the community and
a future condition or state to which the department can aspire. A vision may also include a statement of
values to be used to guide the decision-making process in the department.
4. Strategic Plans are designed to meet the long-range, overall goals of the organization. Such plans
allow the department to adapt to anticipated changes or develop a new philosophy or model of policing
(e.g., community policing). One of the most important aspects of strategic planning is to focus on
external environmental factors that affect the goals and objectives of the department and how they will
be achieved. Important environmental factors include personnel needs, population trends,
technological innovations, business trends and demand, crime problems, and community attitudes.
5. Operational Plans (OPLANS) are designed to meet the specific tasks required to implement
strategic plans. There are four types of operational plan:
a. Standing Plans provide the basic framework for responding to organizational problems. The
organizational vision and values, strategic statement, policies, procedures, and rules and regulations
are examples of standing plans. Standing plans also include guidelines for responding to different types
of incidents; for example, a civil disturbance, hostage situation, crime in progress, and felony car stops.
b. Functional Plans include the framework for the operation of the major functional units in the
organization, such as patrol and investigations. It also includes the design of the structure, how
different functions and units are to relate and coordinate activities, and how resources are to be
allocated.
c. Operational-efficiency, effectiveness, and productivity plans are essentially the measures or
comparisons to be used to assess police activities and behavior (outputs) and results (outcomes). If
one of the goals of the police department is to reduce the crime rate, any change that occurs can be
compared to past crime rates in the same community or crime in other communities, a state, or the
nation. If the crime rates were reduced while holding or reducing costs, it would reflect an improvement
not only in effectiveness but also in departmental productivity.
d. Time-specific Plans are concerned with a specific purpose and conclude when an objective is
accomplished or a problem is solved. Specific police programs or projects such as drug crackdown, crime
prevention program, and neighborhood clean-up campaign are good examples of time-specific plans.

KINDS OF POLICE PLANS

1. Policy and Procedural Plans – to properly achieve the administrative planning responsibility within the
unit, the Commander shall develop unit plans relating to policies or procedure, tactics, operations, extra-office
activities and management.
Further, standard-operating procedures shall be planned to guide members in routine and field operations and
in some special operations in accordance with the following procedures:
a. Field Procedure – Procedures intended to be used in all situations of all kinds shall be outlined as a
guide to officers and men in the field. Examples of these procedures are those related to reporting, to
dispatching, to raids, arrest, stopping suspicious persons, receiving complaints, touring beats, and investigation
of crimes. The use of physical force and clubs, restraining devices, firearms, tear gas and the like shall, in
dealing with groups or individuals, shall also be outlined.
b. Headquarters Procedures – Included in
these procedures are the duties of the dispatcher, jailer, matron, and other personnel concerned which may be
reflected in the duty manual. Procedures that involve coordinated action on activity of several offices, however,
shall be established separately as in the case of using telephone for local or long-distance calls, the radio
teletype, and other similar devices.
c. Special Operation Procedures – Certain special operations also necessitate the preparation of
procedures as guides. Included are the operation of the special unit charged with the searching and
preservation of physical evidence at the crime scenes and accidents, the control of licenses, dissemination of
information
about wanted persons, inspection of the PNP headquarters, and the like.
2. Tactical Plans – These are the procedures for
coping with specific situations at known locations. Included in this category are plans for dealing with an attack
against buildings with alarm systems and an attack against the PNP headquarters by lawless elements. Plans
shall be likewise be made for blockade and jail emergencies and for special community events, such as longer
public meetings, athletic contests, parades, religious activities, carnivals, strikes, demonstrations, and other
street affairs.
3. Operational Plans – These are plans for the operations of special divisions like the patrol, detective,
traffic, fire and juvenile control divisions. Operational plans shall be prepared to accomplish each of the primary
police tasks. For example, patrol activities must be planned, the force must be distributed among the shifts and
territorially among beats, in proportion to the needs of the service, and special details must be planned to meet
unexpected needs. Likewise, in the crime prevention and in traffic, juvenile and vice control, campaigns must be
planned and assignments made to assure the accomplishment of the police purpose in meeting both average
and regular needs. Each division or unit has primary responsibility to plan operations in its field and also to
execute the plans, either by its own personnel or, as staff agency, by utilizing members of the other divisions.

Plans for operations of special division consist of two types, namely: (1) those designed to meet
everyday, year-round needs, which are the regular operating program of the divisions; and (2) those designed to
meet unusual needs, the result of intermittent and usually unexpected variations in activities that demand their
attention.

Regular Operating Programs – These operating divisions/units shall have specific plans to meet current
needs. The manpower shall be distributed throughout the hours of operation and throughout the area of
jurisdiction in proportion to need. Assignment schedules shall be prepared that integrate such factors as relief
days, lunch periods, hours, nature, and location of regular work. Plans shall assure suitable supervision, which
become difficult when the regular assignment is integrated to deal with this short time periodic needs.
Meeting unusual needs – The unusual need may arise in any field of police activity and is nearly
always met in the detective, vice, and juvenile divisions by temporary readjustment of regular assignment.
4. Extra-office Plans – The active interest and the participation of individual citizen is so vital to the
success of the PNP programs that the PNP shall continuously seek to motivate, promote, and maintain an active
public concern in its affairs. These are plans made to organize the community to assist in the accomplishment
of objectives in the fields of traffic control, organized crime, and juvenile delinquency prevention. The
organizations may be called safety councils for crime commissions and community councils for the delinquency
prevention. They shall assist in coordinating community effort, in promoting public support, and in combating
organized crime. Organization and operating plans for civil defense shall also be prepared or used in case of
emergency or war in coordination with the office of the Civil Defense.
5. Management Plans – Plans of management shall map out in advance all operations involved in the
organization management of personnel and material and in the procurement and disbursement of money, such
as the following:
a. Budget Planning – Present and future money needs for personnel, equipment, and capital
investments must be estimated. Plans for supporting budget request must be made if needed appropriations are
to be obtained.
b. Accounting Procedures – Procedures shall be established and expenditure reports be provided to
assist in making administrative decisions and in holding expenditures within the appropriations.
c. Specifications and Purchasing Procedures – Specifications shall be drawn for equipment and
supplies. Purchasing procedures shall likewise be established to insure the checking of deliveries against
specifications of orders. Plans and specifications shall be drafted for new building and for remodeling old ones.
d. Personnel – Procedures shall be established to assure the carrying out of personnel programs and the
allocation of personnel among the component organizational units in proportions need.
e. Organization – A basic organizational plan of
the command/unit shall be made and be posted for the guidance of the force. For the organization to be
meaningful, it shall be accompanied by the duty manual which shall define relationships between the
component units in terms of specific responsibilities. The duty manual incorporates rules and regulations and
shall contain the following: definition of terms, organization of rank, and the like, provided the same shall not be
in conflict with this manual.
FIELD OPERATIONS: How planning affects them? Field Operations shall be directed by the police
commander and the subordinate commanders and the same shall be aimed at the accomplishment of the
following primary tasks more effectively and
economically:
Patrol – The patrol force shall accomplish the primary responsibility of safeguarding the community
through the protection of persons and property, the preservation of the peace, the prevention of crime, the
suppression of criminal activities, the apprehension of criminals, the enforcement of laws and ordinances and
regulations of conduct, and performing necessary service and inspections.
Investigation – The basic purpose of the
investigation division unit shall be to investigate certain designated crimes and clear them by the recovery of
stolen property and the arrest and conviction of the perpetrators. To this end, the investigation division shall
supervise the investigation made by patrolman and undertake additional investigation as may be necessary of
all felonies.
Traffic Patrol – Police control of streets or highways, vehicles, and people shall facilitate the safe and
rapid movement of vehicles and pedestrians. To this end, the inconvenience, dangers and economic losses that
arise from this moment, congestion, delays, stopping and parking of vehicles must be lessened. Control of traffic
shall be accomplished in three (3) ways:
 Causes of accidents and congestion shall be discovered, facts gathered and analyzed for this
purpose;
 Causes shall be remedied, charges shall be made in physical condition that create hazards, and
legislation shall be enacted to regulated drivers and pedestrians; and
 The public shall be educated in the provisions of traffic and ordinances. Motorists and pedestrians
shall be trained in satisfactory movement habits, and compliance with regulations shall be obtained by
enforcement. The police shall initiate action and coordinate the efforts of the agencies that are concerned in the
activities.
Vice Control – It shall be the determined stand of the PNP in the control of vices to treat vice
 offenses as they shall do to any violation, and to exert efforts to eliminate them, as their attempt to eliminate
robbery, theft, and public disturbance. Control of vice, shall be based on law rather than on moral precepts, and
intensive operations shall be directed toward their elimination. A primary interest in vice control results from the
close coordination between vice and criminal activities. Constant raids of known vice dens shall be undertaken.
Juvenile Delinquency Control – Effective crime control necessitates preventing the development of
individuals as criminals. The police commander shall recognize a need for preventing crime or correcting
conditions that induce criminality and by rehabilitating the delinquent.
STANDARD OPERATING PROCEDURES (SOPs)
Standard Operating Procedures or SOPs are products of police operational planning adopted by the police
organization to guide the police officers in the conduct of their duties and functions, especially during field operations.

The following are Police Security Service Package of the PNP with the following standard operating
procedures and guidelines:
1. SOP #01 – POLICE BEAT PATROL
PROCEDURES - This SOP prescribes the basic procedures to be observed by all PNP Units and mobile patrol
elements in the conduct of visibility patrols.
2. SOP #02 – BANTAY KALYE - This SOP
prescribes the deployment of 85% of the PNP in the field to increase police visibility and intensifies anti-crime
campaign nationwide.
3. SOP #03 – SIYASAT - This SOP prescribes the guidelines in the conduct of inspections to ensure
police visibility.
4. SOP #4 – REACT 166 - REACT 166 was
launched in 1992 as the people’s direct link to the police to receive public calls for assistance and complaints for
prompt action by police authorities. This SOP prescribes the procedures in detail of Duty Officers, Telephone
Operators and Radio Operators for REACT 166; and their term of duty and responsibilities.
5. SOP #5 – LIGTAS (ANTI-KIDNAPPING) - With
the creation of the Presidential Anti-Organization Crime Task Force (PAOCTF), the PNP is now in support role
in campaign against kidnapping in terms of personnel requirements. SOP #5 sets forth the PNP’s guidelines in
its fight against kidnapping activities.
6. SOP #6 – ANTI-CARNAPPING - This SOP
prescribes the conduct of an all-out and sustained anti- carnapping campaign to stop/minimize carnapping
activities, neutralize syndicated carnapping groups, identify/prosecute government personnel involved in
carnapping activities, and to effectively address other criminal activities related to car napping.
7. SOP #7 – ANTI-TERRORISM - This prescribes the operational guidelines in the conduct of operations
against terrorists and other lawless elements involved in terrorist activities.
8. SOP #8 – JOINT ANTI-BANK ROBBERY ACTION COMMITTEE (ANTI-BANK ROBBERY) - This
SOP provides overall planning, integration, orchestration or coordination, and monitoring of all efforts to ensure
the successful implementation.
9. SOP #9 – ANTI-HIJACKING/HIGHWAY
ROBBERY - This SOP sets forth the guidelines and concepts of operations to be observed in the conduct of
anti-highway robbery/hold-up/hijacking operations.
10. SOP #10 – PAGLALANSAG/PAGAAYOS-HOPE
- This SOP sets forth the concept of operations and tasks of all concerned units in the campaign against
Partisan Armed Groups and loose fire.
11. SOP # 11 – MANHUNT BRAVO (NEUTRALIZATION OF WANTED PERSONS) - This SOP
 sets forth the objectives and concept of operation tasks of all concerned units in the neutralization of wanted
persons.
12. SOP #12 – ANTI-ILLEGAL GAMBLING - This
SOP sets forth the operational thrusts to be undertaken by the PNP that will spearhead the fight against all
forms of illegal gambling nationwide.
13. SOP #13 – ANTI-SQUATTING - This SOP sets
forth the concept of operation in the campaign against professional squatters and squatting syndicates.
14. SOP #14 – JERICHO - This SOP prescribes the operational guidelines to be undertaken by the
National Headquarter (NHQ) of PNP in the establishment of a quick reaction group that can be detailed with the
office of the Secretary of Interior and Local Government (SILG), with personnel and equipment requirements of
that reaction group supported by the PNP.
15. SOP #15 – NENA (ANTI-
PROSTITUTION/VAGRANCY) - This SOP sets forth the operational thrusts to be undertaken by the PNP that
will spearhead the fight against prostitution and vagrancy.
16. SOP #16 – ANTI-PORNOGRAPHY - This
prescribes the guidelines to be followed by tasked PNP Units/Offices in enforcing the ban on pornographic
pictures, videos and magazines.
17. SOP #17 – GUIDELINES IN THE CONDUCT OF
ARREST, SEARCH, AND SEIZURE -This SOP prescribes the procedures and manner of conducting an arrest,
raid, search and/or search of person, search of any premises and the seizure of properties pursuant to the 1987
Philippine Constitution, Rules of Court, as amended and updated decision of the Supreme Court.
18. SOP #18 – SCHEMATIC DIAGRAM OF SANDIGAN MASTER PLAN
19. SOP #19 – ANTI-ILLEGAL LOGGING
20. SOP #20 – ANTI-ILLEGAL FISHING
21. SOP #21 – ANTI-ILLEGAL DRUGS

DISASTER AND EMERGENCY PLANNING

Emergency and disaster planning is one of the most important interrelated functions in a security system. It is
important in any organization as physical security, fire protection, guard forces, security of documents and
personnel security.

Emergency and disaster planning refers to the preparation in advance of protective and safety
measures for unforeseen events resulting from natural and human actions.
Disaster plans outline the actions to be taken by those designated for specific job. This will result in
expeditious and orderly execution of relief and assistance to protect properties and lives. These plans must also
be rehearsed so that when the bell ring, there will be speed and not haste in the execution. Speed is the
accurate accomplishment of a plan as per schedule, while haste is doing a job quickly with errors. Plans
therefore must be made when any or all of the emergencies arise. Those plans, being special in nature, must be
prepared with people whose expertise in their respective field is legion together with the coordination and help
of management, security force, law enforcement agencies, and selected employees.
Planning is necessary to meet disaster and emergency conditions and it must be continuing and duly
supported by management. One aspect of the plans will be to consider recovery measures to be undertaken by
the organization. Being prepared for the eventuality gives better chances of protection and eventual recovery
than those not prepared. Without planning, the emergency or disaster can become catastrophic. With a good,
suitable plan to follow, the unusual becomes ordinary, hence, the mental preparedness for easy survival and
recovery.
Understanding Disaster
A DISASTER is a sudden, unforeseen, extraordinary occurrence. It can be considered as an
EMERGENCY but an emergency may not always be a disaster. An EMERGENCY falls into 2 broad categories:

Disaster (Natural Crisis)

floods, earthquake, famine, typhoon,
diseases, volcanic eruption, crashes,
industrial accident, fires, landslide,
avalanches, tsunamis, etc.

Induced Catastrophe
(Man-made Crisis)
arson, bombing, kidnapping, robbery,
hostage- taking, skyjacking,
assassination, ambush, and other acts
terrorism
Commonalities:
 Deciding Policy
 Assessing Threat
 Identifying Resources
 Selecting crisis team personnel
 Locating crisis management center
 Equipping the crisis center
 Testing contingency plans and emergency procedures
 Dealing with the media
 Dealing with victims and their families
 Dealing with other affected person (such as employees)
 Getting the organization’s normal work
done
 Returning to normal after the crisis

Plan Checklist
 Identify the type of crisis/disaster/induced catastrophe
 Identify which operation, facility, personnel at risk
 Prioritize accordingly
 Determine effects of emergencies in the operation
 Identify broad categories that must be addressed in your contingency planning
 Review existing emergency plans to identify gaps
 Consider the environment with in which your emergency plans will be implemented.

Assessing the Risk

Pro-crisis Actions - “The planning process begins with an understanding of the situation and recognition that a
number of policy decisions must be made before the actual planning can begin.”; “Many emergencies can be prevented
completely with adequate thought and action. Others can be anticipated
– often by doing nothing but mere common sense. REMEMBER! It was not raining when NOAH build the ark.”

Checklist for a Disaster Action Plan

 Identify the type of disaster occurred in the area
 Identify those that could affect your operation in the area
 Determine which scenarios are plausible
 Survey your physical facilities and operating procedures to determine preparedness
 Survey surrounding area to determine if there are operations or facilities near which might create
emergencies
 Establish a liaison with law enforcement agencies and emergency response groups
 Know where to get help, how to get help, and what help you can expect
 Know who currently has authority to make key decisions with in your organization and who control
access to decision makers in an emergency
 Review emergency procedures, its completeness and accuracy
Phases in Emergency/Disaster Planning
Phase I - Assessment of the Situation
This will be a research in depth by a knowledgeable and specially trained group on the vulnerabilities as
well as the resources available for the disaster plan. Surveys and Inspection may be conducted
Phase II – Writing the Plan
The plan will have to be written based on the findings in phase I. The plan can be code title. Management
will just call for the name of the plan.
Phase III – Testing the Plan
Dry runs of the emergency plan is a part of the entire process of planning to determine plan reliability and
to identify deficiencies and make neceassry corrections or adjustments.
Phase IV – Critique the Plan
This involves the analysis of feedbacks. The unworkable procedures should be noted and finally corrected.
Checklist for Reviewing Policies, Procedures, and Plans
 Compile and review your organization’s policies on various contingencies before establishing your plans
 Ensure that these policies are known throughout the organization and that they are included in your
emergency manuals
 Ensure that your procedures and plans are consistent with your organization’s established policies and
goals
 Identify appropriate outside consultants and other sources of assistance in developing and
implementing your plans and procedures
 Ensure that appropriate personnel have any security clearances or background cheks which might be
required
 Establish a viable record-keeping system and procedures to ensure they are followed

Organizing Disaster Management Team Disaster Team Leadership

Disaster team leadership is vested in one person, who should designate an alternate capable of acting
independently in his or her absence. One of the team leader’s primary tasks is to ensure that control is
maintained over the team’s activities, information flow, and the implementation of decisions and organizational
policies. For this reason, the team leader should be a person who has demonstrated ability to function under
pressure, must have sufficient authority to make on the spot decisions within the framework of overall
organization’s policy, access to decision makers when required, and the ability to recognize which decisions to
make independently and which to refer to upper management.

Disaster Action Team Members

Depending on the size of the organization and the number of people available, the following team
members may be considered:
 Team leader/ Alternate
 Executive Assistance
 Public Affairs
 Liaison Officers
 (for family/victim/government/International)
 Administrative Support
 Communications Specialist
 Legal Specialist
  Medical and Relief Operations Officer
 Financial Specialist

Each disaster team member must be oriented and trained on their respective role and the functional
requirements for disaster management.

Disaster Action Team Duties On Pre-event

 Supervise the formulation of policies
 Ensure the development of procedures
 Participate in preparing plans
 Oversee and participate in exercise of plans
 Select crisis management/disaster center
 Participate in personnel training
 Review preparation of materials
 Delegate authority
 Brief personnel
 Ensure the assembly of supplies
 Ensure preparation of rest, food, medical areas

During the Event

 Establish shift schedules immediately
 Delegate tasks
 Focus on underlying problem
 Maintain control
 Follow organizational policies
 Use prepared procedures
 Innovate as needed
 Ensure that information is shared with the entire team
 Review all press release and public statements
 Double check or confirm informations if possible
 Aid victim and their families
 Try to anticipate future consequences
 Control stress of team members
 Ensure log maintenance
On Post Event (After the Incident)
 Evaluate effectiveness of plans
 Evaluate adequacy of procedures
 Debrief personnel
 Evaluate equipment and training used
 Revise plans and procedures in the light of new experience
 Reward personnel as appropriate
 Assist victims as appropriate
 Document events
 Prepare after-action reports
 Arrange an orderly transition to normal conditions
 Retain archives

The chain of events during a disaster is simplified as follows:

 Security receives initial report of emergency
 Security notifies Disaster Team Leader
 Team leader decides if immediate action is required
 If action is required, he notifies the other team members to convene at the crisis management center
 Initial liason established and actions taken: create log, contact of family, employees involved,
government or law enforcement liaison contacts, prepare contingency press guidance, others.
 Respond to event
Crowd Control and Riot Prevention

Riot, in general is an offense against the public peace. It is interpreted as a tumultuous disturbance by
several persons who have unlawfully assembled to assist one another, by the use of force if necessary, against
anyone opposing them in the execution of some enterprise of a private nature; and who execute such
enterprise in a violent manner, to the terror of the people.

Under the law, it is punishable for any organizer or leader of any meeting attended by armed persons for
the purpose of committing any of the crimes punishable under the Revised Penal Code, or any meeting in which
the audience is incited to the commission of the crimes of treason, rebellion or insurrection, sedition or assault
upon a person in authority or his agents (Art. 146, RPC). It is also punishable for any person who shall cause
any serious disturbance in a public place, office, or establishment, or shall interrupt or disturb public functions or
gatherings or peaceful meetings (Art 153, RPC).

Some Basic Definition of Terms:

Tumultuous – The disturbance or interruption shall be deemed tumultuous if caused by more than three
persons who are armed or provided with means of violence.
Outcry – The means to shout subversive or proactive words tending to stir up the people to obtain by
means of force or violence.
Crowd – It consists of a body of individual people with no organization, no single partnership. Each
individual’s behavior is fairly controlled and ruled by reason. All the participants have been thrown by
circumstance into a crowd for some common purpose that may give them at least one thing in common.
Mob – It takes on the semblance of organization with some common motive for action, such as revenge
for a crime committed on the scene where the crowd assembled, an aggravated fight, or a confrontation with the
police. At times like this, there is already a strong feeling of togetherness (“we are one” attitude).
Riot – It is a violent confusion in a crowd. Once a mob started to become violent, it becomes a riot.

What is the Role of Planning in Crowd Control or Riot Prevention?

A sound organizational planning, training, logistical support and a high departmental morale are the
essential success elements in modern counter-riot operations.

The control of violent civil disorder involving large segments of the population, especially in congested
urban areas, requires a disciplined, aggressive police counter-action which at the same time adheres to the
basic law enforcement precepts. This is done through effective police operational planning.

Through planning, the law violators can be arrested and processed within the existing legal frameworks by
the exercise of reasonable force. Without an immediate decisive police action, the continually recurring
conditions of civil unrest and lawlessness could quickly evolve into a full-scale riot. Police planning could provide
the best police reaction and order can be restored with a minimum of property damage and injury.

What are the Police Purpose and Objectives in Anti-Riot Operations?

Containment – Unlawful assembly and riot are as contagious as a plague unless they are quarantined from the
unaffected areas of the community. Here, all persons who are at the scene should be advised to leave the area,
thereby reducing the number of potential anti- police combatants.
 Dispersal – The crowd of unlawful assembly or riot should be dispersed at once. It may appear at first
to be a legal assembly but the nature of the assembly at the time of the arrival of the police may clearly
distinguish it as being unlawful. Once it is determined, the responsibility of the police to command the people to
disperse. Crowd control formations may be done if necessary, to expedite their movements.

Prevention of Entry or Reentry- The police have to protect the area once the people have been
moved out or dissipated into smaller groups to prevent them from returning. Enforce quarantine by not allowing
the group to resume their actions.

Arrest Violators – One of the first acts of the police upon arrival at the scene of the disturbance is to
locate and isolate individuals who are inciting the crowd to violate or fragrantly violating the law. Prevent any
attempt by the crowd or mob to rescue those arrested by enforcing total quarantine.

Establish Priorities – Depending upon the circumstances, it is always necessary to establish priorities.
Assessing the situation to determine the nature of assistance and number of men needed is part of the planning
process.

What are the Basic Procedures in Anti-Riot Operations?

Assess the Situation

 determine whether the original purpose of the gathering was lawful or not
 determine also the lawfulness at the time of arrival at the scene
 assess their attitude, emotional state, and their general condition
 determine any state of intoxication and other conditions that may lead to violence
 identify the cause of the problem
 locate and identify leaders or agitators

Survey the Scene

 determine as soon as possible the best position of the command post
 locate the best vintage point for observations
 consider geographical factors such as natural barriers, buildings, and weather condition
 note the best method of approach
Communicate
 report on your assessment, keeping your assessment brief but concise, giving your superior the
sufficient data with which to proceed for plans of action
 ask for assistance or help from the command post hence remain close to the radio as possible until
additional units arrived or to communicate new developments

Maintain a Watchful Waiting

 make your presence known to the people in the vicinity
 if the crowd is too much to handle, stay near the command post and wait for additional support units
 use radio or other means of communications to call for assistance
 make preparations for decisive police action.

Concentrate on Rescue and Self-Defense

 take care of the immediate needs of the situation until help arrives
 apply first aid to injured people and self- protection must be considered
 remember the primary objective of protecting lives, property and the restoration of order
Maintain an Open Line of Communication
 keep the dispatcher advised on the progress of the scene
 continue directing the support units to the scene and the general perimeter control
Establish a Command Posts
 follow what is in your contingency plan for civil disturbance
 make every officer aware of the command post for proper coordination

Take immediate action for serious violations

 arrest perpetrators
 isolate the leaders or agitators from the crowd
 show full police force strength

Give the dispersal order

 disperse the crowd upon order
 anti-riot formations and procedures must be used
 use of force necessary for dispersal maybe considered

What are the General Guidelines in Handling Riot?

1. Pre-planning must be high on the agenda whenever the department anticipates any disorder or major
disturbance.
2. Meet with responsible leaders at the scene and express your concern for assuring them their
constitutional guarantees. Request them to disperse the crowd before attempting to take police action.
3. Maintain order and attempt to quell the disturbance without attempting to punish any of the violators.
4. Use only the force that is necessary but take positive and decisive action.
5. Post the quarantine area with signs and barricades, if necessary.
6. Keep the traffic lane open for emergency and support vehicle.
7. Consider the fact that most impressive police action at the scene of any type of major disturbance is the
expeditious removal of the leaders by a well- disciplined squad of officers.
8. For riot control, consider the following:
 Surprise Offensive – The police action in its initial stages at a riot must be dramatic. The elements of
surprise may enhance effectiveness of riot control.
 Security of Information – Plans for action and communications regarding the movement of personnel
and equipment should be kept confidential.
 Maximum utilization of Force – A show of police force should be made in a well-organized manner,
compact, and efficient in a military-type squad formation.
 Flexibility of Assignments – Officers and teams should be flexibly assigned to various places where the
need is greatest.
 Simplicity – Keep the plan as simple as possible and the instructions are direct to avoid mass confusion
among the officers.
What are the Special Problems in Crowd Control and Anti-Riot Operations?

Snipers – Certain psychopathic people may attempt to take advantage of the mass confusion and
excitement at a riot scene by taking a concealed position and shooting at people with some type of weapons,
usually rifle.
Arsonist – Persons holding torch in their hands are potential arsonists. They must be taken into custody
immediately.
 Looters – Acts of simple misdemeanor thefts or may consist of robbery of breaking and
entering. Take the suspects into custody by whatever means are necessary.