LESSON I

HISTORICAL BACKGROUND OF THE PNP AND THE EARLY

POLICING SYSTEM

TOPICS
1. Early Policing System
2. Brief History of the Philippine Policing System.
3. Important Filipino Personalities in The Evolution of Philippine Policing
4. Evolution of Policing System

LEARNING OUTCOMES:

At the end of the lesson, the students must be able to :

1. Describe the historical development of policing; and

2. Identify personalities behind the Philippine Policing System.

TOPIC 1: EARLY POLICING SYSTEM

The history of policing and its forms have existed for several thousand years, with religious, political,
or military police wielding power as early as the time of Babylon. Early police were typically either military or
semi-military organizations that evolved from the personal bodyguards or rulers and warlords or from
community organizations in which citizens banded together for mutual protection. The duties of the military
type of police consisted of keeping the public order and enforcing the religious or political mandates of those
in power.
1. ROME
▪ Under Emperor Augustus, had one of the earliest forms of organized policing.
▪ In 7 B.C Augustus divided Rome into 14 regions, (wards), each divided into vici
(precints) overseen by vicomagistri responsible for fire protection, among other
administrative and religious duties.
▪ Created the first organized police force called VIGILES OF ROME, or VIGILES URBANI
(watchmen of the city), which had the primary task of firefighting and policing. The Vigiles
acted as night watch, apprehendinng thieves, keeping an eye out for burglars and
hunting down runaway slaves, and were on occasion used to maintain order in the
streets. It dealt primarily with petty crimes and looked for disturbances of the peace while
they patrolled the streets
▪ Created a special unit called PRAETORIAN GUARDS, a special force of guards used
by Roman Emperors as the Emperors' personal guards. As personal guards of the
Emperor, their primary duty was to protect the Emperor from assassination and other
forms of attack against the Emperor.
2. JAPAN
▪ The shogun, ruler of 17th Century feudal Japan, (The Shōgun was the military dictator
of Japan during the period from 1185 to 1868 (with exceptions) devised an elaborate
police system in which each castle town had military samurai warrior who served as
town magistrate, judge and chief of police. He appointed other sword –carrying samurai
(yoriki and doshin) to serve as a patrolling police officer.

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3. EGYPT
▪ Ancient rulers had elite unit to protect them
▪ created the MEDJAYS, a form of police force whose duties include guarding of the
tombs and apprehending thieves
▪ Introduced the use of dogs as guards and protectors
4. ENGLAND
I. FRANKPLEDGE SYSTEM/MUTUAL PLEDGE SYSTEM
▪ Required all males aged 12 and above to join a group of nine to form a TYTHING .
Members of the tything are called a TYTHINGMEN.
▪ A CONSTABLE served as a leader of ten tythings. The primary task of the things was
to protect their village from thieves and animals. Tythings were later organized into
SHIRES.
▪ A SHIRE was headed by a leader called SHIRE REEVE, which is the origin of the word
“sheriff”. Their duty was to apprehend offenders.
II. PARISH CONSTABLES
▪ A parish official charged with controlling crimes and appointed to serve for one year .
▪ Duties included organizing watchmen to guard the gates
▪ During trouble, the watchman would raise a “HUE AND CRY”, a call to arms where the
rest of the parish would stop what they were doing and come to the aid of the constable.
III. BOWSTREET RUNNERS
▪ A group of men organized to arrest offenders
▪ Organized by Henry Fielding, a magistrate in London, in 1749 in London, England
▪ The name was adopted from the name of the street where the office of Henry
Fielding was located.
▪ When Henry Fielding retired as magistrate, he was replaced by his blind brother,
John Fielding.
IV. METROPOLITAN POLICE OF ACT 1829
▪ The law that created the first modern police force in London England, called the
Metropolitan Police Service
▪ This law was passed through the initiative of Sir Robert Peel, a member of the
Parliament
▪ The headquarters of the Metropolitan Police Service is the Scotland Yard, now
known as the New Scotland Yard.
5. UNITED STATES OF AMERICA
I. KIN POLICING
▪ Historians and anthropologists regard the earliest system of law enforcement as kin
policing. In this primitive system, members of a clan or tribe banded together to
enforce the rules of the group on rogue members. The essence of kin policing was
the idea that an attack on one member of the group was tantamount to an attack on
the entire group. Note that this method was extremely informal: there were no courts
or written system of laws. Behavioral expectations were derived from group norms
and customs.
II. NEW YORK POLICE DEPARTMENT
▪ Created in 1845 in New York, USA
▪ Recognized as the first modern style police department in the United States. It is
the largest police force in the world and modeled after the Metropolitan Police
Service of London.
III. BOSTON POLICE DEPARTMENT
▪ The oldest police department in the United States.
▪ The first night watch was established in Boston in 1631
▪ It was formally founded in May, 1854.

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AUGUST VOLLMER
- Recognized as the Father of Modern Law Enforcement for his contributions in the development of
the field of criminal justice in the US
- Author of the book, Police Administration, which served as the basic guide in the administration of
the police organization in the US
- He was the first police chief of Berkeley, California

TOPIC 2: BRIEF HISTORY OF THE PHILIPPINE POLICING SYSTEM

The institution of police in the Philippines formally started during the Spanish period. The
establishment of the police force was not entirely intended for crime prevention nor peacekeeping. Rather,
it was created as an extension of the colonial military establishment.
ANCIENT ROOTS
The forerunner of the contemporary police system was the practice of barangay chieftains to select
able-bodied young men to protect their barangay during the night and were not required to work in the fields
during daytime. Among the duties of those selected were to protect the properties of the people in the
barangay and protect their crops and livestock from wild animals.
SPANISH PERIOD
Carabineros de Seguridad Publica – organized in 1712 for the purpose of carrying the regulations of the
Department of State; this was armed and considered as the mounted police; years after, this kind of police
organization discharged the duties of a port, harbor and river police.

Guardrilleros/Cuardillo – this was a body of rural police organized in each town and established by the
Royal Decree of 18 January 1836; this decree provided that 5% of the able-bodied male inhabitants of each
province were to be enlisted in this police organization for three years

Guardia Civil – this was created by a Royal Decree issued by the Crown on 12 February 1852 to partially
relieve the Spanish Peninsular troops of their work in policing towns; it consisted of a body of Filipino
policemen organized originally in each of the provincial capitals of the central provinces of Luzon under the
Alcalde Mayor.
• The establishment of Guardia Civil gave the colonizers a tremendous control through a centralized
police administration which enabled the supreme head to determine the police to be pursued in law
enforcement and the maintenance of peace and order.
• Months before the Philippine Independence under the regime of Revolutionary president Emilio
Aguinaldo, the Spanish organized police force easily collapsed.
• After the collapse of Philippine Revolutionary government, the Americans established an INSULAR
POLICE FORCE later known as PHILIPPINE CONSTABULARY which became the institution of
preserving the peace, enforcing the law, and maintaining order.
• On September 8, 1966, Republic Act No. 4864 was enacted known as Police Act of 1966-. The law
provided the legal guideline in undertaking at a national level reform which contributed to the
improvement of police efficiency and performance ---→to implement its objective the NAPOLCOM
was created.

AMERICAN PERIOD

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 The Americans established the United States Philippine Commission headed by General Howard
Taft as its first governor-general. On January 9, 1901, the Metropolitan Police Force of Manila was
organized pursuant to Act No 70 of the Taft Commission. This has become the basis for the celebration
of the anniversary of the Manila’s Finest every January 9th.

ACT NO 175 – entitled “An Act Providing for the Organization and Government of an Insular
Constabulary”, enacted on July 18, 1901

CAPT HENRY ALLEN

the first chief of the Philippine Constabulary in 1901

ACT NO 183 - created the Manila Police Department, enacted on July 31, 1901

CAPT GEORGE CURRY,

the first chief of police of the Manila Police Department in 1901

Act No 255 – the act that renamed the Insular Constabulary into Philippine Constabulary, enacted on
October 3, 1901

Executive Order 389 – ordered that the Philippine Constabulary be one of the four services of the Armed
Forces of the Philippines, enacted on December 23, 1940

POST-AMERICAN PERIOD
RA 4864 – otherwise known as the Police Professionalization Act of 1966, enacted on September 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
PD 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

POST MARTIAL LAW REGIME

Executive Order No 1012 – transferred to the city and municipal government the operational supervision
and direction over all INP units assigned within their locality; issued on July 10, 1985

Executive Order No 1040 – transferred the administrative control and supervision of the INP from the
Ministry of National Defense to the National Police Commission

RA 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

RA 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.

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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”

TOPIC 3: IMPORTANT FILIPINO PERSONALITIES IN THE EVOLUTION OF PHILIPPINE POLICING

BRIG GEN RAFAEL CRAME

- the first Filipino chief of the Philippine Constabulary in 1917

COL ANTONIO TORRES

- the first Filipino chief of police of the Manila Police Department in 1935

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

P/DIR GEN CESAR NAZARENO

- the first chief of the Philippine National Police

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 LESSON II
ORGANIZATIONAL STRUCTURE

TOPICS
1. Fundamental Theories and Concepts of Police Service
2. Composition of the PNP
3. Organization of PNP
4. Manning level
5. Rank Classification

LEARNING OUTCOMES:

At the end of the lesson, the students must be able to understand the theories and
philosophy as well as the organizational concept and principle.

TOPIC 1: FUNDAMENTAL THEORIES AND CONCEPT OF POLICE SERVICE

1. THE HOME RULE THEORY

 Law enforcers or policemen are regarded as servants of the community, who rely for the
efficiency of their functions upon the express needs of the people.
 In this concept, policemen are civil servants whose key duty is the preservation of public
peace and security.
2. THE CONTINENTAL THEORY
 Policemen are regarded as state or servants of the higher authorities .
 In this concept, he people have no share or have little participation with the duties nor
connection with the police organization.
“POLICE” was derived from the word POLITIA, which refers to condition of government , administration or
state.
“POLITIA” originated from the Greek word “ POLITEIA” which denotes citizenship, government or entire
activity of a polis (city).
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 the first line of defense of the criminal justice system, an organ of crime
prevention
 Police efficiency is measured by the decreasing number of crimes

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  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

TOPIC 2: COMPOSITION

Subject to the limitations provided for in this Act, the Philippine National Police, hereinafter referred
to as the PNP, is hereby established, initially consisting of the members of the police forces who were
integrated into the Integrated National Police (INP) pursuant to Presidential Decree No. 765, and the officers
and enlisted personnel of the Philippine Constabulary (PC). For purposes of this Act, the officers and enlisted
personnel of the PC shall include those assigned with the Narcotics Command (NARCOM) or the Criminal
Investigation Service (CIS); and those of the technical services of the AFP assigned with the PC and the
civilian operatives of the CIS. The regular operatives of the abolished NAPOLCOM Inspection, Investigation
and Intelligence Branch may also be absorbed by the PNP. In addition, a PC officer or enlisted personnel
may transfer to any of the branches or services of the Armed Forces of the Philippines in accordance with
the provisions of Section 85 of this Act.

In order to be qualified for transfer to the PNP units in Metropolitan Manila and in highly urbanized
cities, an individual must have completed not less than second year collegiate work or its equivalent in training
of seventy-two (72) collegiate units.

Anyone who has any pending administrative or criminal case or has been adjudged liable or
convicted of any crime pending appeal shall be allowed to join the PNP provisionally without prejudice to final
judgment by a body of competent jurisdiction.

The permanent civilian employees of the present PC, INP, Narcotics Command, CIS, and the
technical services of the AFP assigned with the PC, including NAPOLCOM hearing officers holding regular
items as such, shall be absorbed by the Department as employees thereof, subject to existing laws and
regulations.

The PNP shall be headed by a Chief who shall be assisted by two (2) deputy chief, one (1) for
operations and one (1) for administration, both of whom shall be appointed by the President upon
recommendation of the Commission from among the most senior and qualified officers in the service:
Provided, however, That in no case shall any officer who has retired or is retirable within six (6) months from
his compulsory retirement age be appointed as Chief of the PNP. The PNP shall be composed of a national
office, regional offices, provincial offices, district offices, city or municipal stations.

At the national level, the PNP shall maintain its office in Metropolitan Manila which shall house the
directorial staff, service staff and special support units.

At the regional level, the PNP shall have regional offices, including that of the National Capital
Region, which may be divided into two (2) separate regions without prejudice to the pertinent provisions of
the Organic Act for the Autonomous Regions of the Cordilleras and Muslim Mindanao relative to the creation
of a regional police force in the area of autonomy. Each of these regional offices shall be headed by a regional
director for peace and order.

At the provincial level, there shall be a PNP office, each headed by a provincial director. In the case
of large provinces, police districts may be established by the Commission to be headed by a district director.
At the city or municipal level, there shall be a PNP station, each headed by a chief of police.

The Chief of the PNP shall, within sixty (60) days from the effectivity of this Act and in accordance
with the broad guidelines set forth herein, recommend the organizational structure and staffing pattern of the
PNP to the Commission.

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 MANAGEMENT AND ORGANIZATION CONCEPTS

ORGANIZATION
- a group of persons working together for a common goal or objectives
- a form of human association for the attainment of a goal or objective
- the process of identifying and grouping the work to be performed, defining and delegating
responsibility and authority, establishing relationships for the purpose of enabling people work
effectively
POLICE ORGANIZATION
- 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

LAW ENFORCEMENT AGENCY

- pertains to an organization responsible for enforcing the laws

ENFORCEMENT
- means to compel obedience to a law, regulation or command

OBJECTIVES
- refer to the purpose by which the organization was created
- refer to the goals of the organizations

PNP MISSION /VISSION/GOAL

ADMINISTRATION
- an organizational process concerned with the implementation of objectives and plans and internal operating
efficiency
- connotes bureaucratic structure and behavior, relatively routine decision-making and maintenance of the
internal order
POLICE
- a branch of the criminal justice system that has the specific responsibility of maintaining law and
order and combating crime within the society

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POLICE/LAW ENFORCEMENT ADMINISTRATION
- the process involved in ensuring strict compliance, proper obedience of laws and related statutes
- focuses on the policing process or how law enforcement agencies are organized and managed in
order to achieve the goals of law enforcement most effectively, efficiently and productively

SUPERVISION
- means the act of watching over the work or tasks of the members of the organization to ensure that
desired results are achieved

MANAGEMENT
- the process of directing and facilitating the work of people organized in formal groups in order to
achieve objectives
- judicious or wise use of resources (manpower, material, money, equipment, supplies, time etc)

AUTHORITY
- the right to command and control the behavior of employees in lower positions within an
organizational hierarchy
- must be viewed in terms of prescribed roles rather than of individuals
- a particular position within an organization carries the same regardless of who occupies that position

HIERARCHY
- represents the formal relationship among superiors and subordinates in any given organization
- serves as the framework for the flow of authority downward, and obedience upward, through the
department

MANAGEMENT OR ADMINISTRATIVE FUNCTIONS

1) PLANNING -the process of setting performance objectives and identifying the actions needed to
accomplish them
2) ORGANIZING -involves the determination and allocation of the men and women as well as the
resource of an organization to achieve pre-determined goals or objectives of the organization
3) DIRECTING- involves the overseeing and supervising of the human resources and the various
activities in an organization to achieve through cooperative efforts the pre-determined goals or objectives of
the organization.
4) CONTROLLING - involves the checking or evaluation and measurement of work performance and
comparing it with planned goals or objectives of the organization, and making the necessary corrective
actions so that work is accomplished as planned
5) STAFFING - the task of providing competent men to do the job and choosing the right men for the
right job
6) REPORTING - the making of detailed account of activities, work progress, investigations and
unusual in order to keep everyone informed or what is going on
7) BUDGETING - the forecasting in detail of the results of an officially recognized program of operations
based on the highest reasonable expectations of operating efficiency
PRINCIPLES OF EFFICIENT MANAGEMENT
DIVISION OF WORK

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- work specialization can increase efficiency with the same amount of effort
AUTHORITY AND RESPONSIBILITY
- authority includes the right to command and the power to require obedience
- one cannot have authority without responsibility
DISCIPLINE
- necessary for an organization to function effectively, however, the state of the disciplinary process
depends upon the quality of its leaders
UNITY OF COMMAND
- subordinate should receive orders from one superior only
SCALAR CHAIN
- the hierarchy of authority is the order of ranks from the highest to the lowest levels of the organization
- shows the vertical hierarchy of the organization which defines an unbroken chain of units from top to
bottom describing explicitly the flow of authority
ORGANIZATIONAL UNITS IN THE POLICE ORGANIZATION
1) FUNCTIONAL UNITS
a. BUREAU - the largest organic functional unit within a large department; comprises of
several divisions.
b. DIVISION - a primary subdivision of a bureau.
c. SECTION -functional unit within a division that is necessary for specialization.
d. UNIT- functional group within a section or the smallest functional group within an
organization
2) TERRITORIAL UNITS
a) 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
b) ROUTE - a length of streets designated for patrol purposes; also called line beat
c) BEAT - an area assigned for patrol purposes, whether foot or motorized
d) SECTOR - an area containing two or more beats, routes or posts
e) DISTRICT - a geographical subdivision of a city for patrol purposes, usually with its own
station
f) AREA - a section or territorial division of a large city each comprised of designated districts

FUNCTIONS IN A POLICE ORGANIZATION

1) PRIMARY OR LINE FUNCTIONS
- functions that carry out the major purposes of the organization, delivering the services and dealing
directly with the public
- the backbone of the police department
- examples of the line functions of the police are
patrolling, traffic duties, crime investigation .
2) STAFF/ADMINISTRATIVE FUNCTIONS
- functions that are designed to support the line functions and assist in the performance of the line
functions
- examples of the staff functions of the police are
planning, research, budgeting and legal advice

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3) AUXILIARY FUNCTIONS
- functions involving the logistical operations of the organization
- examples are training, communication, maintenance, records management, supplies and equipment
management

ORGANIC UNITS IN A POLICE ORGANIZATION

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

2) ADMINISTRATIVE UNITS
- those that perform the administrative functions
examples are personnel, finance, planning and training
3) SERVICE UNITS
- those that perform auxiliary functions
- examples are communication, records management, supplies
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

TYPES OF ORGANZATIONAL DESIGN

Four (4) basic structural types of design may be found within organizations such as police. They are
line, line and staff, functional and matrix. These types exist separately or in combination. The PNP is a line
and staff organization. It is so because its structure is a combination of a line, individual, or departmental
organization, and the functional organization.
Line Structure
The line structure is the oldest, simplest and clearest form of organizational design

Authority flows from the top to the bottom of the organization in a clear and unbroken line, creating
a set of superior-subordinate relations in a hierarchy commonly called –chain of command. A primary
emphasis is placed upon accountability by close adherence to the chain of command.
The term “line” originated with the military and was used to refer those units which are to be used to
engage the enemy in combat. Line also refers to those elements of police organization which perform the
work which the agency was created to handle. Stated somewhat differently, line units contribute directly to
the accomplishment of the police. Thus, the primary line elements of a police department are uniformed

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patrol, investigation, and traffic. Within police agencies the line function may also be referred to as
“Operations,” “Field Services.”
The pure line police organization does not have any supporting elements which are internal or part
of its such as personnel, media, relations, training, or fiscal management. Instead, the line police organization
totally uses its resources to provide services directly to the public. Typically found only in small towns, the
line is the most common type of police organization due to the sheer frequency of small jurisdiction. However,
police officers work in larger departments which retain the basic line element, but to which are added various
types of support units. These larger police departments are often referred to as the line and staff form of
organization
As more demands for services are placed on police departments, there is a need to add internal
support functions so that the line functions can continue to provide services to the public. The addition of
support functions to the line elements produces a distinct organization form: the line and staff structure.
The addition of the staff component to the line structure offer a number of advantages because such unit are
helpful in : (Figure 2)
1. Providing expert advice to the line units in special knowledge areas as demonstrated by the
opinions of legal advisors;
2. Relieving line managers from performing tasks which they least prefer to do or are least qualified
to do such as training and scientific analysis of physical evidence;
3. Achieving department- wide conformity in activities that affect the entire organization such as
disciplinary procedures; and
4. Reducing or eliminating special problems such as corruption because of the greater expertise
they bring to bear on the issue and the greater amount of time they have to devote to the problem.
The Philippine National Police follows the line and staff kind of organizational structure.

TABLE 1 LINE, AUXILIARY, AND STAFF ORGANIZATION

LINE AUXILIARY STAFF
• Uniformed Patrol • Crime Laboratory • Personnel
• Investigations • Detention and Jail • Training
• Vice and Narcotics • Records • Planning and Research
• Traffic Enforcement • Identification • Fiscal Budgeting
• Juvenile Service • Communications • Legal Services
• Crime Prevention • Property Maintenance • Media Relations

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 • Transportation and
Maintenance

Staff is also referred to as “support” or “administrative” and all three terms are generally use to denote
any non-line function. Staff functions will sometimes be further broken down into two (2) types; auxiliary or
support and staff services. Under this arrangement auxiliary or support units, such as communications
and crime laboratory services are charged with the responsibility of giving immediate assistance and are
supportive of the entire police department. Table 1 identifies typical line, auxiliary and staff functions.
Depending on the factors such as the history of the police department and the Chief’s preferences, there is
some variation as to how functions are categorized.

FIGURE 3 THE FUNCTIONAL ORGANIZATION

The functional structure is one means by which the line authority structure of an organization can be
modified. Hodge and Johnson state that functional structure is a line and staff structure that has been
modified by the delegation of management authority to personnel outside their normal spans of control
(Figure 3)

FIGURE 4 MATRIX STRUCTURE

One interesting form of organizational design is variously referred to as “matrix” or “grid” structure.
In some cases, the style has been inclusively part of “project” or “product” management. The essence of
matrix structure is in the assignment of members of functional area (e.g. patrol, detective, and support

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services) to specific projects (e.g. taskforce and crime specific programs). The most typical situation in which
the matrix approach is used in where a community has had a series of sensationalized crimes and the local
police department announces it has formed a “task force” to apprehend the violator. Quite often, the matrix
structure is used for relatively short periods of time when specific programs are conducted. After the
assignment is completed, individuals return to their respective units.

PNP INTERNAL FORMAL STRUCTURE AND FUNCTIONS

The internal functions of the PNP may be generally grouped into three (3) types: mission-critical,
conscience, and housekeeping functions.
a. Mission-critical functions-traditionally called “line functions”, which directly deal with the
production and delivery of the services which the PNP is mandated by law to provide.
b. Conscience or “staff” functions- which include the formulation of plans, policies and
programs; development of rules, guidelines and standards; monitoring and evaluation or
organizational performance; research and development; strategic planning, and establishing the
capacity for continuing learning and improvement.
c. Housekeeping functions- which cover the administrative and financial activities, including
budgeting and accounting, procurement and physical assets management, human resource
management, general administration services, and related logistical services.
ORGANIZATIONAL CHART
- an illustration in the form of a chart which represents the organizational structure
ORGANIZATIONAL PRINCIPLES
FOUR PRIMAL CONDITIONS OF AN ORGANIZATION
1) AUTHORITY
- the supreme source of government for any particular organization
- the right to exercise, to decide and to command by virtue of rank and position
2) MUTUAL COOPERATION
- an organization exists because it serves a purpose
3) DOCTRINE
- provides for the organization’s objectives
- provides the various actions, hence, policies, procedures, rules and regulations of the organization
are based on the statement of doctrines .
4) DISCIPLINE
- comprising behavioral regulations
ELEMENTS/PRINCIPLES OF POLICE ORGANIZATION
1) SPAN OF CONTROL
- the maximum number of subordinates at a given position that a superior can effectively supervise.
The span of control or supervisor over personnel or units shall be not more than what he can
effectively direct and coordinate, relate levels of authority shall be kept to minimum. Because a large police
organization necessarily must have more subordinates than superiors, subordinate positions with a
bureaucracy will outnumber supervisor position. For this reason, organizational charts of police agencies look
more like pyramids. The chief control from the top of the pyramid, and the rank-and-file obey from their varied
positions spread along the base. In between, there is a hierarchy of ranks that expands wider and wider as
it descends toward the bottom of the pyramid. The height of an organizational pyramid is a product of the

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hierarchy of supervisory positions or ranks that exists, while width of the pyramids is a product of the
organization’s staggered spans of control.
Factors affecting the span of control:
a) Leadership qualities of the supervisors
b) Nature of the job and work conditions
c) Complexity of task
d) Education and skill of the employees

2) DELEGATION OF AUTHORITY
As an organization grows in complexity it soon becomes apparent that delegation must take place.
Organization dynamics requires that authority -responsibility relationships be established so that the
hierarchical structure can accomplish its objectives. The process of delegation must take place whenever a
supervisor’s responsibilities become too heavy for him. The only way he can do his job effectively is to
delegate some of his work to others. Delegation frees him from a multitude of time-consuming task and
permits him to give proper attention to the important parts of his job. Delegation involved authority,
responsibility, and accountability.
Authority-involves the right to make decisions, give orders, and expect to be obeyed in relation to work
assignments. It is the right to require action of others. It is a permission to make commitments, use resources,
and to tak necessary action to make possible the performance of the assigned work. Authority is described
ad defined in job descriptions, policies, procedures, instruction manuals, routines, and special instructions.
Responsibility and Accountability-
Responsibility- it is a double obligation
1. To the obligation to perform the assigned work in a suitable manner or to see that someone else
does in a suitable manner; and
2. Accountability for its proper performance.
Accountability- is defined as the obligation of a subordinate to report to the delegating superior upon the
exercise of authority and the performance of the assignment. Actually, an employee is responsible for two
things: performance of the work assigned, and then feedback to the boss as to the way the authority was
exercised and the work performed. Accountability is being answerable for one’s conduct in respect to
obligations fulfilled or unfulfilled; it is a rendering of stewardship.
Delegation- is the act of transferring selected responsibilities with commensurate authority, to one or more
subordinates. Delegation of authority should be from a superior to his immediate subordinates. Theoretically
the delegation should be to the position and not to the man; but actually to the kind of man determines the
kind of delegation. First of all, , the subordinate must be able to and willing to receive the authority. To be
able, he must have a sufficient knowledge and experience to make good decisions and just be able to
exercise his authority so that the goals will be achieved. And he must be willing to accept responsibility.
Compare “Accountability” as alluded to earlier, a delegation of authority does not include a delegation of
accountability. The latter cannot be delegated, since accountability for getting the job done falls on the
delegator and, ultimately, on the chief executive of the agency. In other words, a chief of police must be fully
accountable to the local government (city, county) fort the actions along with the chief would violate the basic
notion of administrative responsibility.
3) UNITY OF COMMAND- means that each person, from the bottom to the top of the organization,
has just one boss, and no one but the boss should be giving him direct orders. In the averaged business this
principle of unity of command-that no one can serve two masters-violated frequently and flagrantly.
4) 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 will
be assigned to a unit.

16
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.
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 top
time if the demand exists.
According to Level of Authority
A police department is always divided according to the level of authority. Example, there will be some
patrolmen, sergeants, some lieutenants, some captains, and so on. Veridical 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.
5) SPECIALIZATION BASED ON NEED
- the assignment of particular personnel to particular tasks
SPECIALIZATION OF JOBS (AREAS OF SPECIALIZATION)
- the designation of certain activities or tasks as ones that must be performed in a highly technological,
scientific or precise manner
- areas of police specialization include undercover works, crime scene operations, legal advising,
computer work, SWAT operations and others
SPECIALIZATION OF PEOPLE (SPECIALISTS)
- the designation of particular persons as having expertise in a specific area of work
- signifies the adaptation of an individual to the requirements through extensive training
6) LINE OF AUTHORITY AND CHAIN OF COMMAND
This principle or 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.
The chain of command is violated when one organization member communicates in an official
capacity with another who is not his immediate superior, subordinate, or colleague. Some violations can be
charged to ignorance, come to failure to consider the consequences, and some to the ambition of a supervisor
who is trying to take over the authority for a particular activity in order to enlarge the area of his job.
7) COMMAND RESPONSIBILITY
- dictates that immediate commanders shall be responsible for the effective supervision and control of
their personnel and unit

TOPIC 3: ORGANIZATION

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

A. THE DEPARTMENT OF THE INTERIOR AND LOCAL GOVERNMENT (DILG)

- formerly Department of Local Government (DLG)
- reorganized under RA 6975
- consist of:
a) the Department proper
b) existing bureaus and offices of the DLG

17
 c) local government units (LGU)
1) provincial governors
2) city and municipal mayors
d) the National Police Commission
e) the Philippine Public Safety College
f) Philippine National Police
g) Bureau of Fire Protection
h) Bureau of Jail Management and Penology

- 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
a) Undersecretary for Local Government
b) 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
- refer to the organizational chart of DILG
-
POWERS AND FUNCTIONS OF THE DILG
• Assist the President in the exercise of general supervision over local governments;
• Advise the President in the promulgation of policies, rules, regulations and other issuances on the
general supervision over local governments and on public order and safety;
• Establish and prescribe rules, regulations and other issuances implementing laws on public order
and safety, the general supervision over local governments and the promotion of local autonomy and
community empowerment and monitor compliance thereof;
• Provide assistance towards legislation regarding local governments, law enforcement and public
safety;
Establish and prescribe plans, policies, programs and projects to promote peace and order, ensure
public safety and further strengthen the administrative, technical and fiscal capabilities of local
government offices and personnel;
• Formulate plans, policies and programs which will meet local emergencies arising from natural and
man-made disasters;
Establish a system of coordination and cooperation among the citizenry, local executives and the
Department, to ensure effective and efficient delivery of basic services to the public;
• Organize, train and equip primarily for the performance of police functions, a police force that is
national in scope and civilian in character.

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 Armed Forces of the Philippines is now in charge with both internal and
external security with the PNP as support through information gathering and performance of
ordinary police functions

B. NATIONAL POLICE COMMISSION

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

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VISION OF THE NAPOLCOM
"We envision the National Police Commission as a highly dynamic, committed and responsive
administering and controlling body, actively and effectively facilitating the evolvement of a highly professional,
competent, disciplined, credible and trustworthy PNP"

MISSION OF THE NAPOLCOM

"To administer and control the Philippine National Police with the end in view of maintaining a highly
professional, competent, disciplined, credible and trustworthy PNP”

POWERS AND FUNCTIONS OF THE NAPOLCOM

A. Exercise administrative control and operational supervision over the Philippine National Police
(PNP) which shall mean the power to:

Develop policies and promulgate a police manual prescribing rules and regulations for efficient
organization, administration, and operation, including criteria for manpower allocation
distribution and deployment, recruitment, selection, promotion, and retirement of personnel and the
conduct of qualifying entrance and promotional examinations for uniformed members;

Examine and audit, and thereafter establish standards for such purposes on a continuing basis, the
performance, activities, and facilities of all police agencies throughout the country;

Establish a system of uniform crime reporting;

Conduct annual self-report surveys and compile statistical data for accurate assessment of the crime
situation and the proper evaluation of the efficiency and effectiveness of all police units in the country;

Approve or modify plans and programs on education and training, logistical requirements,
communications, records,
information systems, crime laboratory, crime prevention and crime reporting;

Affirm, reverse or modify, through the National Appellate Board, personnel administrative actions
involving the demotion or dismissal from the service imposed upon members of the Philippine
National Police by the Chief of the Philippine National Police;

Exercise appellate jurisdiction through the Regional Appellate Boards, over administrative cases
against policemen and over decisions on claims for police benefits;

Prescribe minimum standards for arms, equipment, and uniforms and, after consultation with the
Philippine Heraldry Commission, for insignia of ranks, awards, medals of honor;

Issue subpoena and subpoena duces tecum in matters pertaining to the discharge of its own powers
and duties, and designate who among its personnel can issue processes and administer oaths in
connection therewith;

Inspect and assess the compliance of the PNP on the established criteria for manpower allocation,
distribution and deployment and their impact on the community and the crime situation, and
thereafter formulate appropriate guidelines for maximization of resources and effective utilization of
the PNP personnel;

Monitor the performance of the local chief executives as deputies of the Commission; and

Monitor and investigate police anomalies and irregularities.

B. Advise the President on all matters involving police functions and administration;
C. Render to the President and to Congress an annual report of its activities and accomplishments during
the thirty (30)days after the end of the calendar year, which shall include an appraisal of the conditions

19
 obtaining in the organization and administration of police agencies in the municipalities, cities and
provinces throughout the country, and recommendations for appropriate remedial legislations;
D. Recommend to the President, through the Secretary, within sixty (60) days before the commencement
of each calendar year, a crime prevention program; and
E. Perform such other functions necessary to carry out the provisions of R.A. 6975, as amended, other
existing laws and Presidential issuances, and as the President may direct.

COMPOSITION:
consist 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 four regular commissioners shall come from civilian sector and not former members
of the police or military
The fourth regular commissioner shall come from the law enforcement sector either active or
retired
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
Refer to the organizational structure of the NAPOLCOM

QUALIFICATIONS OF THE REGULAR COMMISSIONERS

Citizens of the Philippines
Lawyers with at least five (5) years experience in handling criminal or human rights cases; or
Holders of a master’s degree in public administration, sociology, criminology, criminal justice, law
enforcement and other related disciplines

ORGANIZATIONAL STRUCTURE
- Composed of:
a) Commission Proper
b) Staff Services
1) Planning and Research
2) Legal Affairs
3) Crime Prevention and Coordination
4) Personnel and Administrative Service
5) Inspection, Monitoring and Investigation
6) Installations and Logistics
7) Financial Service
c) Disciplinary Appellate Boards
1) National Appellate Board
▪ shall decide cases on appeal from the decisions rendered by the Chief, PNP

2) Regional Appellate Board

▪ shall decide cases on appeal from decisions rendered by the mayor, PLEB, and
PNP officers other than the Chief, PNP.

A. PHILIPPINE NATIONAL POLICE

Organized pursuant to RA 6975, as amended by RA 8551
A law enforcement agency under the operational control of the Department of the Interior and Local
Government and administrative supervision of the National Police Commission
It is an organization that is national in scope and civilian in character, as provided by Section 6,
Article 16 of the 1987 Philippine Constitution:

20
 o “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

1) Enforce all laws and ordinances relative to the protection of lives and properties;
2) Maintain peace and order and take all necessary steps to ensure public safety;
3) Investigate and prevent crimes, effect the arrest of criminal offenders, bring offenders to justice and
assist in their prosecution;
4) Exercise the general powers to make arrest, search and seizure in accordance with the Constitution
and pertinent laws;
5) Detain an arrested person for a period not beyond what is prescribed by law, informing the person
so detained of all his rights under the Constitution;
6) Issue licenses for the possession of firearms and explosives in accordance with law;
7) Supervise and control the training and operations of security agencies and issue licenses
to operate security agencies and to security guards and private detectives, for the
purpose of their professions.
DUTIES AND RESPONSIBILITIES OF A POLICE OFFICER
1) He shall be ready at all times to perform his duties and obey the lawful orders of his superior officers
or higher authority;
2) He shall be responsible for the efficient performance of his duties and adequate coverage of his beat
or post;
3) He shall cooperate and coordinate with the other members of his relief, district or other division
segments so that their teamwork may ensure continuity of purpose and maximum achievement of
the objectives of the department;
4) He shall be available for duty at all times in case of special needs or emergencies;
5) He shall respond readily and report punctually to all assignments;
6) He shall execute the service program within his area of responsibility providing for prevention of
crime, protection of life and property, apprehension and prosecution of offenders, preservation of
peace and enforcement of regulatory measures;
7) He shall familiarize himself with administrative ad operational policies of the department;
8) He shall be in prescribed attire and have the required equipment when reporting for duty;
9) He shall be attentive to instruction and record information given during the briefing or roll-call training
and shall likewise record his activities during his tour of duty;
10) He shall supervise and inspect all public and licensed places within his area of responsibility.

ORGANIZATION and COMPOSITION OF THE PNP

- Shall be headed by a Chief who shall be assisted by two (2) deputy chiefs:

21
 1) Deputy Chief for Administration
2) 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
- Refer to the organizational structure of the Philippine National Police

CAMP RAFAEL CRAME

- The national headquarters of the Philippine National Police, located in Quezon City
- Houses the offices of the following:
a) Chief, PNP
b) two (2) deputy chiefs
c) Chief, Directorial Staff
d) ten (10) directorial staff
e) nine administrative units
f) ten operational units

POLICE REGIONAL OFFICES

- the PNP is divided into seventeen (17) police regional offices (PRO), each headed by a Regional
Director:
National Capital Region Police Office (NCRPO)
PRO 1 to PRO 13
Cordillera Autonomous Region (CAR)
Autonomous Region of Muslim Mindanao (ARMM)
PROVINCIAL POLICE OFFICES
- 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:
Manila Police District (formerly Western Police District)- Manila
Eastern Police District (EPD) – San Juan, Mandaluyong, Pasig
Northern Police District (NPD) – Caloocan, Malabon, Valenzuela
Central Police District (CPD) – Quezon City
Southern Police District (SPD) – Pasay and Makati

PNP ADMINISTRATIVE SUPPORT UNITS

1) CRIME LABORATORY
- Shall provide scientific and technical investigate aid and support to the PNP and other
government investigative agencies

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2) LOGISTICS UNIT
- Headed by a Director with the rank of CHIEF SUPERINTENDENT
- Shall be responsible for the procurement, distribution and management of all the logistical
requirements of the PNP including firearms and ammunition
3) COMMUNICATIONS UNIT
- shall be responsible for establishing an effective police communications network
4) COMPUTER CENTER
- shall be responsible for the design, implementation and maintenance of a database system for the
PNP
5) FINANCE CENTER
- shall be responsible for providing finance services to the PNP
6) CIVIL SECURITY UNIT
- shall provide administrative services and general supervision over the organization, business
operation and activities of all organized private detectives, watchmen, security guard agencies and company
guard forces

OPERATIONAL SUPPORT UNITS

1) MARITIME POLICE UNIT
- Shall perform all police functions over Philippine territorial waters and rivers
2) POLICE INTELLIGENCE UNIT
- Shall serve as the intelligence and counterintelligence operating unit of the PNP
3) POLICE SECURITY UNIT
- Shall provide security for government officials, visiting dignitaries and private individuals
authorized to be given protection
4) CRIMINAL INVESTIGATION UNIT
- Shall undertake the monitoring, investigation and prosecution of all crimes involving economic
sabotage, and other crimes of such magnitude and extent as to indicate their commission by
highly placed or professional criminal syndicates and organizations

5) SPECIAL ACTION FORCE

- Shall function as a mobile strike force or reaction unit to augment regional, provincial, municipal and
city police forces for civil disturbance control, counterinsurgency, hostage-taking rescue
operations and other special operations
6) NARCOTICS UNIT
- shall enforce all laws relative to the protection of the citizenry against dangerous and other
prohibited drugs and substances
7) AVIATION SECURITY UNIT
- shall secure all the country’s airports against offensive and terroristic acts that threaten civil
aviation, exercise operational control and supervision over all agencies involved in airport
security operation, and enforce all laws and regulations relative to air travel protection and safety

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8) TRAFFIC MANAGEMENT UNIT
- shall enforce traffic laws and regulations
9) MEDICAL AND DENTAL CENTERS
- Shall be responsible for providing medical and dental services for the PNP
10) CIVIL RELATIONS UNIT
- Shall implement plans and programs that will promote community and citizen’s participation in
the maintenance of peace and order and public safety
POWERS AND FUNCTIONS OF THE CHIEF PNP
The command and direction of the PNP shall be vested in the Chief, PNP who shall have the power
to:
1) direct and control tactical as well as strategic movements, deployment, placement, utilization of the
PNP or any of its units and personnel, including its equipment, facilities and other resources;
2) issue detailed implementing policies and instructions regarding personnel, funds, properties, records,
correspondence, and such other matters as may be necessary;
3) dismiss police officer

TOPIC 4: MANNING LEVEL

On the average nationwide, the manning levels of the PNP shall be approximately in accordance
with a police-to-population ratio of one (1) policeman for every five hundred (500) persons. The actual
strength by cities and municipalities shall depend on the state of peace and order, population density and
actual demands of the service in the particular area: Provided, That the minimum police-to-population ratio
shall not be less than one (1) policeman for every one thousand (1,000) persons: Provided, further, That
urban areas shall have a higher minimum police-to-population ratio as may be prescribed by regulations.

LESSON 5: RANK CLASSIFICATION

For purposes of efficient administration, supervision and control, the rank classification of the
members of the PNP shall be as follows:

24
NON-COMMISSIONED OFFICER RANKS (NCO)
- Patrolman/Patrolwoman to Police Executive Master Sergeant
COMMISSIONED OFFICER RANKS (CO)
- Police Lieutenant to Police General

KEY POSITIONS and their CORRESPONDING RANKS IN THE PNP

CHIEF – highest position in the PNP, with the rank of POLICE GENERAL
DEPUTY CHIEF FOR ADMINISTRATION – the second-in command, with the rank of POLICE
LIEUTENANT GENERAL
DEPUTY CHIEF FOR OPERATIONS – the third-in-command, with the rank of POLICE LIEUTENANT
GENERAL
NCR DIRECTOR – with the rank of POLICE MAJOR GENERAL
REGIONAL DIRECTOR - with the rank of POLICE BRIGADIER GENERAL
PROVINCIAL DIRECTOR - with the rank of POLICE COLONEL
NCR DISTRICT DIRECTOR - with the rank of POLICE BRIGADIER GENERAL
CHIEF OF POLICE – with the rank of POLICE MAJOR

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 LESSON III
RECRUITMENT AND SELECTION

TOPICS
1. Personnel policies
2. General qualification
3. Procedural and guideline
4. Status of appointment
5. Procedure in termination

LEARNING OUTCOMES:
At the end of the lesson, the students must be able to identify the different policies on
promotional rules and procedure.

TOPIC 1 : PERSONNEL POLICIES, PROCEDURAL AND GUIDELINE

The following personnel policies on recruitment selection and appointment are hereby established:

A. Recruitment of PNP Uniformed Personnel to the rank of Police Officer 1 (PO1) shall be based on
the principle of merit and fitne6s and shall be open to all qualified men and women, subject to
limitations provided by law.

B. The PNP shall reserve ten percent (10%) of its annual regional recruitment quota for qualified
women-applicant. There shall be no discrimination on account of gender, religion, ethnic origin or
political affiliation.

C. There shall be no discrimination on account of gender, religion, ethnic origin or political affiliation.

D. The annual attrition recruitment quota, which shall specify the recruitment allocation at the national,
regional, provincial, district and city/municipal levels and the regular recruitment quota which shall be
equitably distributed to the different Police Regional Offices and selected NSUs shall be approved
by the Commission.

The annual attrition recruitment quota, which shall specify the recruitment allocation at the national,
regional, provincial, district and city/municipal levels and the regular recruitment quota which shall be
equitably distributed to the different Police Regional Offices and selected NSUs shall be approved by the
Commission.

E. There shall be established Screening Committees at the NHQ, PROs and NSUs that shall be
responsible for the widest dissemination of vacancies in their respective areas, the evaluation of
applicants’ qualifications and the selection of the most qualified applicants to be recommended for
appointment into the police service.

F. To have a wider base for the selection process and for budgetary reasons, the number of applicants

27
 for initial screening shall not be more than 150% of the recruitment quota allocated to the particular
recruiting unit as approved by the Commission.

G. No person shall be appointed as Police Officer I unless he or she possesses the minimum
qualifications provided for under Section 14, R.A. No. 8551 and in this Circular.

H. Preference shall be accorded to the applicants who are residents of the city/municipality where the
quota is allocated provided they meet the minimum qualification standards and officially endorsed
by the city/municipal mayor in accordance with the procedures set in this Circular.

I. The age, height and weight requirements for initial appointment in the PNP may be waived only when
the number of qualified applicants falls below the approved quota after the final interview of the
recruiting unit.

The application of a member of an indigenous group for height waiver shall be processed regardless
of whether or not the number of applicants falls below the annual quota.

Age, height, weight or educational waiver for applicants other than the members of indigenous
group may be granted by the Commission en banc only while height waiver to indigenous people
is granted by the Napolcom Regional Directors.

J. As much as possible and practicable, recruitment shall be conducted by the Police Regional Office
and National Support Units simultaneously to prevent the applicants from applying in two or more
recruiting units within the annual recruitment period.

K. The issuance of Appointment shall be in accordance with Civil Service rules and regulations and
this Circular.

L. The whole recruitment process shall be transparent and conducted with the most reasonable cost
on the part of the PNP and the individual applicant.

M. The strict implementation of this Circular shall be the responsibility of the appointing authority and
any violation hereof shall be dealt with accordingly.

THE SCREENING COMMITTEE

The Regional Director shall establish an Ad Hoc Screening Committee in each provincial office that shall be
responsible for the widest dissemination of vacancies in the area and determination of the fitness of police
applicants.

The Screening Committee shall be composed as follows:

a. City/Municipal Screening Committee • Vice-Mayor designated as Chairman

• DILG CLGOO/MLGO as Vice-Chairman
• POC Member from the Academe designated as Member
• City Director (for City Level)/Chief of Police (Municipal Level) and Member

b. Provincial Screening Committee

The Chief Assistant Provincial Director for Administration or any PNP Senior Officer in the province
designated by the Provincial Director.
• NAPOLCOM Official to be designated by the NAPOLCOM Regional Director
• Private citizen of known probity and integrity in the province to be designated by the Provincial Governor
• PLEB Chairman in the locality where the selection will be undertaken
• PPOC Representative to be designated by the PPOC Chairman

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c. Regional Screening Committee
• PNP Deputy – Regional Director for Administration or any PNP Senior Officer in the Regional Command
designated by the PNP Regional Director – Chairman

Members
• NAPOLCOM Senior Official in the Regional Office to be designated by the Regional Director
• Private citizen of know probity and integrity in the region to be designated by the Provincial Governor of the
province where the Regional Command Headquarters is situated.
• PLEB Chairman in the locality where the selection will be undertaken
• RPOC Representative to be designated by the RPOC Chairman

Additional Screening and Recruitment Committees, however, may be constituted by the PNP General
Headquarters to facilitate expeditious and efficient processing of applications, provided the herein
required membership shall be followed

SCREENING PROCEDURE

a. Preliminary Interview/Screening – A point system shall be applied in the assessment and evaluation of the
measurable qualification standards possessed by an individual applicant. The applicant shall be interviewed
personally by the Screening Committee. If the applicant qualifies, he/she shall be required to present or
accomplish the following:

CRITERIA MINIMUM POINTS MAXIMUM POINTS

Educational 21 30
Eligibility 21 30
Physical Agility Test 10.5 15
Final Interview 16 25
TOTAL 68.5 100

Additional Points are given for those with Masteral, LLB units, graduates with honors and
with multiple eligibilities (maximum 30 points)
b. Physical Agility Test (15 pts) – The Screening Committee shall require the applicant to undergo a physical
agility test designed to determine whether or not he possesses the required coordination, strength and speed
of movement necessary for service.

The PAT is composed of following events done in sequential order:

(b.1) 1 Minute Push-up with passing score of 35 repetition for male and 25 repetition for female (bench push-
up);

(b.2) 1 Minute Sit-ups (35 reps for male and 25 reps for female); and
(b.3) 3- Kilometer run (19 mins for male and 21 mins for female).

29
 Physical Agility Test is one of the requirements by the PNP in order to evaluate the physical
qualification of these aspiring Patrolman/woman applicants whether he or she possess the required condition
such as strength and speed applicable in the service. The Screening Committee composed of personnel
from RPHRDD and Regional Health Service took the lead as the screening committee.

Physical Agility Test:

Maximum Total – 100 pts
Passing Score: – 75 pts

c. Psychological and/or Neuro Psychiatric Test – To exclude applicants who may be suffering from any
mental disorder, the applicant shall take a psychological and/or neuro-psychiatric test to be administered by
the PNP, or any duly recognized institution and meet all the requirements in paragraph (a) above.

d. Character and Background Investigation – The Screening Committee shall cause an intensive
investigation to be conducted on the character and background of the applicant with the view of determining
his character reputation and possible involvement in any questionable or criminal activities as well as his
propensity toward violence or use of force.

e. Physical/Menta/Dental Examination – In order to determine whether or not the applicant is in good health,
free from any contagious diseases, a physical and medical examination must be conducted by the
city/municipal health officer or PNP medical officer after he/she qualified for preliminary interview.

f. Final interview (25 pts) – The Screening Committee shall interview the qualified applicant for
suitability for police work. The interview shall aid in determining likeableness, affability, attitude towards
work, outside interest, forcefulness, conversational ability, disagreeable mannerism, etc
g. Oath-Taking – After the final deliberation and through selection among the qualified applicants, the
successful applications shall take their oath of Office.

GENERAL QUALIFICATIONS FOR APPOINTMENT TO THE PNP (RA 6975, as amended by RA 8551
and RA 9708)
a) A citizen of the Philippines;
b) A person of good moral conduct;
c) Must have passed the psychiatric/psychological, drug and physical tests to be administered by the
PNP or by any NAPOLCOM accredited government hospital for the purpose of determining physical
and mental health;
d) Must possess a formal baccalaureate degree from a recognized institution of learning;
- graduate of any four-year course
e) Must be eligible in accordance with the standards set by the Commission;
- Must have passed the board examination given by the Profession Regulation Commission (PRC)
or the NAPOLCOM Police Entrance Examination
f) Must not have been dishonorably discharged from military employment or dismissed for cause from
any civilian position in the Government;
g) Must not have been convicted by final judgment of an offense or crime involving moral turpitude;
h) Must be at least one meter and sixty-two centimeters (1.62 m) in height for male and one meter and
fifty-seven (1.57 m) for female;
i) Must weigh not more or less than five kilograms (5kgs) from the standard weight corresponding to
his or her height, age and sex; and
j) For a new applicant, must not be less than twenty-one (21) nor more than thirty (30) years of age

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.”

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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

Police officers, who are LICENSED CRIMINOLOGISTS, no longer need to take the Police
Promotional Examinations as part of the requirements for promotion. As PRC BOARD PASSERS,
they have already complied with the eligibility requirement.

TOPIC 2: GENERAL QUALIFICATIONS

ELIGIBILITY REQUIREMENTS

✓ RA 6506 (Criminologist)
✓ Civil Service Professional (CSP)
✓ PO1 Entrance Exam (NAPOLCOM & CSC)
✓ RA 1080 (Board Passer, Med Doctor, Engineering, Teacher etc..)
✓ PD 907

TOPIC 3: STATUS OF APPOINTMENT

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

Probationary – period of at least twelve (12) months.

The New Patrolman/woman must undergo the Public Safety Basic Recruit Course
(PSBRC) and Field Training Program in order to attain permanent status.

APPOINTMENT OF UNIFORMED PNP PERSONNEL

PO1 TO SPO4 – appointed by the Regional Director for regional personnel or by the Chief, PNP for the
national headquarters
INSP TO SUPT – appointed by the Chief, PNP
SR SUPT TO DEPUTY DIR GEN – appointed by the President upon recommendation of the Chief, PNP,
subject to confirmation by the Commission on Appointments
DIRECTOR GENERAL – appointed by the President from among the senior officers down to the rank of
CSupt, subject to the confirmation of the Commission on Appointments

31
KINDS OF APPOINTMENT
1) PERMANENT – when an applicant possesses the upgraded general qualifications for appointment
in the PNP
2) TEMPORARY – when the appointment of an applicant is under the waiver program due to weight
requirements pending satisfaction of the requirement waived

LATERAL ENTRY OF OFFICERS

- admission to the PNP with the initial rank of Inspector or Senior Inspector of qualified applicants
belonging to certain professions

INSPECTOR RANK:
- dentists, optometrists, nurses, engineers, graduates of forensic sciences, graduates of the
Philippine National Police Academy and licensed criminologists

SENIOR INSPECTOR RANK:

- chaplains, members of the bar and doctors of medicine

WAIVERS FOR INITIAL APPOINTMENT TO THE PNP (RA 8551)

The age, height, weight and educational requirements for initial appointment to the PNP may be
waived only when the number of qualified applicants falls below the minimum annual quota, provided:

1) That an applicant shall not be below twenty (20) nor over thirty-five (35) years of age; and
2) That any applicant not meeting the weight requirement shall be given reasonable time but not to
exceed six (6) months within which to comply with the said requirement;
3) That the waiver for height requirement shall be automatically granted to applicants belonging to the
cultural minorities

SELECTION CRITERIA UNDER THE WAIVER PROGRAM

1) Applicants who possess the least disqualification shall take precedence over those who possess
more disqualification;
2) The requirement shall be waived in the following order: age, height, weight and education.

TOPIC 4: PROCEDURE IN TERMINATION

All newly recruited PO1 shall be appointed in temporary status for twelve (12) months pending
compliance with the Field Training Program (FTP) involving actual experiences and assigned in patrol
, traffic and investigation. The termination of service shall be done with utmost objectivity and
impartiality affording the PNP members concerned the right to due process and protection of law. In
general termination shall be in the nature of summary administrative proceeding.
The services of the PNP personnel so appointed may be terminated at any time due to any or
combination of the following grounds (Letter A, Section VIII, Ibid.); grave administrative offenses, lack of
aptitude in the service, failure to complete the required Field Training Program within the prescribed period
of twelve (12) months from the time he/she was issued an appointment under temporary status and failure
to attain or satisfy the weight required within six (6) months from appointment if admitted due to waiver.

1. Termination from Police Service of PO1 under temporary status may be initiated by any individual, police
officer or police unit based on sworn complaints or statements and documents;
2. The Police National Training Institute shall issue a return to unit order with the case folder pertaining to
the trainee’s inability to complete the required Field Training Program;
3. The respondent shall be furnished with a copy of the complaint and shall answer the same within three
days from receipt, attaching therewith supporting documents or evidence;
4. Termination authority shall order the conduct of summary hearing within three days after receipt of the
respondent’s answer and shall be completed within five days from its commencement;
5. If respondent fails to answer within the prescribed period, Summary Hearing Officer/Board shall proceed
with the hearing ex-parte;

32
6. Being summary in nature, direct examination of witnesses shall be dispensed with and the sworn
statements of their witnesses or their affidavits shall take place of their oral testimonies;
7. Within three days after the completion of the hearing, the Termination Authority shall render decision;
8. The decision shall contain the name of the respondent and his unit assignment, brief statement of the
material facts, findings as established during the hearing, applicable laws, rules and regulations,
jurisprudence and disposition thereof;
9. Decision of the appointing authority shall be immediately executory by the issuance of appropriate orders
terminating the concerned PO1 from the police service.

33
 Assessment:

A. Reaction Paper: Discuss the following statements/topics below. Write your answers in
one (1) whole sheet of paper and submit your output on or before September 30, 2021

1. In what circumstances that the age, height, weight and educational requirements for initial
appointment to the PNP may be waived ?
2. What are the general qualifications in hiring of PNP personnel? If you had a chance
to amend the implementing guidelines in hiring of PNP Personnel what would it be
and why?
3. your perception in lowering the minimum height requirements in hiring of PNP
personnel. Expound the ideas that the recruits must undergone physical agility and
neuro-psychiatric test.

RUBRICS:
3.
SCORE 25-20 points 19-15 points 14-10 points 10-0 points
4. Upload your answers at your respective Google Classroom.
Summary Demonstrates an excellent Good understanding Summary shows Summary
understanding of the topics, of the topics, but the some does not
well expounded concepts concept borrows too misunderstanding of comprehensibl
with an appropriate amount heavily or is not the major points. e.
of quoting. articulated in a clear
manner.
Argument Argument is well articulated Argument is Argument lacks the
Argument is
and addresses the issues reasonable but is not support necessary to implausible,
raised in the topics. convincingly prove some points.
unsupported,
articulate. . or otherwise
not completely
understandabl
e.
Examples Demonstrate clear example Examples are given Limited engagement Inappropriate
that fortifies deep but lack of and evidences to research or no
understanding of the lesson. connection to the prove points. examples
lesson were given.

34
 LESSON IV
PROMOTION SYSTEM

TOPICS
1. Promotional Policy and Rules
2. Types of Promotion
3. Procedure of filling up the promotion

LEARNING OUTCOMES:

At the end of the lesson, the students must be able to identify the different policies on
promotional rules and procedure

TOPIC 1: PROMOTIONAL POLICY/ RULES

Preparatory Positions — refer to the positions that will prepare the PNP uniformed personnel for
advancement to a higher rank.
Promotable — refers to the status of PNP uniformed personnel who possess the latest Qualification
Standards prescribed by NAPOLCOM and satisfies the guidelines for promotion prescribed in this circular as
initially evaluated by the PROsINSUs Officers Promotion and Placement Board (OPPB) confirmed by the
PNP SOPPB.
Promotional Vacancy — the difference between the authorized and the actual number of PCOs in their
respective rank plus the anticipated number of PCOs for attrition (retirement/resignation/separation for cause)
for the period.
Promotional Zone of Consideration — refers to the group of PCOs who are occupying T.O. positions and
considered for promotion, provided, that they shall not reach the age of compulsory retirement within one
year from the time the promotion shall have been given.
Qualification Standards — are the minimum and basic requirements of positions in government agencies,
however, are not precluded from establishing higher standards for positions if deemed necessary. Where
higher standards are established by an agency and approved by the CSC, these standards shall be used
and applied in its internal selection process and shall be adopted uniformly and consistently in all its
offices/organizational units. (Omnibus Rules implementing Book V of E.O. 292, and other pertinent Civil
Service Laws).
Selection — refers to the process by which PCOs are screened and evaluated based on the criteria set for
a particular position with the end in view of choosing the most qualified for the said position.
Senior Division — refers to a Division of the D-Staff which is considered the first among equals in which the
nature of function, volume, and degree of work and level of importance of the different Divisions were taken
into consideration (Except DIP0s).

35
Seniority Lineal List — refers to the hierarchical listing by rank of all uniformed police personnel based on
dates of promotions, appointments, and other established parameters;
Staff Duty — refers to assignment to a position where the PCO provides advice and perform tasks relating
to personnel management, intelligence, operations, logistics, training, investigation, police community
relations, and the like;
Technical Service Officers — refer to PCOs who were originally commissioned to the PNP, either directly
or through lateral entry, by virtue of their special technical skills and competencies (i.e. Medical
Doctors/Officers; Dentists; Nurses; Lawyers; Priests, Imams, and Pastors; Forensic Specialists; Licensed
Criminologists; Nutritionists, etc.);
Third Level Officers/Senior PCOs — refer to PCOs with the rank of PSSUPT up to PDG; gg.
Third Level Positions — refer to positions in the PNP requiring designation of Third Level Officers/Senior
PCOs;
Table of Organization (TO) Positions — refer to positions requiring a particular rank as required by the
latest PNP staffing pattern;
Time-in-Grade (TIG) — refers to the minimum period required before a third level PCO becomes eligible to
be promoted to the next higher rank;
Time-in-Position (TIP) — refers to the minimum period required for a PCO to occupy a key position before
the PCO becomes qualified to apply for and occupy another higher key position

TOPIC 2: TYPES/KINDS OF PROMOTION

PROMOTION
- the upgrading of ranks and/or advancement to a position of leadership

KINDS OF PROMOTION

1. REGULAR – promotion granted to police officers meeting the mandatory requirements for promotion
2. SPECIAL – promotion granted to police officers who has exhibited acts of conspicuous courage and
gallantry at the risk of his/her life above and beyond the call of duty

CONSPICUOUS COURAGE
- courage that is clearly distinguished above others in the performance of one’s duty

MANDATORY REQUIREMENTS FOR PROMOTION

1. Educational attainment – applicable in promotion in position
2. Completion of appropriate training/schooling, such as:
Masteral Degree - Chief Superintendent and above
Officers Senior Executive Course (OSEC) – Supt to Sr Supt
Officers Advance Course (OAC) – Chief Insp
Officers Basic Course (OBC) – Sr Insp
Officers Candidate Course (OCC) – SPO4
Senior Leadership Course (SLC) – SPO3 to SPO4
Junior Leadership Course (JLC) – PO3 to SPO1

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

36
 1 year – from Sr Supt to Deputy Director General
3 years – from Supt to Sr Supt
5 years – Chief Insp to Supt
5 years – Sr Insp to Chief Insp
3 years – Insp to Sr Insp
3 years – SPO4 to Insp
2 years – SPO3 to SPO4
2 years – SPO2 to SPO3
2 years – SPO1 to SPO2
2 years – PO3 to SPO1
1 year – PO2 to PO3
5 years – PO1 to PO2

4. Appropriate eligibility – the required promotional examinations

POLICE OFFICER PROMOTIONAL EXAMINATION
SENIOR POLICE OFFICER PROMOTIONAL EXAMINATION
POLICE INSPECTOR PROMOTIONAL EXAMINATION
POLICE SUPERINTENDENT PROMOTIONAL EXAMINATION
Exemptions:
Bar and PRC board examination passers (RA 1080)
LICENSED CRIMINOLOGISTS (RA 6506)
Honor Graduates (PD 907)
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.”

TOPIC 3: PROCEDURE OF FILLING UP THE PROMOTION

The National Police Commission recently approved Resolution No. 2016-254 entitled: Revised
Guidelines and Procedures on the Detail of Philippine National Police (PNP) Uniformed Personnel to Other
Government Offices/Agencies.
The said resolution amends NAPOLCOM Resolution Number 2010-145 specifically Section II (g)(4) and (5)
to provide equal opportunity for the career advancement of police officers who, despite being on detail outside
the DILG and the PNP, are essentially performing functions which are of equal importance for the
maintenance of peace, security and order in the country.

37
The amended provision now reads:

1. Police Guidelines

The administrative jurisdiction of the PNP and the receiving office or agency over detailed PNP
uniformed personnel shall be as follows: (4) Placement and Promotion of Detailed PNP Uniformed
Personnel.
Police Non-Commissioned Officers personnel on detail outside the PNP, who meets the minimum
qualifications for promotion, shall be considered for promotion without need of being recalled to
his/her appointment.

Once promoted, the concerned PNP uniformed personnel may continue on detail in the same
receiving Office provided that the designation is commensurate to the rank and the functions are
related to law enforcement. Provided, further, that continuance of detail shall be subject to the
discretion of the head of unit of appointment, with its personnel requirement as primary consideration.
Police Commissioned Officers (PCOs) who are on detail outside the PNP shall be considered for
placement to vacant table of organization (TO) positions in the PNP: Provided, that they meet the
minimum qualification standards and mandatory requirements under existing policies and
procedures for such position.
PNP uniformed personnel who are on detail with UN missions shall be considered for promotion on
the condition that they are qualified and favorably endorsed by their respective Contingent Heads
thru the Directorate for Plans.

3. PNP uniformed personnel detailed outside the PNP shall be carried in the PHAU roster of personnel.

The Resolution was approved on 6 April 2016.

38
 LESSON IV
PROMOTION SYSTEM

TOPICS
1. Promotional Policy and Rules
2. Types of Promotion
3. Procedure of filling up the promotion

LEARNING OUTCOMES:

At the end of the lesson, the students must be able to identify the different policies on
promotional rules and procedure

TOPIC 1: PROMOTIONAL POLICY/ RULES

Preparatory Positions — refer to the positions that will prepare the PNP uniformed personnel for
advancement to a higher rank.
Promotable — refers to the status of PNP uniformed personnel who possess the latest Qualification
Standards prescribed by NAPOLCOM and satisfies the guidelines for promotion prescribed in this circular as
initially evaluated by the PROs/NSUs Officers Promotion and Placement Board (OPPB) confirmed by the
PNP SOPPB.
Promotional Vacancy — the difference between the authorized and the actual number of PCOs in their
respective rank plus the anticipated number of PCOs for attrition (retirement/resignation/separation for cause)
for the period.
Promotional Zone of Consideration — refers to the group of PCOs who are occupying T.O. positions and
considered for promotion, provided, that they shall not reach the age of compulsory retirement within one
year from the time the promotion shall have been given.
Qualification Standards — are the minimum and basic requirements of positions in government agencies,
however, are not precluded from establishing higher standards for positions if deemed necessary. Where
higher standards are established by an agency and approved by the CSC, these standards shall be used
and applied in its internal selection process and shall be adopted uniformly and consistently in all its
offices/organizational units. (Omnibus Rules implementing Book V of E.O. 292, and other pertinent Civil
Service Laws).
Selection — refers to the process by which PCOs are screened and evaluated based on the criteria set for
a particular position with the end in view of choosing the most qualified for the said position.
Senior Division — refers to a Division of the D-Staff which is considered the first among equals in which the
nature of function, volume, and degree of work and level of importance of the different Divisions were taken
into consideration (Except DIP0s).
Seniority Lineal List — refers to the hierarchical listing by rank of all uniformed police personnel based on
dates of promotions, appointments, and other established parameters;
Staff Duty — refers to assignment to a position where the PCO provides advice and perform tasks relating
to personnel management, intelligence, operations, logistics, training, investigation, police community
relations, and the like;
Technical Service Officers — refer to PCOs who were originally commissioned to the PNP, either directly
or through lateral entry, by virtue of their special technical skills and competencies (i.e. Medical

35
Doctors/Officers; Dentists; Nurses; Lawyers; Priests, Imams, and Pastors; Forensic Specialists; Licensed
Criminologists; Nutritionists, etc.);
Third Level Officers/Senior PCOs — refer to PCOs with the rank of PSSUPT up to PDG; gg.
Third Level Positions — refer to positions in the PNP requiring designation of Third Level Officers/Senior
PCOs;
Table of Organization (TO) Positions — refer to positions requiring a particular rank as required by the
latest PNP staffing pattern;
Time-in-Grade (TIG) — refers to the minimum period required before a third level PCO becomes eligible to
be promoted to the next higher rank;
Time-in-Position (TIP) — refers to the minimum period required for a PCO to occupy a key position before
the PCO becomes qualified to apply for and occupy another higher key position

TOPIC 2: TYPES/KINDS OF PROMOTION

PROMOTION
- the upgrading of ranks and/or advancement to a position of leadership

KINDS OF PROMOTION

1. REGULAR – promotion granted to police officers meeting the mandatory requirements for promotion
2. SPECIAL – promotion granted to police officers who has exhibited acts of conspicuous courage and
gallantry at the risk of his/her life above and beyond the call of duty

CONSPICUOUS COURAGE
- courage that is clearly distinguished above others in the performance of one’s duty

MANDATORY REQUIREMENTS FOR PROMOTION

1. Educational attainment – applicable in promotion in position
2. Completion of appropriate training/schooling, such as:
Masteral Degree - Chief Superintendent and above
Officers Senior Executive Course (OSEC) – Supt to Sr Supt
Officers Advance Course (OAC) – Chief Insp
Officers Basic Course (OBC) – Sr Insp
Officers Candidate Course (OCC) – SPO4
Senior Leadership Course (SLC) – SPO3 to SPO4
Junior Leadership Course (JLC) – PO3 to SPO1

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
1 year – from Sr Supt to Deputy Director General
3 years – from Supt to Sr Supt
5 years – Chief Insp to Supt
5 years – Sr Insp to Chief Insp
3 years – Insp to Sr Insp
3 years – SPO4 to Insp
2 years – SPO3 to SPO4
2 years – SPO2 to SPO3

36
 2 years – SPO1 to SPO2
2 years – PO3 to SPO1
1 year – PO2 to PO3
5 years – PO1 to PO2

4. Appropriate eligibility – the required promotional examinations

POLICE OFFICER PROMOTIONAL EXAMINATION
SENIOR POLICE OFFICER PROMOTIONAL EXAMINATION
POLICE INSPECTOR PROMOTIONAL EXAMINATION
POLICE SUPERINTENDENT PROMOTIONAL EXAMINATION
Exemptions:
Bar and PRC board examination passers (RA 1080)
LICENSED CRIMINOLOGISTS (RA 6506)
Honor Graduates (PD 907)
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.”

TOPIC 3: PROCEDURE OF FILLING UP THE PROMOTION

The National Police Commission recently approved Resolution No. 2016-254 entitled: Revised
Guidelines and Procedures on the Detail of Philippine National Police (PNP) Uniformed Personnel to Other
Government Offices/Agencies.
The said resolution amends NAPOLCOM Resolution Number 2010-145 specifically Section II (g)(4) and (5)
to provide equal opportunity for the career advancement of police officers who, despite being on detail outside
the DILG and the PNP, are essentially performing functions which are of equal importance for the
maintenance of peace, security and order in the country.

The amended provision now reads:

1. Police Guidelines

37
 The administrative jurisdiction of the PNP and the receiving office or agency over detailed PNP
uniformed personnel shall be as follows: (4) Placement and Promotion of Detailed PNP Uniformed
Personnel.
Police Non-Commissioned Officers personnel on detail outside the PNP, who meets the minimum
qualifications for promotion, shall be considered for promotion without need of being recalled to
his/her appointment.

Once promoted, the concerned PNP uniformed personnel may continue on detail in the same
receiving Office provided that the designation is commensurate to the rank and the functions are
related to law enforcement. Provided, further, that continuance of detail shall be subject to the
discretion of the head of unit of appointment, with its personnel requirement as primary consideration.
Police Commissioned Officers (PCOs) who are on detail outside the PNP shall be considered for
placement to vacant table of organization (TO) positions in the PNP: Provided, that they meet the
minimum qualification standards and mandatory requirements under existing policies and
procedures for such position.
PNP uniformed personnel who are on detail with UN missions shall be considered for promotion on
the condition that they are qualified and favorably endorsed by their respective Contingent Heads
thru the Directorate for Plans.

2. PNP uniformed personnel detailed outside the PNP shall be carried in the PHAU roster of personnel.

The Resolution was approved on 6 April 2016.

38
 LESSON V
CAREER MANAGEMENT PROGRAM

TOPICS
Career Management Program
1. Scope of the Program and General Provisions
2. Continuing Education program

LEARNING OUTCOMES:

At the end of the lesson, the students must be able to determine the general and
specific objectives of career management program.

TOPIC 1: SCOPE OF THE PROGRAM AND GENERAL PROVISIONS

The institutionalization of a career management program for PNP uniformed personnel is envisioned
to promote its professional competence and the development of management and leadership qualities and
skills compatible with the dynamic role of public safety social defense in national security, stability and
development.

General and Specific Objectives

Hereunder are the general and specific objectives of the career management program in the PNP.
 General Objectives
✓ To develop non-officers with appropriate knowledge and skills in support of the functional
requuirements of the PNP.
✓ To prepare non-officers for service in positions of major responsibility involving the
integrations of various functions of the PNP in the context of the overall development
program of the government.
 Specific Objectives
✓ To provide PNP Non-Officers the opportunity of pursuing a balabnced and well-rounded
career in the PNP through a system of assignment cotation and in-service training.
✓ To develop career consciousness in every PNP Non-Officer by prescribing duties
responsibitlities best suited to his grade and skills.
✓ To guide PNP commanders in arriving at sound decision in the assignment/rotation of their
non-officers to prescribed duiy areas.
✓ To make PNP non-officers well-versed in the overall administration and operation of the
Criminal Justice System.
This program includes officers and non-officers of the PNP. It shall cover a period of thirty-five (35) years
maximum career service expectancy

1. Career Management Program for PNP Officers

A.POLICIES

40
 i. The number and skills of PNP officers to be developed are determined by organizational
requirements. As requirements change, the numbers and skills of PNP officers to be
developed shall be adjusted accordingly.

ii. Career management program shall be undertaken through the following schemes.
iii. Those who are relieved for cause due to administrative/criminal cases, inefficiency, unsatisfactory
performance, abusive conduct and other acts that are inimical to the service shall not be included.
iv. Career management program shall be conducted in five (5) phases corresponding to typical duty
assignment that can be expected during each phase, and progression of education and training
opportunities. Each phase of career management program has certain broad goals in accordance
with the generalist concept. These phase should be considered as flexible, as the actual course of
an officer’s career management and utilization will be influenced by the organizational
requirements and the officer’s own capabilities and performance. These phases and their specific
goals as follows:
a ) Career Entry Phase
b.) Junior Intermediate Management Phase
c.) Senior Intermediate Management Phase
d.) Junior Executive Management Phase
e.) Senior Executive Management

B. OPERATING PRINCIPLES

(1) Career Pattern

(2) Assignment Rotation
(3) Mandatory Education Profile
(4) Mandatory Career Training
(5) Mandatory Career Positional Eligibility
(6) Tenure
2. Career Management Program PNP Non-Officers
A. POLICIES

(1) The Chief PNP shall oversee the efficient and effective implementation of the career management
program.
(2) The PNP, through the Director, Directorate for Personnel and Records Management (DPRM),
shall establish a comprehensive program cycle aimed at providing a strong foundation upon which the
strength and potential of every non-officer are developed and properly managed.
(3) Directors, Administrative and Operational Support Units, Regional Directors, and Chief, Support
Office Units shall maintain a priority listing their own police personnel who shall undergo any training and all
programmed career service schooling as may be prescribed by the NHQ, PNP.

(4) The number and skills of PNP non-officers to be develop are determined by the organizational
requirements. As requirements change, the number and skills PNP non-officers to be developed are adjusted
accordingly.
(5) The PNP non-officer career management program shall be undertaken through the following
scheme:
Those who are relieved for cause due to administrative criminal cases, inefficiency,
unsatisfactory performance, abusive conduct and other acts that are inimical to the service
are not included and shall be treated in accordance with prescribed policies of the PNP.

B. OPERATING PRINCIPLES
(1) Assignment Rotation
All non-officers shall be rotated in duty assignment after attaining a maximum of five (5) years in any
particular command, district or station.
(2) Mandatory Educational Profile
(3) Mandatory Career Training
(4) Mandatory Requirements for Promotion

41
 There shall be qualifying test for every rank upon which a non-officer which a non-officer shall be
promoted.
(5) Retirement
Retirement of non-officer shall be in accordance with R.A 6975, as amended R.A 8551.

TOPIC 2: CONTINUING EDUCATION PROGRAM

Continuing education generally refers to any post-secondary learning or programs that adults pursue
after formal education. This can vary from seminars or one-time classes to online courses and entire degree
programs.
Some professions require continuing education in a variety of ways. Some of these requirements
come in the form of yearly classes or tests to keep you up on changes in your industry.
Other professions require continuing education in the form of advanced degrees, which prepare you
for new responsibilities and opportunities.
Still other professions require attendance at conferences or lectures to help employees learn from
other experts in their field.
Why is continuing education important?

1. Increases your chances for promotion.

2. Increases your salary.
3. Increases your ability to make a career transition.
4. Improves your image and marketability.
5. Improves your lifestyle.
6. Increases personal development.

NATIONAL POLICE TRAINING INSTITUTE

Camp Vicente Lim, Calamba, Laguna

The National Police Training Institute (NPTI) has played a major role in the training of our country's
policemen. Its long history can be traced from the year 1905, four years after the Americans formally
established the Philippine Constabulary for the purpose of enforcing the law and maintaining peace and
order. The present PNTI evolved from the merger of the defunct Philippine Constabulary Training Command
in Camp General Mariano N Castaneda, Silang, Cavite and the Integrated National Police Training Command
in Camp General Vicente P. Lim at Calamba City in Laguna. These two training schools were responsible for
the training and education of the PC and INP personnel, respectively. Their integration gave birth to one
organizational structure known as PC/INP Training Command that conformed with the pressing need for a
cohesively organized, better coordinated and better directed service facility for the education and training of
members of the PC/INP.

With the passage on December 13, 1990 of Republic Act 6975 creating the Philippine National Police
under a reorganized Department of the Interior and Local Government, the PC/INP Training Command was
renamed PNP Training Command and became a primary component of the Philippine Public Safety College
(PPSC). PPSC was created to assume overall responsibility for the training, human resource development
and continuing education of all personnel of the Philippine National Police, Bureau of Fire Protection, and
Bureau of Jail Management and Penology. Subsequently, the PNP Training Command was renamed
Philippine National Police Training Center to Police Training Center, and later on, Police National Training
Institute as it is known today

Training Programs conducted at the seventeen (17) Regional Training Schools nationwide

Public Safety Basic Recruit Course (PSBRC)

It is a 24-week intensive and progressive training designed for newly-apponted police non-
commissioned officers to provide newly them with the basic knowledge and skills in police science,
administration, combat operation and tactics and for them to acquire the norms of conduct required in the
performance of their jobs as guardians of peace and protectors of lives and properties.

Public Safety Junior Leadership Course (PSJLC)

42
 A 12-week course designed to provide junior PNCOs with the fundamental knowledge and skills
necessary for effective and efficient handling of junior key positions in the PNP units.

Public Safety Senior Leadership Course (PSSLC)

A 12-week course designed to provide senior PNCOs with requisite knowledge and skills on general
functional areas of unit administration, management and leadership.

Public Safety Officers Candidate Course (PSOCC)

A 14-week course designed to equip the junior non-commissioned officers of PNP with the
fundamental knowledge, skills and proper attitude required for team-building assignments.

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 LESSON VI
ATTRITION SYSTEM

TOPICS
1. Means/Modes of attrition
2. Creation and Composition of Attrition Screening Committee/Board
3. Functions and Jurisdiction of Attrition Screening Committee/Board
4. Attrition Proceedings

LEARNING OUTCOMES:

At the end of the lesson, the students must be able to identify the policy and work and
function of attrition screening board.

TOPIC 1: MEANS/MODES OF ATTRITION

What Is Attrition?
Attrition in business describes a gradual but deliberate reduction in staff numbers that occurs
as employees retire or resign and are not replaced. The term is also sometimes used to describe the loss of
customers or clients as they mature beyond a product or company's target market without being replaced by
a younger generation.

MEMO CIRCUAR NO. 2008-005

PRESCRIBING POLICIES, PROCEDURES AND GUIDELINES GOVERNING THE ATTRITION SYSTEM
FOR UNIFORMED PERSONNEL OF THE PHILIPPINE NATIONAL POLICE

Pursuant to Sections 24,25,26,27,28,29 and 30 of Republic Act No. 8551, otherwise known as the
“Philippine National Police Reform and Reorganization Act of 1998,” the following policies, procedures and
guidelines governing the attrition of uniformed personnel of the PNP are hereby issued for the guidance of
all concerned

SECTION1. PURPOSE AND SCOPE- This Memorandum Circular prescribes the policies,
procedures and guidelines that shall govern the implementation of the Attrition System of the Uniformed
Personnel of the PNP thus, contributing to the transformation of the PNP into a more capable, effective and
credible police force.
The circular shall be applicable to all PNP uniformed personnel who may be retired or separated
from the service under the different means of attrition provided under Section 24 to 29 of RA No. 8551
SECTION2. DEFINITION OF TERMS- To ensure clarity and consistency, the following terms, as use
in this Circular, shall be construed as:
Attrition- refers to the retirement or separation from the police service of PNP Uniformed
Personnel pursuant to any of the means mentioned in Sections 24 to 29 of R.A. No. 8551
and other means as provided under this circular.
Attrition Action-refers to the action containing the findings and evidence on a specific mean
of attrition filed by a particular Screening Committee before the concerned Attrition Board.
Demotion in Position- refers to the designation of a personnel to a position lower than what
is established for his/her rank or not commensurate to his/her rank in the PNP table of
organization
Field Training Program-refers to the training required to make the temporary appointment of
a new PNP member permanent.
Immediate Supervisor-refers to a person authorized to make the performance evaluation
rating of a PNP member.
Just Cause-refers to the legal grounds that would warrant the relief or removal of a PNP
member from his present position and designation in the PNP Organization.

45
 Mandatory Career Courses-refers to the required training for a PNP member to be eligible
for promotion to the next higher rank.
MaximumTenure in Position- refers to the maximum cumulative period for a PNP member
to hold a particular position level.
Mental Incapacity- refers to a condition where a PNP member is unable to exercise his/her
reasoning faculties or incapable of understanding and acting with discernment his/her duties
and responsibilities as a result of illness or injury as may be determined by the PNP Medical
Screening Committee.
Non- Promotion- refers to the non-advancement to the next higher rank or position beyond
th maximum prescribed period.
Organic Personnel to a Unit- refers to a PNP member assigned to a particular unit covered
with appropriate PNP Assignment Orders.
Original Appointment- refers to the appointment for the initial entry of PNP member to the
PNP service who meets all the requirements of the position
Party- refers to the Chairman of the Screening Committee or the respondent.
Pendency of an Attrition Action- refers to the stage when the endorsement of the PRO
Regional Director or the NSU Director of a PCO Attrition Action has been officially received
by the concerned NHQ PCO Attrition Board through the NHQ Screening Committee or when
the NHQ/PRO/NSU Screening Committee Report of a PNCO Attrition Action has been
officially received by the NHQ/PRO/NSU Attrition Board.
Personnel Action on Attrition- refers to an action filed before the Screening Committee based
on a verified statement of alleged means of attrition by an initiating person.
Physical Fitness Test- refers to the method of evaluating the physical condition of PNP
members in terms of stamina, strength, speed, and agility.
Physical Incapacity- refers to the inability of a PNP member to perform his/her duties and
responsibilities due to physical defect/s as a result of disease or injury as may be determined
by the PNP Medical Screening Committee.
Poor Performance-refers to the poor rating in the promulgated PNP Performance Evaluation
Rating System.
Respondents- refers to the PNP member subjected to attrition proceedings.
Retirement- refers to the termination of employment and official relations of a PNP member
who rendered at least twenty (20) years of active service in the government with payment of
corresponding benefits.
Second level PCO Ranks- refers to Police Commissioned Officers (PCO) below the third
level ranks in the PNP.
Second Level PNCO Ranks- refers to all ranks for Police Non-Commissioned Officers
(PNCO)
Separation-refers to the termination of employment and official relations of a PNP member
who rendered less than twenty (20) years of active service in the government with payment
of corresponding benefits.
Third Level PNCO ranks- refers to Commissioned Police Officers (PCO) with the rank of
Police Senior Superintendent and higher.
Total Permanent Physical Disability-refers to any impairment of the body which renders PNP
member indefinitely incapable of substantially performing the mandated duties and functions
of his position.
Waiver Program- refers to the waiver of the minimum age, height, weight, and educational
requirement for the initial appointment to the Philippine National Police pursuant to existing
laws and policies on this matter.

SECTION3. MEANS OF ATTRITION-the following are the means of attrition as provided under
Section 24 to 29 of RA 8551, including other grounds for attrition as deemed necessary by the Commission:

1) ATTRITION BY ATTAINMENT OF MAXIMUM TENURE

Those who have reached the prescribed maximum tenure corresponding to their position
shall be retired from the service.

Chief, PNP or 4 years

Deputy Chief 4 years
Director of Staff Services 4 years
Regional Directors 6 years
Provincial/District Directors 9 years
Other positions higher than 6 years

46
 Provincial Director

Other positions higher than Provincial Director shall have the maximum tenure of six (6)
years. Unless earlier separated, retired or promoted to a higher position in accordance with
the PNP Staffing Pattern, police officers holding the above-mentioned positions shall be
compulsory retired at the maximum tenure in position herein prescribed or at age fifty-six
(56), whichever is earlier. The term “position higher than provincial director” refers to other
star rank positions with a maximum cumulative tenure of six (6) years.
A Police Commissioned Officer shall be subjected to attrition proceedings in the following
elements concur.
• The PCO designated to the position specified above has reached the maximum
cumulative period prescribed therein; and
• He/she refuses to accept a position, under a different category commensurate to
his/her rank despite existence of such vacancy,
The reckoning point of the tenure is as provided for under Section 25, RA No. 8551.

2) ATTRITION BY RELIEF
A PNP member, who have been relieved for just cause and have not been given an assignment
within TWO (2) YEARS after such relief shall be retired or separated.
To warrant attrition, the following elements must concur:
A. The relief is for a just cause;
B. The PNP member has not been given any assignment within two (2) years from his/her relief
and there are available positions commensurate to his/her rank; and
C. The non- assignment for a continuous period of two (2) years is due to a valid reasons and/or
reasons attributable to him/her , or his/her refusal to accept any position commensurate to his/her
rank.

The 2-year period provided under Section 26, RA No. 8551 shall be counted from the effective date
of relief for a cause. However, if the PNP member concerned has not been assigned to a position
commensurate to his/her rank prior to the issuance of this Circular, he or she, as the case may be, could no
longer be subjected to attrition proceedings regardless of the length of the intervening period before he/she
was given a new assignment
3) ATTRITION BY DEMOTION IN POSITION OR RANK
A PNP member who is relieved and assigned to a position lower than what is established for his/her
rank in the PNP Staffing Pattern and who shall not be assigned to a position commensurate to such
rank despite the existence of a vacancy within eighteen (18) months after his/her demotion in position
shall be retired or separated.
To warrant attrition, the following elements must concur:
A PNP member is relieved and assigned to a position lower than what is established for
his/her rank.
His/her designation to such lower position is attributed to him/her.
There exists a positional vacancy for the rank during eighteen (18) months reckoned after
his/her demotion in position.
A PNP member who is promoted in rank but occupying a position lower than what is called for by
his/her present rank within three (3) months, despite availability of commensurate, shall be attrited.
To warrant Attrition, the following elements must concur:
1. A PNP member is promoted in rank;
2. Said PNP member is occupying a position not commensurate to his/her present rank; and
3. He/she refuses to relinquish said position within three (3) months from his/her promotion in
rank despite availability of commensurate positions.
4) ATTRITION BY NON-PROMOTION
• those who have not been promoted for a continuous period of TEN (10) YEARS shall be retired or
separated

To warrant attrition by non-promotion in rank, the following elements must concur:

47
 1. A PNP member has not been promoted in rank for a continuous period of ten (10)
years and there are existing vacancies for regular promotions.
2. Non-promotion in rank is due to the failure of the PNP member concerned to satisfy
the minimum qualification standards and/or comply with other requirements for
promotion to the next higher rank;
3. The PNP member was not promoted in rank even if he/she is within the zone of
consideration based on SLL and his/her non-inclusion in the promotion list is due to
reasons attributable to himself/herself.
The ten (10)-year period as provided for under Section 28, R.A. No. 8551 shall be reckoned
from the effectivity date of Rules and Regulations Implementing R.A. No. 8551.

5) ATTRITION BY OTHER MEANS

• those who have at least five (5) years of active service shall be separated based on any of the
following:

a. Inefficiency based on poor performance during the last two (2) successive annual rating
periods.
To warrant attrition, a PNP member has been rated poor for four (4) successive rating
periods;

b. Inefficiency based on poor performance for three (3) cumulative annual rating periods.
To warrant attrition, PNP member was rated poor for three (3) cumulative annual
ratings.

The reckoning period for attrition falling under (1) inefficiency based on poor performance during the
last two (2) successive annual rating periods, and 92) inefficiency based on poor performance for three (3)
cumulative annual rating periods shall be on January 1, 2008. Accordingly, the implementation of the
Performance Evaluation Rating System shall be given the widest dissemination to all uniformed personnel
nationwide.

c. Physical and/or mental incapacity to perform police functions and duties.

To warrant attrition, the following elements must concur:

There is physical and/or mental incapacity which has been evaluated and certified by
the medical Screening Committee as defined in existing PNP and NAPOLCOM circulars
on this matter.
The mental and physical incapacity renders the PNP member incapable of performing
police functions and duties.
Any PNP member who officially applies for optional retirement or Total Permanent Disability (TPPD)
separation shall not be subject of an attrition proceeding under this means.
The reckoning date is the effectivity of R.A. No. 8551. If the Physical and/or mental incapacity of a
PNP member had long been medically established and he/she is still in the police service upon the effectivity
of this Circular, The medical Screening Committee shall endorse such findings to the concerned Attrition
Board for deliberation.

d. Failure to pass the required entrance examinations twice and/or finish the required career
courses except for justifiable reasons

To warrant attrition for failure to pass the entrance examination, the following elements must
concur:
A PNP member failed to pass twice the entrance examination required for a
mandatory career course; and
Such mandatory course is required for his/her promotion to higher rank.

To warrant attrition for failure to finish the required mandatory career courses, the following
elements must concur:
A PNP member was issued appropriate order to take the required career course;
and
He/she failed to finish the said mandatory career course without justifiable reason
and was not declared graduate by the training institution.

The reckoning point shall be the effectivity of this Circular.

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 e. Refusal to take a periodic PNP Physical Fitness Test without justifiable reason.

To warrant attrition, the following elements must concur:

A schedule of the periodic PNP Physical Fitness Test has been published;
The PNP member failed to take the said test on scheduled date or on the special
test subsequently scheduled; and
The failure to take the said test is without justifiable reason.

f. Failure to take PNP Physical Fitness Test for four (4) consecutive periodic tests due to health
reasons.

To warrant attrition, the following elements must concur:

A schedule of the periodic PNP Physical Fitness Test has been published;
The PNP member failed to take the said test on scheduled date or on the special test
subsequently scheduled;
Failure to take said test is for health reasons as evaluated and certified by the PNP Health
Service; and
A PNP member failed to tale four (4) consecutive periodic PNP Physical Fitness Test du to
health reasons.
g. Failure to pass PNP Physical Fitness test for two (2) consecutive periodic tests of four (4)
cumulative periodic test.

To warrant attrition, the following elements must concur:

A schedule of the periodic PNP Physical Fitness test has been published;
The PNP member failed to pass the said test on scheduled date or on the special test
subsequently scheduled;
Failure to pass said test as evaluated and certified by DHRDD; and
A PNP member failed to pass two (2) consecutive periodic tests or four (4) cumulative
periodic tests.
h. Non-compliance with the minimum qualification standards for the permanency of original
appointment.

To warrant attrition, the following elements must concur:

The original appointment of the PNP member concerned was issued in temporary status
under the Waiver Program, Field Training Program, or due to lack of prescribed eligibility;
and
He/she failed to satisfy the requirement for the adjustment for his/her appointment from
temporary to permanent status within the prescribed period.

TOPIC 2: CREATION AND COMPOSITION OF ATTRITION SCREENING COMMITTEE/BOARD

SECTION4.( NAPOLCOM MEMO CIRCULAR NO. 2008-005) CREATION, COMPOSITION,

FUNCTIONS AND JURISDICTION OF ATTRITION SCREENING COMMITTEES AND ATTRITION
BOARDS- For purposes of implementing the PNP Attrition System, there shall be created and activated
Attrition Screening Committees and Attrition Boards at the different levels.

A. CREATION.
1. The following Attrition Boards are hereby created:
a. NHQ 3rd level PCO Attrition Board;
b. NHQ 2nd level PCO Attrition Board;
c. NHQ 2nd level PNCO Attrition Board
d. PRO PNCO Attrition Board; and
e. NSU PNCO Attrition Board
2. The following Attrition Screening Committee are also hereby created:
a. NHQ Attrition Screening Committees;
b. PRO Attrition Screening Committees;
c. NSU Attrition Screening Committees; and
d. NHQ Medical Screening Committee.

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B. COMPOSITION OF ATTRITION BOARD.
1. NHQ 3rd Level PCO Attrition Board

The Deputy PNP for Administration Chairman

The Deputy Chief PNP for Operation Vice-Chairman
The Chief Directorial Staff Member
The Director for Personnel and Records Member
Management
The Director for Intelligence Member
The Director for Operations Member
The Director for Logistics Member
The Director for Police Community Member
Relations
The Director for Comptrollership Member
The Director for Plans Member
The Director for Investigation and Detective Member
Management
The Director for Human Resource Doctrine Member
Development
The Director for Research and Development Member
The Director, Health Services Member
The Director, Legal Services Member
Senior Female PCO Representative Member
Chief, PTD, DPRM Head, Secretariat

2. NHQ 2nd Level PCO Attrition Board

The Chief Directorial Staff Chairman

The Director for Personnel and Records Vice-Chairman
Management
The Director for Intelligence Member
The Director for Operations Member
The Director for Logistics Member
The Director for Police Community Member
Relations
The Director for Comptrollership Member
The Director for Plans Member
The Director for Investigation and Detective Member
Management
The Director for Human Resource Doctrine Member
Development
The Director for Research and Development Member
The Director, Health Services Member
The Director, Legal Services Member
Senior Female PCO Representative Member
Chief, PTD, DPRM Head, Secretariat

3. NHQ PNCO Attrition Board

The Director for Personnel and Records Chairman

Management
Executive Officer, DHRDD Vice-Chairman
Executive Officer, DI Member
Executive Officer, DO Member
Executive Officer, DL Member
Executive Officer, DPCR Member
Executive Officer, DC Member
Executive Officer, DIDM Member
Executive Officer, DPL Member

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 Executive Officer, DRD Member
Representative, Health Services Member
Representative, Legal Services Member
Command Executive Senior Police Officer Member
Senior Female PCO Representative Head, Secretariat
(SPO4)

4. PRO PNCO Attrition Board.

Deputy Regional Director for Chairman
Administration
Deputy Regional Director for Operations Vice-Chairman
Chief, Regional Directorial Staff Member
All Chiefs of the Functional Staff Member
Chief, Regional Legal Service Member
Chief, Regional Health Service Member
Regional Executive Senior Police Officer Member
Senior Female PNCO Representative Member
(SPO4)
Chief, Personnel Transaction Sec Head, Secretariat

5. NSU PNCO Attrition Board

Deputy Regional Director for Administration Chairman
Deputy Regional Director for Operations (if Vice-Chairman
applicable)
Chief, Regional Directorial Staff Member
All Chiefs of the Functional Staff Member
Legal Service Representative Member
Medical Officer, Health Service Member
NSU Executive Senior Police Officer Member
Senior Female PNCO Representative Member
(SPO4)
Deputy Chief, Admin/Personnel Staff Head Secretariat

C. COMPOSITION OF ATTRITION SCREENING COMMITTEE

1.NHQ Screening Committee
Executive Officer, DPRM Chairman
Chief, PTD, DPRM Vice-Chairman
Chief, BPAD, DPRM Member
Chief, RMD, DPRM Member
Chief, RSD, DPRM Member
Representative from PNPGH Member
Representative, LS Member
Chief Clerk, DPRM (excluded from PCO Member
screening)
Chief, Attrition Section, PTD, DPRM Head, Secretariat

2. PRO Screening Committee

Asst. Chief, RPHRDD Chairman
Asst. Chief, RIDMD Vice-Chairman
All Asst. Chiefs of the other Functional Member
Staff
Representative from the Regional Legal Member
Service
Asst. Chief, Regional Health Service Member
Chief Clerk, RPHRDD (exclude from PCO Member
screening)
Chief, Attrition Section, RPHRDD Head, Secretariat

3. NSU Screening Committee

Asst. Chief, ADPRM Chairman
Asst. Chief, ADIMD Vice-Chairman
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 All Asst. Chiefs of the other Functional Staff Member
Representative Legal Service Member
Representative Health Service Member
Chief Clerk, ADPRM (excluded from PCO Member
screening)
Chief, Attrition Section, ADPRM Head, Secretariat

4. NHQ Medical Screening Committee

Deputy Director, Health Service Chairman
Chief, PNPGH Vice-Chairman
Chief of Clinics Member
Chief, Orthopedics Member
Chief, General Surgery Member
Chief, Internal Medicine Member
Chief, Neuro Psychiatry Member
Chief, Urology Member
Chief, OB Gyne Member
Chief, EENT Member
Chief, Dental Member
Legal Service Representative Member
HRDD Representative for PFT Member
Chief, benefits and Pension Administration Member
Division, DPRM
Chief, Physical Examination Section Head, Secretariat

TOPIC 3: FUNCTIONS AND JURISDICTION OF ATTRITION SCREENING COMMITTEE/BOARD

D. FUNCTIONS (Section 4, Memo Circular No.2008-005)

1. Screening Committee.
Upon receipt of a case, gather, receive and process pertinent documents/data that would
establish the probable existence of a means of attrition; and
Conduct initial investigation and assessment on the case at bar and submit, through the
Secretariat, and present findings to the concerned Attrition Board.

2. Attrition Boards.
1. Deliberate on all cases of attrition submitted by the concerned Attrition Screening
Committee in accordance with this Circular;
2. Mark all evidence thru the Board Secretariat;
3. Recommend to the proper authority the retirement separation or retention of PNP member
subjected to attrition proceedings;
4. Act on the motion for reconsideration filed by the concerned party.

E. JURISDICTIONS
The NHQ 3rd level PCO Attrition Board shall have jurisdiction over attrition cases of Police
Commissioned Officers holing the rank of Police Senior Superintendent and above.
The NHQ 2nd level PCO Attrition Board shall have jurisdiction over attrition cases of Police
Commissioned Officers holding the rank of Police Inspector to Police Superintendent.
The NHQ PNCO Attrition Board shall have jurisdiction over attrition cases of Police Non-
Commissioned Officers organic to offices of national Headquarters and all cases referred by
the Medical Screening Committee.
The PRO and NSU PNCO Attrition Board shall have jurisdiction over attrition cases of Police
Non-Commissioned Officers organic to their units.
The NHQ Screening Committee shall have the authority to determine whether a PNP
member organic to offices at the National Headquarters shall be recommended for attrition
proceedings.
The PRO Screening Committee shall have the authority to determine whether a PNP
member to a particular Police Regional Office shall be recommended for attrition
proceedings.

52
 The NSU Screening Committee shall have the authority to determine whether a PNP
member organic to a particular National Support Unit shall be recommended for attrition
proceedings.
The NHQ Medical Screening Committee shall have the authority to determine whether a
PNP member should be recommended for attrition proceedings due to physical and/or
mental incapacity.

TOPIC 4: ATTRITION PROCEEDINGS

SECTION5. ATTRITION PROCEEDINGS

a) Commencement of Action
1. How initiated- A personnel action on attrition may be initiated by filing of a formal and verified
statement with evidence in support thereof before the DPRM or DHRDD or its PRO/NSU
counterparts;
2. Who may Initiate-The following may initiate a personnel action on attrition:
The head of office or unit or immediate supervisor; and
Any PNP member or NAPOLCOM Personnel who has personal knowledge that a
member of the PNP is subject to possible attrition.

Any civilian who has personal knowledge that a PNP member is a subject for possible attrition due
to mental and/or physical incapacity, may submit a verified report to concerned PNP unit.
3. Where to File- The personnel action on attrition against a PNP member shall be filed before the
concerned Screening Committee thru the concerned Attrition Section as provided in this Circular.
4. Contents of the Personnel Action- The personnel action on attrition shall contain the following:
A. Rank, full name, and office/unit of the respondent;
B. Means of attrition;
C. A narration of pertinent facts and data that will help the Screening Committee in its
deliberation;
D. Rank, full name and designation of the person initiating personnel action; and
E. Verification
b) Evaluation by Screening Committee and Filing of Action before the Attrition Board.
1. Recording of Personnel Action- Upon receipt, all personnel action on attrition for initial
assessment and injury shall be stamped on its face the date and time of its receipt with an
assigned reference number, and shall be recorded in the committee journal exclusively
maintained for that purpose.
2. Initial Assessment and Inquiry- Upon endorsement of the personnel action on attrition to the
concerned Screening Committee, it will conduct an initial assessment, inquiry and other
processes as provided herein and submit to the concerned Attrition Board and its findings and
forward all relevant documents within ten working (10) days from the receipt thereof.
3. Filing Before the Attrition Board:
The attrition action shall be deemed formally filed and pending upon receipt and entry
of the same in the official journal of the board. The Board, tasked to maintain the official
journal of attrition proceedings, shall inform the Directorate for Personnel and Records
Management (DPRM) of the status of all proceeding, as well as the PNP unit where the
respondent is assigned; and
A journal shall be maintained by the said Board and shall contain, among others, the
following data of the proceedings: date and time of receipt from the Screening
Committee, the case number, the name of respondent, the means of attrition he is
subjected to, the date decision was rendered; date the motion for reconsideration was
filed; date the decision became final and certificate of finality was issued; and other
relevant and material data.

c) Attrition Proceedings Proper

1. Summons- Within three (3) days upon receipt of the attrition action by the Board, the Head Secretariat
shall issue the summons to be served upon the respondent, directing him/her to submit his/her
memorandum within five (50 days from the receipt thereof, together with evidence to prove his/her non-
attritability from the police service.

The summons shall include the verified statement of personnel action on attrition and evidence
supporting the later action. The summons shall also include an advise that the respondent may avail of his/her
right to counsel.

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 2. Convening of the Attrition Board-Within three (3) days upon receipt of the memorandum, the Head
Secretariat shall immediately convene the Attrition Board requiring the personnel appearance of the
respondent.
3. Quorum- A simple majority among the regular members of the Attrition Board shall constitute a quorum
in the proceeding.
4. Memorandum- The memorandum shall be in writing, under oath and must contain material facts,
which may either be a specific denial or affirmation of the allegations in the complaint. It shall be
accompanied by documentary or other evidence, if there be any in support of the defense. It shall also
contain a list of witnesses and their individual addresses, whenever appropriate.

The memorandum shall be filed with the concerned Board, through the Secretariat, in three (3) copies
personally or by registered mail.
Any subsequent memorandum submitted to the Board may be done through registered mail and it
is deemed filed on the date and hour of receipt stamped by the post office on the envelope. Said envelope
shall be kept and made an integral part of the memorandum and records of the case.

5. Effects of Failure to file a memorandum and to Appear- Failure of the respondent to file a
memorandum within the reglementary period shall be considered a waiver of his/her to present
evidence to his/her favour. Failure of the respondent to appear before the concerned attrition board
despite due notice shall be considered a waiver of his/her right to be present and to be heard. In the
latter case, the attrition proceedings may then precede ex-parte.
6. Order of Attrition Proceedings- The order of the attrition proceedings shall be as follows:
a. The Chairman of the concerned Screening Committee shall present its findings on the
personnel on the personnel findings on attrition;
b. The respondents shall then present evidence in support of his non-attritability;
c. The proceeding is generally summary in nature. The presentation of witnesses maybe
allowed only upon the discretion of the Chairman of the Board. Documents presented during
the proceedings maybe examined by the other party. Sworn statement/affidavits of
witnesses after proper identification and affirmation on the truth of the contents thereof, shall
take the place of their oral testimony; and
d. Clarificatory questions maybe allowed, if requested by either party, but shall be confined
strictly to the material and relevant matters in the interest of equality and justice.

7. Postponement- Postponement of the attrition proceedings shall be discourage and shall be allowed
only in highly meritorious cases.
8. Termination of Attrition proceedings- The attrition proceedings shall be terminated within twenty
(20) working days from the date the Board first convened.
9. Submission of Position Papers- The Attrition Board may require the respondent to submit this
position paper within five (5) working days from the date the order to submit position paper is received.
10. Respondent Found Attritable for a Means of Attrition Different from which he was initially
subjected to- A respondent may be attrited under a means different from which he was initially
subjected to: Provided, that the elements of the said different means for which he/she may be attrited
are proven after the respondent has been given the opportunity to contest the same.
11. Final Deliberation- Within two (2) days from the termination of the attrition proceedings or from receipt
of the position paper, if required, the Attrition Board shall meet for final deliberation. The Chairman
shall designate a board member to prepare the board resolution. The designated board member shall
have ten (10) working days to prepare the board resolution.
12. Submission of the Resoulution- The Attrition Board shall submit its resoulution to the appropriate
approving authority. A copy shall likewise be furnished to the respondent. The filing of a Motion for
Reconsideration by any party may be allowed on the following grounds:
a) Newly discovered evidence which, if presented, would materially affect the resolution
rendered; or
b) Errors of law or irregularities have been committed prejudicial to the substantial rights
nd interest of thee movant.
13. Contents of Resolution- The resolution shall contain the full name, rank and assignment of the
respondent; the means of attrition and its elements; a brief statement of the material and relevant facts;
the findings as established during the attrition proceedings based on applicable laws, rules and
regulations, jurisprudence, conclusion; and recommendation.
14. Finality of Decision- the decision of the appropriate approving authority imposed upon a PNP member
shall be final and executor when no Motion for reconsideration or appeal within the period provided under

54
 this Memorandum Circular. However, the filing of a motion for reconsideration shall stay the
implementation of the Decision;
15. Motion for Reconsideration- the respondent may file a motion for reconsideration from the decision
rendered by the appropriate approving authority within ten (10) days from receipt of a copy of the
decision.

The filing of a motion for reconsideration shall not stay the execution of the decision sought to be
reconsidered.
Only one (1) motion for reconsideration shall be allowed and the same shall be considered and decided
by the disciplinary authority within five (5) days from receipt thereof.
16. Allowable Motion- No motion or pleading shall be allowed except Motion of Dismiss and Motion of
Reconsideration.
17. Appeal- Except for third level PCO’s, the decisions of the Approving Authority may be appealed to the
Commission En Banc and shall be taken by the respondent by filing a notice of appeal with the Approving
Authority within (10) days from receipt of a copy of the decision, copy furnished the concerned Attrition
Board.
18. Notice of Appeal and Memorandum of Appeal- (a) A Notice of Appeal shall be filed in three (3) legible
copies which shall contain the following; (1) the material dates showing that it was filed on time; (2) the
assignment of the specific errors of fact or law, or both allegedly committed by the Approving Authority.

The respondent-appellant shall submit a Memorandum on Appeal in three (3) legible copies not later
than fifteen (15) days from filing of the notice of appeal. However, the memorandum on appeal maybe
submitted upon filing the notice of appeal. Proof that copy of the memorandum on appeal was served to the
Attrition Board must be submitted by the respondents-appellant.
19. Alternative Remedies - Plea for optional retirement or other mode of separation from the police service
by the respondent before the Attrition Board at any stage of the attrition proceedings before the final
board deliberation shall automatically terminate the attrition action.
20. Effect of Death - Death of the respondent during the pendency of the attrition action shall terminate the
proceedings. Barring legal impediments, the personnel concerned shall be posthumously separated or
retired.
21. Records of Proceedings - The entire attrition proceedings shall be recorded and transcribed.

Section 6. Approving Authority - The following are the approving authority for the attrition:
a. The president of the Philippines shall be the approving authority for the attrition of the second level
PCOs.
b. The Chief, PNP shall be the approving authority for the attrition of all second level PCOs and PNCOs
organic to officers at the National Headquarters.
c. The Regional Director shall be the approving authority for the attrition of all PNCOs organic to their
respective PRO.
d. The NSU Director shall be approving authority for the attrition of all PNCOs organic to their respective
NSU.

Section 7. Statement of Policies- In the processing and evaluation of PNP members for attrition, the
following policies shall be observed:
a. The PNP shall maintain a capable, effective, credible and productive workforce. Toward this end, it
shall ensure that all its personnel are qualified and fit, physically, mentally and emotionally, to render
police service.
b. The attrition system pursuant to section 24 to 29 of R.A. No. 8551 shall be implemented as an
organizational tool to promote professionalism, competency and efficiency in the police service. It
shall be implemented with utmost objectivity and impartially, always giving due regards to and
considered of the constitution rights to due process.
c. The DPRM shall institutionalize mechanisms in the implementation of the attrition system such as;
but not limited to monitoring the tenure in the office of police officers occupying the key positions and
granting of retirement/separation benefits.

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 d. All attrition proceedings shall be dealt with expeditiously so as not to prejudice the interest of police
service.
e. As a matter of procedure, the head of office/unit, after cognizance of a case, shall be responsible in
referring said case to the concerned Attrition Screening Committee, through proper channels.
f. The individual performance of all PNP members shall be evaluated in accordance with existing
Circular on the matter. All heads of offices/units shall ensure that every PNP member gets a
performance rating he/she deserves.
g. The proceedings of the Screening Committee shall be fact-finding in nature. On the other hand, the
deliberation of the Attrition Boards shall be adjudicatory in character.
h. As provided for in Section 30, R.A No. 8551, a PNP member attrited under this Circular shall be
retired if he/she has at least 20 years of service or shall be separated if he/she has less than 20
years of service and receive pertinent benefits, unless he/she is disqualified by law to receive such
benefits.
i. A PNP member who has been retired or separated from the police service through attrition shall not
be reemployed in the PNP.
j. The retirement or separation of a PNP member from the police service base on attrition shall be
effective upon the date of approval of the decision.
k. The PNP shall include in its annual budget proposal the fund requirement for attrition. In the
meantime, the PNP shall request DBM for supplemental budget starting fiscal year 2007 to support
the funds required to cover the payment of separation/retirement benefits of personnel who will be
attrited from the police service. In case of budgetary constraints, the fiscal procedures being applied
in optional retirement shall be followed.
l. Priority for attrition shall be those with medical cases which have eaten much of the Reimbursement
Hospitalization Expense (RHE) budget of the PNP.
m. In implementing the various means of attrition, the PNP shall start from the highest ranked PCOs to
the lowest ranked PNCOs.
n. The pendency of an attrition action shall be a bar to promotion in rank, placement to any sensitive
and/or key position and personnel movement within and outside the PNP.
o. Any PNP member due for compulsory retirement within one (1) year shall not be subjected for
attrition.
p. An attrition action shall proceed notwithstanding the existence of an administrative case punishable
by dismissal from the service. The grant of attrition benefits shall be held in abeyance and subject to
the decision of the administrative case.
q. PNP members who lack training and/or eligibility shall be given 18 months to obtain the lacking
qualification for promotion after the effectivity of this Circular.

Section 8. General Guidelines.

a. The PNP shall formulate the Rules and Regulations Implementing (RRI) this Circular within thirty
(30) days from its effectivity.
b. All PROs/NSUs shall create their respective Attrition Section under RPHRRD/ADPRM
immediately.
c. All Screening Committees and Attrition Boards shall be organized, activated, and constituted
within five (5) days from the effectivity of the PRI of this Circular.
d. The Chairs of the Attrition Boards and the Screening Committees shall ensure that their
respective members are knowledgeable about the attrition system and the Rules and regulations
Implementing this Circular.
e. All Attrition Boards and Screening Committees shall have free access to all records, data,
information and necessary support from any PNP office/unit in the implementation of this
Circular.
f. All approved and final decisions in attrition actions shall be covered by appropriate NHQ orders.
Orders issued by PRO/NSU shall be confirmed by NHQ through the issuance of confirmation
order by DPRM.
g. Administrative officers of NHQ officers, Chiefs, RPHRDDs of PROs, and service without delay
including payment of benefit due.

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Section 9. Amending Clause – All issuance contrary to or inconsistent with this Circular are hereby
amended accordingly.
Section 10. Penalty Clause – Any violation of this Circular shall be a ground for administrative sanction in
accordance with existing laws, rules and regulations.
Section 11. Effectivity – This memorandum Circular shall take effect after fifteen (15) days from filing of a
copy hereof at the University of the Philippines Law Center in consonance with Section 3 and 4 of Chapter
2, Book VII of Executive Order No. 292, otherwise known as “The Revised Administrative Code of 1987”, as
amended.

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 LESSON VII
RETIREMENT SYSTEM

TOPICS
1. Background of PNP Retirement and Benefits Administration Service (PRBS)
2. Requirements and Procedures for retirement
3. Monthly Retirement and Computation

LEARNING OUTCOMES:
At the end of the lesson, the students must be able to differentiate the types of
retirement system.

TOPIC 1: BACKGROUND OF PNP RETIREMENT AND BENEFITS ADMINISTRATION SERVICE

(PRBS)

Uniformed members of the Philippine National Police (PNP) and their beneficiaries are expressly
granted certain welfare benefits under the provisions of RA No. 4864, as amended by Presidential Decrees
No. 448 and 1184, an. Republic Acts No. 6963, 6975 and 8551, thru a PNP welfare benefits program
administered by the National Police Commission (NAPOLCOM). These benefits are granted after the
compensability of the claim for such welfare benefits are determined and/or established by sufficient proofs
to be service-connected.
The PNP Retirement and Benefits Administration Service (PRBS) was formerly the Benefit and
Pension Administration Division (BPAD), one of the Divisions of the DPRM. It was activated as a National
Administrative Support Unit pursuant to NHQ PNP General Orders No. DPL 09-12 and was formally approved
under NAPOLCOM Resolution No. 2010-202 on August 5, 2010 in accordance to the provision of Section 35
of republic act No. 6975. The PRBS, being a NASU under the functional grouping of the Directorate for
Personnel and Records Management (DPRM) shall serve as a “ one-stopshop” for the concerns of retired
PNP personnel and their beneficiaries. Its core mandate is to administer the retirement , separation, and
death benefits of the PNP Personnel as well as implementation of plans and programs that would uplift the
morale and welfare of the PNP pensioners.
The Service is headed by a Police Chief Superintendent (Police Brigadier General) and assisted by
a Deputy Director with a rank of Police Senior Superintendent (Police Colonel) who serves as a Chief of Staff.
It is composed of four (4) functional Divisions namely;
(a) Retirement Claims and Fund Management Division (RCFMD);
(b) Pension and Gratuity Division (PGD) ;
(c) Legal Investigation and Prosecution Division (LIPD); and (d) Exit Program and Special Project Division
(EPSPD).

Each Division is headed by Police Commissioned Officer with a rank of Police Superintendent
(Police Lieutenant Colonel), except the RCFMD which is headed by non-Uniformed Personnel with Salary
Grade 24. The PRBS has sixteen (16) retirement field units of PNP Regional Retirement and Benefits
Administration Units (PRBUs) headed by a NonUniformed Personnel with a Salary Grade 15 to 18n located
at the different Police Regional Offices (PROs).

FUNCTIONS
1. Formulate and implement policies, plans, and programs to enhance the administration of benefit claims
and general welfare of PNP personnel;
2. Process orders of all retirement and authority entitlement for benefit claims and maintain list of PNP
retirees;

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3. Examine the legality, validity and completeness of all supporting documents attached to claims in line with
the accounting and auditing requirements;
4. Adjudicate and administer benefits, pensions, and other privileges granted to PNP retirees and
dependents/beneficiaries.
5. Coordinate with the Department of Budget and Management (DBM) through the Directorate for
Comptrollership (DC) the release of funds to support retirement gratuities and commutation leave of retired
PNP personnel to facilitate the processing of retirement date;
6. Maintain a list of PNP personnel due for retirement and inform the units/personnel of their retirement date;
7. Maintain PNP retirees information system and responsible for the issuance of PNP Identification Cards for
the retirees and their beneficiaries;
8. Coordinate with the Directorate for Personnel and Records Management (DPRM) the status of projected
retirees one (1) year prior to compulsory/optional or TPPD retirement and in case of Posthumous separation;
9. Attend to health care of PNP retirees;
10. Supervise the implementation of exit programs for PNP retirees such as the conduct of livelihood
training/seminars, job fairs and assistance to other job opportunities.

TOPIC 2: REQUIREMENTS AND PROCEDURES IN RETIREMENT

FOUR (4) FUNCTIONAL DIVISIONS OF PRBS

I. RETIREMENT CLAIMS AND FUND MANAGEMENT DIVISION (RCFMD)

It caters the processing of Commutation of Accumulated Leave (CAL) Claims for retiring/retired and
separated PNP personnel and their dependents and application for optional retirement of PNP personnel

REQUIREMENTS FOR COMMUTATION OF ACCUMULATED LEAVE (CAL) CLAIM:

▪ Retirement Order (Compulsory / Optional / TPPD)
▪ Dismissal Order (for dismissed PNP Personnel)
▪ Updated Service Record from RMD, DPRM
▪ Updated Breakdown of Leave Credits from RMD, DPRM
▪ Commutation Order
▪ Directorate for Comptrollership (DC) Clearance
▪ Directorate for Logistics (DL) Clearance
▪ Latest Promotion Order
▪ Statement of Assets and Liabilities Net worth (SALN)
▪ Non-Money/Property accountability clearance from unit
▪ Certificate of Last Payment
▪ 2x2 picture with nametag
▪ Affidavit of Authority to Deduct (if deemed needed) (Overpayment and Outstanding Loans) Additional
Requirements for Posthumous
▪ Decree of Entitlement and Distribution from LIPD, PRBS
▪ Certificate of Legal Beneficiaries
▪ Approved Line of Duty (LOD) Status
▪ Marriage Contract from PSA
▪ Death Certificate from PSA/Local Civil Registrar
▪ Advisory on Marriages of Wife/Husband
▪ Advisory on Marriages of deceased PNP personnel
▪ Certificate of Non-Marriage (CENOMAR) if single
▪ Birth Certificate of wife/husband from PSA
▪ Birth Certificate of all children from PSA

II. PENSION AND GRATUITY DIVISION (PGD) functions:

▪ Processing of lump sum and regular pension;
▪ Processing for the activation of 1st pension of retirees who opted to avail three (3) years lump sum
and those who opted for outright pension;
▪ Processing of transfer of monthly pension to the legal beneficiaries of the deceased retiree (died
after retirement, TRANSFEREE) and the deceased PNP personnel (died while still in the active
service, SURVIVORS);
▪ Processing of monthly change report for ITMS for the correction, activation of first pension and
restoration of deleted monthly pension; and
▪ Act on inquiries and/or complaints of pensioners retirees relative to their pensions.

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REQUIREMENTS FOR 36 MONTHS LUMP SUM CLAIM/1 YEAR GRATUITY CLAIM:
▪ Retirement Order (Compulsory / Optional/TPPD)
▪ Updated Service Record from RMD, DPRM
▪ Directorate for Comptrollership (DC) Clearance
▪ Directorate for Logistics (DL) Clearance
▪ DLOD Clearance
▪ Ombudsman Clearance
▪ NAPOLCOM Clearance
▪ Latest Promotion Order
▪ Statement of Assets and Liabilities Net worth (SALN)
▪ Certificate of Last Payment
▪ 2x2 picture with nametag
▪ Affidavit of Authority to Deduct (if deemed needed) (Overpayment and Outstanding Loans)

REQUIREMENTS FOR SURVIVORSHIP PENSION:

▪ Posthumous Order
▪ Updated Service Record from RMD, DPRM
▪ Certificate of Last Payment
▪ Statement of Assets and Liabilities Net worth (SALN)
▪ 2x2 picture with nametag
▪ Latest Promotion Order
▪ Approved Line of Duty (LOD) Status
▪ Marriage Contract from PSA w/receipt
▪ Death Certificate from NSO/Local Civil Registrar
▪ Advisory on Marriages of Wife/Husband
▪ Advisory on Marriages of deceased PNP personnel
▪ Certificate of Non-Marriage (CENOMAR) if single
▪ Birth Certificate of wife/husband from PSA
▪ Birth Certificate of all children from PSA

REQUIREMENTS FOR TRANSFER OF MONTHLY PENSION:

▪ Affidavit of Authenticity (Notarized)
▪ Retirement Order
▪ Computation Sheet of Lump Sum/Gratuity
▪ Lump Sum/Gratuity Voucher
▪ Updated Service Record from RMD, DPRM
▪ Certificate of Last Payment
▪ Marriage Contract from PSA w/receipt
▪ Death Certificate (PSA/LCR w/receipt)
▪ Birth Certificate of wife from PSA w/receipt
▪ Advisory on Marriages of Wife from PSA w/receipt
▪ Advisory on Marriages of deceased PNP personnel from PSA w/receipt
▪ Certificate of Non-Marriage (CENOMAR) if single
▪ Birth Certificate of children under 18 from PSA w/receipt
▪ Photocopy of valid ID of wife

REQUIREMENTS FOR BACK–EARNED PENSION (SURVIVORSHIP and TRANSFER OF PENSION): (2

COPIES EACH)
▪ Approved Decree of Entitlement and Distribution from LIPD, PRBS
▪ Certificate of Legal Beneficiaries (from RMD, DPRM/PRBS)
▪ All documentary requirements used in processing for Survivorship and Transfer Of Monthly Pension

REQUIREMENTS FOR ATM ENROLLMENT

1. Updating and ID Application Form
▪ Retirement/Posthumous Order
▪ Advisory of Marriage of Survivor/Transferee
▪ CENOMAR of PNP personnel and Marriage Contract of parents, if single
▪ Decree of Entitlement and Distribution of Survivor/Transferee
▪ Birth Certificate of Survivor/Transferee (For minor children)

2. Letter of Introduction (LOI)

3. Waiver of Rights

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NOTE: Forms no. 1-3 can be obtain from PRBS and all PRBUs, Civil Registry documents can be personally
obtain at Philippine Statistics Authority (PSA) with attached official receipts

III. LEGAL INVESTIGATION AND PROSECUTION DIVISION (LIPD) functions:

▪ Conducts Legal research and renders legal opinion and on matters arising from the claims of PNP
retirees/beneficiaries;
▪ Adjudicates Decree of Entitlement and Distribution of deceased PNP personnel/retirees;
▪ Conducts Investigation on any malfeasance surrounding the processing of retirement claims/benefits
and pension;
▪ Files complaints in the appropriate tribunal/office/court if evidence warrants; and
▪ Resolves other matters with legal issues. Additional requirements if retiree is with pending case:
▪ Oath of Undertaking
▪ Authority to Deduct; and
▪ Affidavit of Pendency
▪ Waiver (as necessary)

IV. EXIT PROGRAMS AND SPECIAL PROJECTS DIVISION (EPSPD) functions:

▪ Administer the regulations related to death of personnel in the active service and that of the retirees,
disability and retirement benefits and pensions;
▪ Conduct actuarial assessment to determine the viability of the benefit programs of the PNP;  Initiate
proper ceremonies for retirees or bereaved families of deceased personnel and related activities
such as transportation, neurological services, mass, vigil, Internment and the like including
procurement of wreaths and writing/sending of condolence letters;
▪ Attend to the healthcare of PNP retirees; and
▪ Responsible in the implementation of exit programs for PNP retirees such as the conduct of livelihood
training/seminars, job fairs and assistance to other job opportunities.

What is the retirement age of PNP personnel?

PNP members shall be compulsorily retired from active service upon reaching the age of fifty six
(56) years of age. Provided, That, in case of any officer with the rank of chief superintendent, director or
deputy director general, the Commission may allow his retention in the service for an unextendible period of
one (1) year. (Section 39, RA No 6975) However, upon accumulation of at least twenty (20) years of
satisfactory active service, an officer or non-officer, at his own request and with the approval of the
Commission, shall be retired from the service and entitled to receive benefits provided by law. (Section 40,
RA No 6975)

Is there any other mode of retirement in the PNP?

An officer or non-officer who is permanently and totally disabled as a result of injuries suffered or sickness
contracted in the performance of his duty as duly certified by the National Police Commission, upon finding
and certification by the appropriate medical officer, that the extent of the disability or sickness renders such
member unfit or unable to further perform the duties of his position, shall be separated and considered as
retired. He shall be entitled to one year's salary and to lifetime pension equivalent to eighty percent (80%) of
his last salary, in addition to other benefits as provided under existing laws. Should such member who has
been retired under permanent total disability under this section die within five (5) years from his retirement,
his surviving legal spouse or if there be none, the surviving dependent legitimate children shall be entitled to
the pension for the remainder of the five (5) years guaranteed period. (Section 73, RA No 6975, as amended)

What is the general rule insofar as settlement agreements in consideration of pension benefits
partition between a pensioner and his/her legal dependents is concerned?

As a general rule, the benefits authorized under existing resolution, except as provided therein, shall
not be subject to attachment, garnishment, levy, execution or any act whatsoever, neither shall they be
assigned, ceded or conveyed to any other person. (Sec. 28, BOR No. 8). However, claims by retiree’s spouse
supported by a court order or settlement agreement in relation to a case for non-support under RA No. 9262
directing the PNP to share a certain percentage of pension in favor of a complaining spouse shall be
processed by the PNP. (PNP MC No. 2015-031).

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 If a PNP member, who is eligible to avail of optional retirement, is to participate as a candidate in
a partisan election, what should he do to receive pension benefits?

Qualified PNP personnel who plans to run for an elective position, may be optionally retired provided
such personnel file his/her application for irrevocable optional retirement at any time before filing his/her
certificate of candidacy. Should he/she fail to do so, he/she is considered automatically resigned or “ipso
facto resigned” in accordance with Batas Pambansa Bilang 881. (Para 5, PNP MC No 20114-055)

Which unit of the PNP is mandated to adjudicate concerns of retired personnel and their
beneficiaries?

The PNP Retirement and Benefits Administration Service (PRBS), as a National Support Unit is
mandated to adjudicate and administer the retirement, separation, and death benefits of PNP retirees and
their dependents/legal beneficiaries. (NAPOLCOM Resolution No 2010-202)

What would be the liability of any person who shall cause the unjustified delay in the release of
pension benefits?

The unjustified failure and/or refusal to release the pension, gratuities and other retirement benefits
due to a retiring government employee within the periods prescribed above or to comply with any provision
of this Act shall be a ground for the filing of administrative disciplinary action against the erring officer(s)
and/or employee(s). Such erring officer(s) and/or employee(s) shall, after hearing and due proceedings, be
penalized with suspension from the service without pay from six (6) months to one (1) year, at the discretion
of the disciplining authority. This penalty shall not apply if the release of the retirement benefits could not be
accomplished due to force majeure and other insuperable causes. In such cases, the thirty (30)-day period
shall be counted from the time such cause(s) cease(s) to exist. (Section 5, RA No 10154)

Who are considered as surviving spouse? For purposes of derivative pension, otherwise known
as transfer of pension, a spouse may be considered as a survivor, and thus, entitled to the
pension benefits if:

A. he/she is legally married to the deceased PNP pensioner prior to the latter’s retirement/separation;
B. not legally separated by judicial decree issued on grounds attributable to the surviving spouse; and
C. have not abandoned the deceased PNP pensioner without justifiable cause/s. (NAPOLCOM
Memorandum Resolution No 2007-376)

Who else may qualify as survivor?

a. The surviving legitimate, legitimated, legally adopted children, including the illegitimate children who are
unmarried, not of majority age or is over the age of minority but incapacitated and incapable of self-support
due to a mental or physical defect acquired prior to the age of majority
b. IN DEFAULT of a surviving spouse or children, the surviving parent or parents, or in their default, the
surviving unmarried brothers and/or sisters not of majority age. (NAPOLCOM Resolution No 2007-376)

What if a survivor cannot establish with certainty her/his relationship with the deceased PNP
pensioner or his/her being a legal beneficiary?

If the claimant who is not a declared legal beneficiary, shows proof of relationship such as marriage
contract or birth certificate of children which is a “delayed registration” after the death of the deceased PNP
personnel, he/she shall be required to submit an Order from the court declaring that he/she is a legal
beneficiary. The requirement for court order shall not apply if the claimant is able to show proof of recognition
of illegitimate child, proof of marriage ceremony and other documents. All the documents must have been
executed prior to the death of the pensioner. (Para 5, PNP Memorandum Circular No 2014- 044)

Are those retiring and retired PNP personnel with pending case entitled to the payment of their
retirement pension?

As a matter of policy, the pendency of a criminal and/or administrative case against a retiree is not
a bar to the payment of his/her retirement benefits. (PNP Memorandum Circular No 2016-073) In cases
where the concerned agency failed to terminate and/or resolve the case within three months from the date
of retirement without justifiable reason(s) and/or fault or delay attributable to the retiring personnel, the

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retirement benefits due to the retiree shall be immediately released to him/her without prejudice to the ultimate
resolution of the case. An appeal of the case taken by the retiree constitutes a justifiable reason for the
nonrelease of his/her retirement benefits. (Sec 3, RA No 10154)

Above-premises considered, how will the pension benefits be released?

For cases punishable by suspension, demotion and/or lower than prision mayor, the release of
retirement benefits shall be either in lump sum or outright/direct pension, the choice of which shall be left at
the discretion of the retiree.

For cases punishable by dismissal and/or where the imposable penalty is prision mayor or higher,
the release of retirement benefits shall be through outright or direct pension. The retiree is likewise given the
choice of availing his/her retirement benefits after the resolution of the pending case. In such cases, the
retiree shall be required to execute an affidavit waiving his rights under RA No 10154 and its implementing
rules and regulations. (Para 6, PNP Memorandum Circular No 2016-073)

TOPIC 3: MONTHLY RETIREMENT AND COMPUTATION

What shall be the retirement benefits of police officers?

The monthly retirement pay shall be fifty percent (50%) of the base pay and longevity pay of the
retired grade in case of twenty (20) years of active service, increasing by two and one-half percent (2.5%) for
every year of active service rendered beyond twenty (20) years to a maximum of ninety percent (90%) for
thirty-six (36) years of active service and over: Provided, That, the uniformed personnel shall have the option
to receive in advance and in lump sum his retirement pay for the first five (5) years: Provided, further, That
payment of the retirement benefits in lump sum shall be made within six (6) months from effectivity date of
retirement and/or completion: Provided, finally, That retirement pay of the officers/non-officers of the PNP
shall be subject to adjustments based on the prevailing scale of base pay of police personnel in the active
service. (Section 34, RA No 6975 as amended

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 LESSON VIII
POWERS OF LOCAL CHIEF EXECUTIVE

TOPICS
1. Powers of Operational Supervision and Control
2. Powers to Discipline PNP Uniformed

LEARNING OUTCOMES:

At the end of the lesson, the students must be able to recognize the powers of local
executives in the police administration.

TOPIC 1: POWERS OF OPERATIONAL SUPERVISION AND CONTROL

PARTICIPATION OF LOCAL EXECUTIVES IN THE ADMINISTRATION OF THE PNP

Section 51 RA (6975). Powers of Local Government Officials Over the PNP Units or Forces. –
Governors and mayors shall be deputized as representatives of the Commission in their respective territorial
jurisdiction. As such, the local executives shall discharge the following functions:

(a) Provincial Governor –

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

(2) Overseeing the Provincial Public Safety Plan Implementation. – The governor, as
chairman of the provincial peace and order council, shall oversee the implementation of the
provincial public safety plan, which is prepared taking into consideration the integrated
community safety plans, as provided under paragraph (b) (2) of this section.

(b) City and Municipal Mayors – (1) Operational Supervision and Control. The city and municipal
mayors shall exercise operational supervision and control over PNP units in their respective
jurisdiction except during the thirty (30) day period immediately preceding and the thirty (30) days
following any national, local and barangay elections. During the said period, the local police forces
shall be under the supervision and control of the Commission on Elections.

The term "operational supervision and control" shall mean the power to direct, superintend,
oversee and inspect the police units and forces.

It shall include the power to employ and deploy units or elements of the PNP, through the
station commander, to ensure public safety and effective maintenance of peace and order
within the locality. For this purpose, the term "employ" and "deploy" shall mean as follows:

"Employ" refers to utilization of units or elements of the PNP for purposes of protection of
lives and properties, enforcement of laws, maintenance of peace and order, prevention of
crimes, arrest of criminal offenders and bringing the offenders to justice, and ensuring public
safety, particularly in the suppression of disorders, riots, lawless violence, rebellious
seditious conspiracy, insurgency, subversion or other related activities.

"Deploy" shall mean the orderly organized physical movement of elements or units of the
PNP within the province, city or municipality for purposes of employment as herein defined.

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 (2) Integrated Community Safety Plans. – The municipal/city mayor shall, in coordination
with the local peace and order council of which he is the chairman pursuant to Executive
Order No. 309, as amended, develop and establish an integrated area/community public
safety plan embracing priorities of action and program thrusts for implementation by the local
PNP stations.

It shall, likewise, be the duty of the city or municipal mayor to sponsor periodic seminars for
members of the PNP assigned or detailed in his city or municipality in order to update them
regarding local ordinances and legislations.

TOPIC 2: POWERS TO DISCIPLINE PNP UNIFORMED

Administrative Disciplinary Powers. – In the areas of discipline, city and municipal mayors shall have the
powers to impose, after due notice and summary hearings, disciplinary penalties for minor offenses
committed by members of the PNP assigned to their respective jurisdictions, as provided in Section 41 of
this Act.

Other Powers. – In addition to the aforementioned powers, city and municipal mayors shall have the
following authority over the PNP units in their respective jurisdictions:

(i) Authority to choose the chief of police from a list of five (5) eligibles recommended by the provincial
police director, preferably from the same province, city or municipality.

(ii) Authority to recommend the transfer, reassignment or detail of PNP members outside of their
respective city or town residences; and

(iii) Authority to recommend, from a list of eligibles previously screened by the peace and order
council, the appointment of new members of the PNP to be assigned to their respective cities or
municipalities without which no such appointment shall be attested.

Section 52 (RA 6975). Suspension of Operational Supervision and Control. – The President may, upon
consultation with the provincial governor and congressman concerned, suspend the power of operational
supervision and control of any local executive over police units assigned or stationed in his jurisdiction for
any of the following grounds:

(a) Frequent unauthorized absences;

(b) Abuse of authority;

(c) Providing material support to criminal elements; or

(d) Engaging in acts inimical to national security or which negate the effectiveness of the peace and
order campaign.

Upon good cause shown, the President may, motu propio or upon the recommendation of the National
Police Commission, restore such power withdrawn from any local executive.

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 LESSON IX
POLICE PLANNING

TOPICS
1. Definition of Police Planning/Program
2. Importance of Planning.
3. Classification of Police Planning
4. Duties of Police Planning Units
5. Basic Steps of Police Planning Unit
6. Characteristics of Police Planning
7. Objectives of Police Planning
8. Fundamentals of Poice Planning
9. Implementation Process of Police Operational Plan

LEARNING OUTCOMES:
At the end of the lesson, the students must be able to expound planning as function of
police management.

Introduction
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 amethod or way of doing something in
order to attain objectives. Plan provides answer to 5W’s and 1 H
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
aleternative 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 content events.
Plans are good, planning is vital. These are facts, but if they kept in the inner recesses of the office
filing cabinet, THEY MEAN NOTHING. The advise is, execute your plan. Its real measure of soundness is in
the execution. SUCCESS is one (1) percent instructions and ninety nine (99) percent supervision.

TOPIC 1: DEFINITION OF POLICE PLANNING/PROGRAM

Definition of Police Planning

Is an attempt by police administrators in trying to allocate anticipated resources to meet anticipated
services demand. It is the systematic and orderly determination of facts and events as a basis for policy
formulation and decision affecting law enforcement management.
Definition of Police Program
It is a plan of what is to be done or a set of instructions outlining the steps to be performed in a specific and
operational undertaking of a police organization.

Other Definition of Police Planning

1. The process of combining all aspect of the department and the realistic anticipation of future
problem, the analysis of strategy to detail.
2. The use of rational design or pattern of all department undertakings rather than relying on
chance.

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 3. The act of determining policies and guidelines for police activities and operations and providing
controls and safeguards for such activities and operations in the police organization.

TOPIC 2: IMPORTANCE OF PLANNING

1. Improve analysis of problems
2. Provide better information for decision making.
3. Helps to clarify golas, objectives,, and priorities.
4. Result in 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
9. Increase the commitment of personnel.

TOPIC 3: CLASSIFICATION OF POLICE PLANNING AND PROGRAMMING

According to Coverage: Police Plans could be Local Plans (within police precints, sub-stations and
stations), Regional Plans, and National Plans.
According to Time: Police Plans are classified as:
I. STRATEGIC PLAN - It relates to plans which are strategic or long range in application, and it determine
the organization’s original goals and strategy.

Example: Police Action Plan on the Strategy DREAM and program P-O-L-I-C-E 2000, Three Point
Agenda, and GLORIA.
Steps in the Strategic Planning Process
Step 1: Defining the Mission of the Organization
Mission is the fundamental unique purpose that distinguishes an organization from others of its
type; It is general, enduring statement of the intent of an organization.
The mission statement should address three (3) important issues:
1) What organization are we in?
2) Who are our clients?
3) What good or service will we offer?
The mission statements identify the uniqueness of an organization from each other. They represent
the foundation for priorities, strategies, plans and work assignments. Although the mission of an
organization can be modified over time to reflect changing environmental conditions or different managerial
philosophies, it always serves as a reference point for managerial thought and action at a specific point in
time.
Step 2: Developing Organizational Objectives
Objectives are guideposts in defining standards of what the organization should accomplish in
providing direction and motivation.
Objectives improve the effectiveness of an organization by producing three (3) major benefits:
1. Providing direction.
2. Serving as standards for evaluating performance, and
3. Motivating members of the organization
Characteristics of Soundly Conceived Objectives
1. Specificity-Objective should be specific.
2. Measurability-Soundly conceived objectives are also characterized by measurable standards of
performance.
3. Time Specific-Objectives should have time frame which they will be accomplished.
4. Emphasis on Result- Sound objectives focus on results, not activities. Activities are the means by
which objectives are accomplished.

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 5. Attainability- Objectives that are unrealistically high are ineffective as soon as employees realize
they are unattainable. On the other hand, objectives that call for the best efforts of all employees for
their accomplishment provide a sense of achievement and are effective means for motivating people.

Step 3: Assessing Organizational Resources, Risk and Opportunities

The third in the strategic planning process involves the assessment of the organization’s strengths
and weaknesses in comparison with those of other organization. This assessment of organizational
resources is used to identify appropriate strategies for accomplishing organizational missions and objectives.

SWOT ANALYSIS- is an acronym for strengths and weaknesses, opportunities and threats-it is a strategic
planning tool that forces manager to identify internal strengths and weaknesses and assess then in relation
to external opportunities and threats. The major premise of SWOT analysis is that taking critical internal and
external view of reality will lead to the selection of n appropriate strategy for accomplishing the organization’s
mission. Organizations suffer constraints in many instances. They identify opportunities but are unable to
capitalize on them due to internal limitations. Vulnerability involves an environment threat to a current
organizational strength.

Step 4: Formulating Strategy

Step 5: Implementing Strategy

II- MEDIUM-TERM PLANNING

These are plans whose timelines are between those of strategic plans usually between one (1) to
three (3) years. There are some texts which include medium term plans as among the strategic plan, as it
shapes the organization partially. The Medium-Term Development Plan is established to initially set the
directions towards the aspirations for its organizations. It consists of key Result Areas (KRAs) to guide the
organization’s vision and mission. Challenges are also important in the MTDP for they foster the lessons
learned from the past which are vital for the reformation and modification of its priorities.

Appended Reports to the Medium-Term Development Plan

In the PNP, there are two (2) appended reports to the Medium-Term Development Plan. These are:

1. Operations Plans and Budget is formulated by the Operating Plan and Budget chaired by The
Chief of Directorial Staff to insure consistency and maintain balance of resources within and among
major activities of the Command. It reflects the total coordinated effort of management officials in so
far as fiscal administration and resource management are concerned.

2. Program Review and Analysis (PRA) provides a complete picture of how the resources were used
to accomplish objectives and programs. It is based on the authorized operating program and budget
and the accomplishment of the unit or office for a given period of time.
The PRA is the responsibility of the Comptroller and Budget and Fiscal Officers of the major units,
including the Directorial Staff, Programs Directors, and Project Administrators. It is undertaken quarterly on
a cumulative basis, meaning that the semi-annual documentation includes the first and second quarters, with
the annual report covers the four (4) quarters of the fiscal year.
The PRA is composed of two(2) parts:
1. The documented PRA
2. The Oral Presentation which requires the condensation of the documented PRA into a briefing
manuscript.
A consolidated Program Review and Analysis is presented by the PNP Chief to NAPOLCOM on a semi-
annual basis. During these PRAs, the NAPOLCOM sits en banc to review the PNP’s performance viz-a vis
the available resources.
III-TACTICAL PLANNING
Tactical Planning is a short-term and usually has limited impact. This is also referred to as near
term plan. The commonly agreed timeline for these types of plan is less than one (1) year. This is usually
done at the ground levels of the organization.
Four (4) Stages of Tactical Planning
1. Identify major tasks to achieve strategic goals

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 2. Assign persons responsible for task and prepare specific plans
3. Allocate resources
4. Set performance standards for each task
Tactical Planning Tools
1. Policies and Programs- a policy is a verbal, written or implied statement that guides decision making
while program is a list of interrelated projects and activities.
2. Quantitative Plans- cash flows, budgets, financial projections etc.
3. Techinical Plans-Program Evaluation and Review Technique (PERT)/Critical Path Method (CPM)
architectural and engineering systems and procedures, etc.
Sequence of Planning and Programming Process
1. Setting Planning and Programming Goals
2. Preparing for Planning and Programming
3. Identifying the Problems.
4. Identifying and Analyzing Alternative Solutions

Types of Research Useful in Making Police Plan

1. Fact finding research
2. Conclusion Oriented
3. Decisions Oriented
4. Action Research

TOPIC 4: DUTIES OF POLICE PLANNING UNIT

Job Description of Police Planner

• To assist and advise the police executives in the areas of plans and programs that are beyond the
immediate operational and tactical range: organizational and force development, policies, doctrines and
regulations, legislative, interagency and international affairs: arms and equipment research projects and
requirements that are needed for the effective and efficient administration and operation of police
organization.

TOPIC 5: BASIC STEPS OF POLICE PLANNING UNIT

Steps in Planning and Programming

1. Frame of Reference
2. Clarifying the problems
3. Collection all Pertinent Facts
4. Analyzing the facts
5. Developing alternative Plans
6. Selecting the most appropriate Alternative
7. Selling the plan
8. Arranging for Executions of the Plan.
9. Evaluating the Effectiveness of the plan.

TOPIC 6: CHARACTERISTICS OF POLICE PLANNING

 Clearly defined objective and goals

 Possibility of Attainment
 Flexibility
 Provisions for Standard Operation
 Economy in terms of resources needed for implementation

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 Anticipated effect or effects on future operations.

TOPIC 7: OBJECTIVES IN THE EXECUTION OF POLICE PLAN

1. To increase the chances of success bu focusing on results and not so much on the objectives
2. To force analytical thnking and evaluation of alternatives for better decisions.
3. To established 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 for future management.
6. To provide decision making with flexibility.
7. To provide basis for measuring original accomplishments or individual performance.
8. To increase employee and personnel involvement and to improve communication .

TOPIC 8: FUNDAMENTALS OF POLICE PLANNING

1. Know your situation
What are your problems? What do you have in terms of resources to change your situation? Why are
you in your present situation? Make an analysis of your obtaining condition. Know your officials. Study
the demographics of your area. Study the previous reports of your predecessors. Talk with the people
and your own policemen.

2. Know what you want to do

What is your purpose or goal? Always “start with the end in mind” (Stephen Covey). Determine how,
where and when your tasks will be finished. This will help you manage your resources and energy
properly.

3. Breakdown your goals into smaller tasks

Make your action stps towards your goal. Reaching a big goal is a result of accomplishing small
connecting tasks. Know the first steps in toward s your goal.

4. What are the resources needed

Pinpoint what needs to be done (action steps), what is needed to do and who is the best
person to do the job. Resources will always be scarce; otherwise economist will be outwork. The use of
your resources must be maximized an optimized. Planners should know how to get needed resources.
Practice “Inter-Operability” with the community. Collaborate, coordinate and work with
arangay/municipality/city officials. Attend meeting of civic organizations when reverted.
5. Anticipate problems or changing conditions
Do same scenario-setting exercises. Imagine or dream about your plan .Be ready to adapt to changes in
the environment. Anticipate resistance to the plan. Organize believer to your plan to infect others with
your enthusiasm. Discuss things with your key Police Non Commissioned Officers (PNCOs) and Non-
Uniformed Personnel (NUP)

6. Implement your plan

There will always be critiques to your plan. That is their job. Do yours!
7. Monitor results.
Measure the progress of your plan. Find out th difficulties and problems encountered by tasked
resources.
8. Evaluate the plan.
9. Document the experience
10. Report your experience

TOPIC 9: IMPLEMENTATION PROCESS OF POLICE OPERATIONAL PLAN

The implementation process of police operational plan has been described as a system of pressure
and counter pressures asking to political maneuvering in which constant negotiation goes on, police
executives exercising considerable persuasion in their attempt to obtain desire result.
In other sense, it is simply requires good solid management. Once a new plan or program has been
designed, attention must be directed toward the following requirements.

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 1. Providing necessary resources, to include financial, material, personnel and authority
2. Providing direction so those employees know what to do and why.
3. Providing control to ensure that directions are followed.

A plan to be effectively carried out, mut be accepted by a persons concerned at the appropriate
level of the plans development. As the planning develops there any be need to involve the head of personnel,
records and communication units, and all patrol officers.
The execution of plan requires the issuance of orders and directives to units and personnel
concerned, the establishment of a schedule, and the provision of manpower and equipment for carrying out
the plan. Briefing must be held and assurance must be received that all involved personnel understood whn
, how and what is to be done.
Execution of Plans
Once plan is made, same will be out into operation and the reult thereof evaluated accordingly.
Operations in the police force shall b directed by the chief of police in order to attain the following police
objectives.
▪ Protection of persons and properties
▪ Preservation of the peace
▪ Prevention of crime
▪ Repression or suppression of criminal activities
▪ Apprehension of criminals
▪ Enforcement of laws and ordinance
▪ Safeguarding of public health and morals
▪ Prompt execution of criminal writs processes courts
▪ Coordination and cooperation with other enforcement agencies

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 Assessment:

Analysis: Make your own conceptual framework of the basic steps in police planning and
fundamentals of police planning. You may use long bond paper or one (1) whole sheet of paper for
your output. Submit it on or before November 30, 2021.

9.
10. Upload your answers at your respective Google Classroom.

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 LESSON X
PNP OPERATIONAL PROCEDURES

TOPICS
1. Police Blotter, Police Uniform and Police Notebook and Pen
2. Inter unit coordination
3. Basic Requirements of Police Intervention Operations
4. Warning by used of megaphone
5. Disabling moving vehicle
6. Do’s after an armed confrontation

LEARNING OUTCOMES:

At the end of the lesson, you should be able to expound the importance and
process of Police Operational Procedure (POP)

Regardless of the type of function to be performed and/or police operations to be conducted, all
PNP personnel must know by heart and shall comply and apply the following procedures:

TOPIC 1: POLICE BLOTTER, POLICE UNIFORM , POLICE NOTEBOOK AND PEN

POLICE BLOTTER
A Police Blotter is a 18x12 logbook with hard bound cover that contains the daily register of all
crimes incident reports, official summary of arrests, and other significant events reported in a police station.
A separate police blotter (pink), however, shallbe maintained in crime incident reports involving Violence
Against Women and Children Act of 2004) and RA 9344 (Juvenil Justice and Welfare Act of 2006).

Electronic Blotter- is a computerized system that is now being used nationwide. e-Blotter is an electronic
database system that facilitates crime documentation and systematic data storage and retrieval.

POLICE UNFORM- All members of the police force reporting for duty shall wearthe proper uniform the same
shall be clean-shaven, neat and clean. The uniform shall conform to the regulations prescribed by higher
authority and shall be clean, well pressed and worn neatly and buttoned.

76
POLICE NOTEBOOK AND PEN
Every policeman on the beat, either on board a mobile car or on foot patrol must carry with him at all
times a police notebook and a pen. The notebook which is approximately the pocket size, will be used to jot-
down important events that transpire during his tour of duty. Under the Rules of Court, the police witness may
glance at his notebook to refresh his memory during court hearings.

TOPIC 2: INTER -UNIT COORDINATION

Team Leaders of Local Police Unit operating outside their territorial jurisdiction, and National Support
Units shall coordinate personally or through an official representative with the concerned territorial Police
Office within whose jurisdiction the operation will be conducted using the prescribed Coordination Form prior
to the launching of the operation, except in cases where the inter-unit coordination through the written form
cannot be made due to the nature and/or urgency of the situation such as but not limited to cross jurisdictional
pursuit operations. In such case, the Police Unit concerned shall endeavour to notify the territorial police
office through any means of appropriate communication at anytime during the operation and if not possible
shall accomplish and furnish the territorial Police Office a written incident report immediately after the
termination of that particular operation.
Hot Pursuit (Cross Jurisdictional Pursuit) – (also termed in the US as fresh pursuit) shall mean an
immediate, recent chase of follow-up without material interval for the purpose of taking into custody any
person wanted by virtue of a warrant or one suspected to have committed a recent offence while fleeing from
one police jurisdictional boundaries that will normally require prior official personal inter-unit coordination but
which the pursuing unit cannot at that moment comply due to urgency of the situation.

77
 TOPIC 3: BASIC REQUIREMENTS OF POLICE INTERVENTION OPERATIONS

All police intervention operations (arrest, raid, search and seizure, checkpoint, demolition, civil
disturbance management) shall be conducted:
1. With a marked police vehicle;
2. Preferably led by a Commissioned Officer;
3. With personnel in proper police uniform

TOPIC 4: WARNING BY USE OF MEGAPHONES

The police shall not use warning shots during any police intervention.
This rule was lifted from the FBI Manual but was found to be very unpopular to policemen in the beat.
However, the PNP decided to adopt this rule because of the danger posed by warning shots to life and
property especially in crowded areas.
USE OF DEADLY FORCE
The excessive use of force is prohibited. The use of weapon is justified if the suspect poses imminent
danger of causing death or serious physical injury to the policeman or other persons. The Supreme Court
explained that the policeman must stand his ground because unlike a civilian who can run for his life, a
policeman cannot, lest, he can be charged for cowardice. (US vs. Mojica, 42 Phil 784)
The danger is “imminent” if it is on the point of happening. It is not required that the attack already
begins, for it may be too late (The Revised Penal Code, Book I, J.B.L. Reyes). The elements of imminent
danger are the following:
1. Intent of the suspect to harm the policeman
2. The capability of the suspect to harm the policeman or other persons
3. Accessibility or the proximity of the suspect in harming the policeman and other persons.

The use of weapon is also justified under the Doctrines of Self-Defense, Defense of Relative, and
Defense of Stranger.
Any Police Officer who uses firearm against the suspect must submit an after encounter report outlining
the circumstances necessitating the use of deadly force against the suspect.
REASONABLE FORCE
During an armed confrontation, the police shall use reasonable force only to overcome the threat posed
by the suspect. The Officer, in charge of the operation shall at all time exercise control over his men in the
area, and shall ensure that no innocent civilian is caught in the crossfire.
The reasonableness of the force employed will depend upon the nature and quality of the weapon used
by the aggressor, his physical condition, character, size and other circumstances and also the place and
occasion of the assault. (The Revised Penal Code, Book I, J.B.L. Reyes).

TOPIC 5: DISABLING MOVING VEHICLES

Moving vehicles shall not be fired upon except when its occupants poses imminent danger of causing
death to the policeman or other persons, and the use of firearm does not create a danger to the public that
far outweighs the likely benefits of its use.
In firing upon a moving vehicle, the following parameters should be considered:
1. Intent of the fleeing suspect/s to harm the policeman or other persons.
2. The capability of the fleeing suspect/s to really harm the policeman or other persons.

78
 3. Accessibility or the proximity of the fleeing suspect/s in harming the policeman and other persons

TOPIC 6: DO’S AFTER AN ARMED CONFRONTATION

Immediately after an armed confrontation, the Officer, in charge shall:
1. Secure the site of confrontation;
2. Take photographs;
3. Check whether the situation still poses imminent danger;
4. Evacuate the wounded to the nearest hospital; and
5. Take proper action for the killed, wounded and arrested persons. (Separate the victims from the
suspects)

JURISDICTIONAL INVESTIGATION BY THE TERRITORIAL UNIT CONCERNED

The Police Unit which has the territorial jurisdiction of the area of the armed confrontation shall
immediately undertake the necessary investigation and processing of the scene of the encounter. The Scene
of the Crime Operation (SOCO) team conducts Crime Scene Processing upon request.
In cases where there is a slain suspect, the team leader of the operating unit shall submit the incident
for inquest before the duty inquest prosecutor prior to the removal of the body from the scene, except in areas
where there are no Inquest Prosecutors. In which case, the territorial police unit can proceed with the
investigation.

79
 LESSON X
PNP OPERATIONAL PROCEDURES

TOPICS
1. Police Blotter, Police Uniform and Police Notebook and Pen
2. Inter unit coordination
3. Basic Requirements of Police Intervention Operations
4. Warning by used of megaphone
5. Disabling moving vehicle
6. Do’s after an armed confrontation

LEARNING OUTCOMES:

At the end of the lesson, you should be able to expound the importance and
process of Police Operational Procedure (POP)

Regardless of the type of function to be performed and/or police operations to be conducted, all
PNP personnel must know by heart and shall comply and apply the following procedures:

TOPIC 1: POLICE BLOTTER, POLICE UNIFORM , POLICE NOTEBOOK AND PEN

POLICE BLOTTER
A Police Blotter is a 18x12 logbook with hard bound cover that contains the daily register of all
crimes incident reports, official summary of arrests, and other significant events reported in a police station.
A separate police blotter (pink), however, shallbe maintained in crime incident reports involving Violence
Against Women and Children Act of 2004) and RA 9344 (Juvenil Justice and Welfare Act of 2006).

Electronic Blotter- is a computerized system that is now being used nationwide. e-Blotter is an electronic
database system that facilitates crime documentation and systematic data storage and retrieval.

POLICE UNFORM- All members of the police force reporting for duty shall wearthe proper uniform the same
shall be clean-shaven, neat and clean. The uniform shall conform to the regulations prescribed by higher
authority and shall be clean, well pressed and worn neatly and buttoned.

76
POLICE NOTEBOOK AND PEN
Every policeman on the beat, either on board a mobile car or on foot patrol must carry with him at all
times a police notebook and a pen. The notebook which is approximately the pocket size, will be used to jot-
down important events that transpire during his tour of duty. Under the Rules of Court, the police witness may
glance at his notebook to refresh his memory during court hearings.

TOPIC 2: INTER -UNIT COORDINATION

Team Leaders of Local Police Unit operating outside their territorial jurisdiction, and National Support
Units shall coordinate personally or through an official representative with the concerned territorial Police
Office within whose jurisdiction the operation will be conducted using the prescribed Coordination Form prior
to the launching of the operation, except in cases where the inter-unit coordination through the written form
cannot be made due to the nature and/or urgency of the situation such as but not limited to cross jurisdictional
pursuit operations. In such case, the Police Unit concerned shall endeavour to notify the territorial police
office through any means of appropriate communication at anytime during the operation and if not possible
shall accomplish and furnish the territorial Police Office a written incident report immediately after the
termination of that particular operation.
Hot Pursuit (Cross Jurisdictional Pursuit) – (also termed in the US as fresh pursuit) shall mean an
immediate, recent chase of follow-up without material interval for the purpose of taking into custody any
person wanted by virtue of a warrant or one suspected to have committed a recent offence while fleeing from
one police jurisdictional boundaries that will normally require prior official personal inter-unit coordination but
which the pursuing unit cannot at that moment comply due to urgency of the situation.

77
 TOPIC 3: BASIC REQUIREMENTS OF POLICE INTERVENTION OPERATIONS

All police intervention operations (arrest, raid, search and seizure, checkpoint, demolition, civil
disturbance management) shall be conducted:
1. With a marked police vehicle;
2. Preferably led by a Commissioned Officer;
3. With personnel in proper police uniform

TOPIC 4: WARNING BY USE OF MEGAPHONES

The police shall not use warning shots during any police intervention.
This rule was lifted from the FBI Manual but was found to be very unpopular to policemen in the beat.
However, the PNP decided to adopt this rule because of the danger posed by warning shots to life and
property especially in crowded areas.
USE OF DEADLY FORCE
The excessive use of force is prohibited. The use of weapon is justified if the suspect poses imminent
danger of causing death or serious physical injury to the policeman or other persons. The Supreme Court
explained that the policeman must stand his ground because unlike a civilian who can run for his life, a
policeman cannot, lest, he can be charged for cowardice. (US vs. Mojica, 42 Phil 784)
The danger is “imminent” if it is on the point of happening. It is not required that the attack already
begins, for it may be too late (The Revised Penal Code, Book I, J.B.L. Reyes). The elements of imminent
danger are the following:
1. Intent of the suspect to harm the policeman
2. The capability of the suspect to harm the policeman or other persons
3. Accessibility or the proximity of the suspect in harming the policeman and other persons.

The use of weapon is also justified under the Doctrines of Self-Defense, Defense of Relative, and
Defense of Stranger.
Any Police Officer who uses firearm against the suspect must submit an after encounter report outlining
the circumstances necessitating the use of deadly force against the suspect.
REASONABLE FORCE
During an armed confrontation, the police shall use reasonable force only to overcome the threat posed
by the suspect. The Officer, in charge of the operation shall at all time exercise control over his men in the
area, and shall ensure that no innocent civilian is caught in the crossfire.
The reasonableness of the force employed will depend upon the nature and quality of the weapon used
by the aggressor, his physical condition, character, size and other circumstances and also the place and
occasion of the assault. (The Revised Penal Code, Book I, J.B.L. Reyes).

TOPIC 5: DISABLING MOVING VEHICLES

Moving vehicles shall not be fired upon except when its occupants poses imminent danger of causing
death to the policeman or other persons, and the use of firearm does not create a danger to the public that
far outweighs the likely benefits of its use.
In firing upon a moving vehicle, the following parameters should be considered:
1. Intent of the fleeing suspect/s to harm the policeman or other persons.
2. The capability of the fleeing suspect/s to really harm the policeman or other persons.

78
 3. Accessibility or the proximity of the fleeing suspect/s in harming the policeman and other persons

TOPIC 6: DO’S AFTER AN ARMED CONFRONTATION

Immediately after an armed confrontation, the Officer, in charge shall:
1. Secure the site of confrontation;
2. Take photographs;
3. Check whether the situation still poses imminent danger;
4. Evacuate the wounded to the nearest hospital; and
5. Take proper action for the killed, wounded and arrested persons. (Separate the victims from the
suspects)

JURISDICTIONAL INVESTIGATION BY THE TERRITORIAL UNIT CONCERNED

The Police Unit which has the territorial jurisdiction of the area of the armed confrontation shall
immediately undertake the necessary investigation and processing of the scene of the encounter. The Scene
of the Crime Operation (SOCO) team conducts Crime Scene Processing upon request.
In cases where there is a slain suspect, the team leader of the operating unit shall submit the incident
for inquest before the duty inquest prosecutor prior to the removal of the body from the scene, except in areas
where there are no Inquest Prosecutors. In which case, the territorial police unit can proceed with the
investigation.

79