THE POLICE ORGANIZATION AND ADMINISTRATION WITH POLICE PLANNING.docx

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THE POLICE ORGANIZATION AND ADMINISTRATION WITH POLICE PLANNING

Introduction

The passage into law on December 13, 1990 of Republic Act

No. 6975 entitled An Act Establishing the Philippine National

Police Under a Reorganized Department of the Interior and Local

Government and for Other Purposes, gave way to the creation of

the country's police force that is national in scope and

civilian in character. It is administered and controlled by the

National Police Commission.

With the effectivity of Republic Act No. 8551, otherwise

known as the Philippine National Police Reform and

Reorganization Act of 1998, the PNP was envisioned to be a

community and service oriented agency. As mandated by law, the

PNP activated the Internal Affairs Service (IAS) on June 1,

1999. It is an organization within the structure of the PNP, and

it is headed by Inspector General.

Early Origins of the Police Forces

The police under the local setting primitively evolved from

the practice of the different tribes to select able-bodied young

men to protect the people from the assault of the rival tribe,

and to maintain peace and order within the village.

By the coming of the Spaniards, the countrys police system

started. The police were then called Guardillo, later the

function of law enforcement were assumed by the Cuerpo de

Carabineros de Seguridad Republica. In 1852, Guardia Civil took

over the peace keeping duties in the island under a Royal

Decree.

After the Spanish Era, another master begins, the Americans

came to our country to conquer and rule the Philippine Republic.

While the American Soldiers were busy fighting the tug army of

Gen. Aguinaldo, Gov. Taft, established a police which shall

maintain peace and order. On January 9, 1901, Manila Police wasformally organized by virtue of Act No. 175 of the Philippine

Commission. Thereafter adjoining places follow through.


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Implementation of Act No. 175

On August 8, 1901, with the sanction of the U. S. War

Department, Henry T. Allen, a graduate of the U.S. Military

Academy, a regular captain but then a Lieutenant Colonel of the

U.S. Cavalry Volunteers in the Philippines officially designatedand confirms by the Commission as Chief of Constabulary. His

designation as Chief was formally inaugurated, and on the same

day buckled down to work.

Realizing the fact that military solution to the problem is

unwired; the military authorities opted to recommend to the

Philippine Commission headed by William Taft to take over. In

accordance with the instructions of the Secretary of War Elihu

Root, the Commission took over the government from the military

on July 18, 1901 with Taft as Civil Governor.

Filipinianization of the Constabulary

The gradual Filipinianization of the Constabulary officer

corps proved to be a sound move for World War I which was soon

to break out and to drag the United States into it and many of

the top Constabulary's American officers joined the U.S.

Expeditionary Forces to France. This development gave the

opportunity for the Filipinos to run the Constabulary

themselves. The first to be given the chance was Brig. Gen.

Rafael T. Crame, appointed PC Chief in December 1917. Thus, for

the first time in sixteen (16) years of existence, the

Constabulary was placed under Filipino leadership.

With the assumption of Brig. Gen. Crame, the Constabulary

Districts were renamed and their respective districts redefined.

The 4th District came to be known as District of Northern Luzon

based in San Fernando, La Union; the 1st District was renamed

District of Central Luzon; the 2nd District was renamed District

of Southern Luzon; the 3rd District was renamed District of

Visayas and the 5th District was renamed district of Mindanao

based in Zamboanga.

The Post War Constable

On October 28, 1944, President Sergio Osmea issued an

Executive Order creating all insular police called Military

Police Command, USAFFE pursuant to USAFFE General Orders Nos. 50

& 51, re-designated it as Military Police Command, AFWESPAC.

This idea was conceived to restore the bad image of the

Constabulary during the Japanese occupation when these

constables were made to run after the guerrillas.


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However, after the years of existence, the Constabulary was

revived on July 1, 1947. About 12, 000 officers and men were

withdrawn from the Military Police Command (MPC) and transferred

to the Department of Interior (DI), and designated as the

national police force is the Philippine Constabulary.

All the functions of the Military Police Command (MPC)

except those military in character "were thereafter exercised

and assumed by the PC in connection with Sections 832-840 & 848

of the Revised Administrative Code, were declared in full force

and effect, pursuant to EO No. 94 dated October 4, 1947.

Constitution of the Police Forces

The Administrative Code of the Philippines, promulgated on

September 10, 1955, provided for the constitution of police

forces in every cities and municipalities with the officers and

members thereof being appointed by the Mayors with the consent

of the City or Municipal Council. Under this set-up the police

are primarily a political entity that tended to serve the wills

of those in power.

In an effort to improve the quality and morale of all

existing police forces, R.A. No. 4864, known as the Police Act

of 1966 was enacted, by virtue of which, National Police

Commission was created, vested with the power to supervise and

control the police forces all over the country. Under this act

the administration, control and disciplinary measures, includingtraining of each member are placed under the exclusive

jurisdiction of the NAPOLCOM.

Integration of the Police Forces

The early seventies saw the rapid escalation of subversive

activities of the insurgents throughout the country. So, on

September 21, 1972, the then President Ferdinand E. Marcos

proclaimed Martial Law throughout the country by virtue of

Proclamation No. 1081, and subsequently Presidential Decree No.

765 was put into effect on August 8, 1975.

The said law instituted the integration of the nations

police forces with the Philippine Constabulary or the PC/INP,

virtually making the Integrated National Police a component of

the Armed Forces of the Philippines, and under the general

supervision of the Department of National Defense.


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Creation of the Philippine National Police

In response to the call for public safety and reforms

within the organization, Honorables Teodulo Natividad, Blas

Ople, Regalado Maambong and Rustico Delos Reyes authored the

provisions of Sec. 6, Art. XVI in the 1987 Constitution, whichprovides that, the state shall establish and maintain one

police force, which shall be national in scope and civilian in

character, to be administered and controlled by the NAPOLCOM.

The authority of local executives over the police units in their

respective jurisdiction shall be provided by the law.

This gave birth in the enactment of RA No. 6975, entitled

An Act Establishing the Philippine National Police Under the

Reorganized Department of the Interior and Local Government and

for Other Purposes, which took effect on January 2, 1991. The

said act was subsequently amended by RA No. 8551, entitled An

Act Providing for the Reform and Reorganization of the

Philippine National Police, and for Other Purposes, which took

effect on March 6, 1998.

Organization defined

It is a form of human association for the attainment of a goal

or objective. It is the process of identifying and grouping the

work to be performed, defining and delegating responsibility and

authority establishing relationships for the purpose of enabling

people work effectively.

Police Organization defined

Police organization is a group of trained personnel in the field

of public safety administration engaged in the achievement of

goals and objectives that promotes the maintenance of peace and

order, protection of life and property, enforcement of the laws

and the prevention of crimes.

The organization of the police force commonly requires the

following organizational units:

Functional Units

Bureau the largest organic functional unit within a large

department. It comprises of numbers of divisions.

Divisiona primary subdivision of a bureau.

Sectionfunctional unit within a division that is necessary

for specialization.


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Unitfunctional group within a section; or the smallest

functional group within an organization.

Territorial Units

Posta fixed point or location to which an officer is assigned

for duty, such as a designated desk or office or an

intersection or cross walk from traffic duty. It is a

spot location for general guard duty.

Routea length of streets designated for patrol purposes. It

is also called LINE BEAT.

BeatAn area assigned for patrol purposes, whether foot or

motorized.

Sector An area containing two or more beats, routes, or posts.

Districta geographical subdivision of a city for patrol

purposes, usually with its own station.

Areaa section or territorial division of a large city each

comprised of designated districts.

Important Terminologies

Sworn Officers all personnel of the police department who have

oath and who posses the power to arrest.

Superior Officer -one having supervisory responsibilities,

either temporarily or permanently, over

officers of lower rank.

Commanding Officer - an officer who is in command of the

department, a bureau, a division, an area,

or a district.Ranking Officer - the officer who has the more senior

rank/higher rank in a team or group.

Length of Service - the period of time that has elapsed since

the oath of office was administered.

Previous active services may be included or

added.

On Duty - the period when an officer is actively engaged in the

performance of his duty.

Off Duty - the nature of which the police officer is free from

specific routine duty.

Special Duty - the police service, its nature, which requiresthat the officer be excused from the performance

of his active regular duty.

Leave of Absence - period, which an officer is excused from

active duty by any valid/acceptable reason,

approved by higher authority.

Sick Leave - period which an officer is excused from active duty

by reason of illness or injury.


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Suspension - a consequence of an act which temporarily deprives

an officer from the privilege of performing his

duties as result of violating directives or other

department regulations.

Department Rules - rules established by department

directors/supervisors to control the conduct

of the members of the police force.

Duty Manual - describes the procedures and defines the duties of

officers assigned to specified post or position.

Order - an instruction given by a ranking officer to a

subordinate, either a. General Order, b. Special, or c.

Personal

Report - usually a written communication unless otherwise

specifies to be verbal reports; verbal reports should

be confirmed by written communication.

Types of Police Organizational Structures

Line Organization

The straight line organization, often called the individual,

military or departmental type of organization, is the simplest

and perhaps the oldest type; but it is seldom encountered in its

channels of authority and responsibility extends in a direct

line from top to bottom within the structures, authority is

definite and absolute.

While the line type of organization has many advantages, it also

has some inherent weaknesses which, for many organizations, makeits use impractical. Perhaps its greatest advantage is that, it

is utterly simple. It involves a division of the work into units

of eighth person with a person in charge who has complete

control and who can be hold directly responsible or accountable

for results, or lack of them.

Functional Organization

The functional organization in its pure form is rarely found in

present day organizations, except at or near the top of the very

large organizations. Unlike the line type of structure, thoseestablishments organized on a functional basis violate the prime

rule that men perform best when they have but one superior. The

functional responsibility of each functional manager is

limited to the particular activity over which he has control,

regardless of who performs the function.


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Line and Staff Organization

The Line and Staff organization is a combination of the line and

functional types. It combines staff specialist such as the

criminalists, the training officers, the research and

development specialists, etc. Channels of responsibility is to

think and provide expertise for the line units. The line

supervisor must remember that he obtains advice from the staff

specialists.

In normal operations, the staff supervisor has line commands but

with recognized limitations such as coordination between line

and staff personnel can be achieved without undue friction.

Failure to recognize these line and staff relationship is the

greatest and most frequent source of friction and a barrier to

effective coordination. The advantage of this kind would be - it

combines staff specialist or units with line organization so

that service of knowledge can be provided line personnel by

specialist.

Classification of Line, Staff, and Auxiliary Function

Whatever their method of grouping internal activities, all

bureaucratic agencies segregate the function of line, staff, and

auxiliary personnel. The reasons for this tripartite

classification are best explained by examining each of the

functions.

Line Functions:Line functions are the backbone of the policedepartment; they include such operations as patrol, criminal

investigation, and traffic control, as well as supervision of

the personnel performing those operations. Line functions are

carried out but line members, including the patrol officer,

the detective, the sergeant, the lieutenant, the captain, and

the chief of police. Line members are responsible for:

Carrying out the majors purposes of the police department.

Delivering the services provided by the department.

Dealing directly with the departments clientele.

Making final decisions with respect to the activities theyperform.

Staff Functions:Staff functions are those operations designed

to support the line functions, Staff members are necessarily

advisors who are typically assigned to planning, research, legal

advice, budgeting, and educational services. Staff members are

often civilians with specialized training who serve within the


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department but do not deal with daily operation son the street.

Their main function is to study police policies and practices

and to offer proposals to the chief executive of the department.

Staff personnel tend to be:

Highly specialized.

Involved in an advisory capacity

Detached from the public

Not directly responsible for the decisions made by department

executive.

Auxiliary Functions:Auxiliary functions involve the logistical

operations of the department. These include training,

communications, jailing, maintenance, record keeping, motor

vehicles, and similar operations.

ELEMENTS OF THE ORGANIZATON

Specialization

The grouping of activities and segregation of line, staff, and

auxiliary functions are large-scale examples of specialization

within a bureaucratic organization.

Specialization of an individual level is also important in all

organizations, since it must be expected that some members will

know more, perform better and contribute more in one area of

activity than in others, Disparities in job ability among

persons may be the result of physical attributes, mentalaptitude, skills, interests education, training, motivation, or

adaptation, among other factors.

Specialization Defined: Specialization is the assignment of

particular workers to particular tasks. Thus, it can be thought

of in terms of either jobs or people.

Specialization of people (specialists) is the designation of

particular persons as having expertise in a specific area of

work. Here, specialization signifies the adaptation of an

individual to the requirements go some technical tasks throughtraining, conditioning or extensive on-the-job experience.

Example: Areas of police specialization include undercover

works, c rime scene operations, legal advising, computer work,

planning, community relations, drug reaction, gang activities,

or SWAT operations.


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Hierarchy of Authority

If all persons within an organization were given the freedom to

do what they like (and to refuse to do what they dislike), there

would be little likelihood of accomplishment. Any

collaborative effort such as that in a police department thus

requires a system of checks and controls on individual behavior.

Hence, the department must have a person or persons with

authority to direct the actions of workers and ensure compliance

with standards in order to achieve the departments goals.

Hierarchy defined:A hierarchy represents the formal

relationship among superiors and subordinates in any given

organization. It can be visualized as a ladder, with each rung

(or rank) representing a higher or lower level of authority.

Each rank or position on a hierarchical ladder has specific

rights, while at the same time owing specific duties to the

positions above and below it. Any particular position of the

ladder is expected to direct and control the activities of the

ranks, while obeying the directions and instructions received

from higher ranks.

Authority Defined:Authority is the right to command and control

the behavior of employees in lower positions within an

organizational hierarchy. A hierarchy thus serves as the

framework for the flow of authority downward (and obedience

upward) through the department.

Example: Authority can be illustrated by the situation in which

a subordinate abstains from making his or her choice among

several courses of action and instead automatically accepts the

choice made by the supervisor regardless of whether one

personally agrees.

Authority Roles:Authority within an organization must be viewed

in terms of prescribed roles rather than of individuals. A

particular position within an organization carries the same

authority regardless of who occupies that position. While the

personality of the occupant may change the style or manner inwhich authority is exercise, it should increase or decrease the

basic obligations of the occupant toward those in subordinate

positions.

Example: The authority of a police chief stems from the role

that a chief executive must play whether he or she is referred

to as chief, superintendent, commissioner, or some other title,


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and regardless the size or location of the department he or he

commands.

Span of Control

A span of control is the maximum number of subordinates at a

given position that superior can supervise effectively.

Determining the Span of Control

Effective organization requires that only a manageable number of

subordinates be supervised by one person at any given time. This

number will, of course, vary not only from one organization to

another (depending on each organizations definition of

effective supervision) but also within each organization

depending on the number of task and the size of personnel

available at a given time.

Delegation of Authority

Delegation is the conferring of an amount of authority by a

superior position onto a lower-level position. The person to

whom authority is delegated becomes responsible to the superior

for doing the assigned job. However, the delegators remain

accountable for accomplishment of the job within the guidelines

and quality standards of the agency.

Unity of Command

Traditional theories of organization insisted that each

employee should have only one supervisor of boss, and

considered this principle of unity of command the backbone of

any organizational structure. Thus, a patrol officer, for

example, would always receive orders from one sergeant and would

always report to that same sergeant. If the officer was

instructed or advised by a detective, garage sergeant, or any

other administrator (with the possible exception of the chief),

the officer is expected to check with his or her sergeant before

taking any action.

Formal Communication

Basically, communication is the process of sharing understanding

and information on common subjects. More precisely, it is an

intercourse between, through or more people by means of words,

letters symbols, or gestures for the purpose of exchanging

information. Procedures, channels, and standardized languages


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are essential to effective communication within such large

organization.

While the eight elements previously discussed are crucial to any

police organization, they would remain fragmented without some

means of integrating them into a meaningful and practical whole.

The integrating element is communication. Through

communication, personnel are kept informed of the objectives of

the organization, of the means selected for achieving them, and

of the information necessary for the continuing operation of the

department. Effective communication would ensure a common

understanding of department goals, policies, and procedures and

this helps to bind the agency together.

THE PRINCIPLES OF POLICE ORGANIZATION

Police organizations are either formal or informal. Formal

organizations are highly structured while informal organizations

are those without structures. Every formal police organization

whether small or large are governed by the following principles:

Principle of Unity of Objectives- an organization is effective

if it enables the individuals to contribute to the

organizations objectives.

Principle of Organizational Efficiency organization structure

is effective if it is structured in such a way to aid the

accomplishment of the organizations objectives with a minimum

cost.

Scalar Principleshows the vertical hierarchy of theorganization which defines an unbroken chain of units from top

to bottom describing explicitly the flow of authority. The

scalar principles are:

a. Line of Authority and Chain of Command- This principle of

organization suggests that communications should ordinarily go

upward through established channels in the hierarchy. Diverting

orders, directives, or reports around a level of command usually

has disastrous effects on efficiency of the organization.

b. The Span of Controlof a supervisor over personnel or

units shall not mean more than what he can effectively directand coordinate. In span of control, levels of authority shall be

kept to a minimum.

c. The Delegation of authorityshall carry with it a

commensurate authority and the person to whom the authority is

delegated shall be held accountable therefore. It implies that

delegation must carry with it appropriate responsibility.


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d. The Unity of Command-explains that subordinates should

only be under the control of one superior.

Functional Principlerefers to division of work according to

type, place, time and specialization.

Line and Staffimplies that a system of varied functions

arrange into a workable pattern. The line organization is

responsible for the direct accomplishment of the objectives

while the staff is responsible for support, advisory or

facilitative capacity.

Principle of Balancestates that the application of principles

must be balanced to ensure the effectiveness of the structure in

meeting organizations objectives.

Principle of Delegation by Results states that authority

delegated should be adequate to ensure the ability to accomplish

expected results.

Principles of Absoluteness of Responsibilityexplains that the

responsibility of the subordinates to their superior for

performance is absolute and the superior cannot escape

responsibility for the organization on activities performed by

their subordinates.

Principle of Parity and Responsibilityexplains that

responsibility for action cannot be greater than that implied by

the authority delegated nor should it be less.

Authority Level Principleimplies that decisions within the

authority of the individual commander should be made by them and

not be returned upward in the organizational structure.

Principle of Flexibilitymeans that the more flexible the

organization, the more it can fulfill its purpose.

Other Principles in Police Organizations

Grouping of Similar Task

Tasks, similar or related in purpose, process, method, or

clientele, should be grouped together in one or more units under

the control of one person. Whenever, practicable, every function

of the police force shall be assigned to a unit.

According to FunctionThe 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


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form of police organization. Any large functional unit can also

be organized according to time if the demand exists.

According to Place of Work

A territorial distribution of a platoon, accomplished by

assigning patrolman on beats, is necessary to facilitate the

direction and control of the officers and to ensure suitable

patrol service at every point with in the jurisdiction.

Patrolman on street duty is usually under the supervision of a

patrol sergeant. When the number of patrolmen is great, it may

be desirable to divide them into squads assigned to specific

sectors of jurisdiction, with a sergeant in charge of each

squad.

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. Vertical

combinations of superior officers, with each rank at a different

level of authority from any other, from channels through which

operations may be directed and controlled can be adopted in

certain cases to ensure coordination.

Specialization Based on Need

Specialized units should be created only when overall

departmental capability is thus significantly increased.

Specialization is a principle of organization which is the

result of the division of the force into separate units. The

degree of specialization is determined by the size and

sophistication of the department and by the extent to which unithas exclusive responsibility for the performance of each group

of the operational task.


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ORGANIZATIONAL STRUCTURE

The police force shall be organized, trained and equipped

primarily for the performance of police functions. Its national

scope and civilian character shall always be paramount.

Composition of the PNP

The Philippine National Police (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).

Officers and enlisted personnel of the PC shall include

those assigned with the Narcotics Command (NARCOM), Criminal

Investigation Service (CIS), together with the civilianoperatives, and those of the technical service of the Armed

Forces of the Philippines (AFP) assigned with the PC.

Also included are the absorbed regular operatives of the

abolished Inspection, Investigation and Intelligence Branch

(IIIB) of the National Police Commission (NAPOLCOM).

Organization of the PNP

The Philippine National Police (PNP) shall be headed by a

Chief with the rank of Director General, who shall be assistedby two (2) Deputy Chiefs, i.e., one (1) for administration, who

is the second in command with the rank of Deputy Director

General, and one (1) for operations, who is third in command

with the rank of Deputy Director General.

The organizational structure is composed of the national

office, regional offices, provincial offices, district offices,

in case of large provinces and city and municipal stations. The

national office is composed of the following:

1. The Office of the Chief, PNP. the Office of the DeputyChief for Administration, the Office of the Deputy Chief for

Operations, and the Office of the Chief, Directorial Staff;

2. The fifteen (16) Staff Directorates as follows:

Directorate for Personnel and Records Management (DPRM),

Directorate for Human Resource and Doctrine Development (DHRDD),

Directorate for Logistics (DL), Directorate for Research and


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Development (DRD), Directorate for Comptrollership (DC),

Directorate for Intelligence (DI), Directorate for Operations

(DO), Directorate for Plans (DP), Directorate for Police-

Community Relations (DPCR), Directorate for Investigation and

Detective Management (DIDM), Directorate for Information

Technology & Communications Management (DITCM), and the five

Directorates for Integrated Police Operations (DIPOs).

3. The Office of the Inspector General, Internal Affairs

Service (IG, IAS), Program Management Office (PMO), and Public

Information Office (PIO), which are all under the Office of the

Chief, PNP.

4. The eleven (11)Administrative Support Units (ASU), as

follows: Chaplain Service, Information Technology Management

Service (ITMS), Communications and Electronic Service (CES),

Engineering Service (ES), Finance Service (FS), Headquarters

Support Service (HSS), Health Service (HS), Legal Service (L),

Logistic Service (LOGS), Training Service (TS), and Police

Retirees Benefit Service (PRBS).

5. The eleven (10) Operational Support Units (OSU), as

follows: Aviation Security Group (ASG), Civil Security Group

(CSG), Crime Laboratory (CL), Criminal Investigation & Detection

Group (CIDG), Maritime Security Group (MSG), Police-Community

Relations Group (PCRG), Police Highway Patrol Group (PHPG),

Police Intelligence Group (PIG), Police Security & Protective

Group (PSPG), Special Action Force (SAF),and Anti-Kidnapping

Group (AKG).

6. The PNP Regional Offices (PROs) corresponding to the

following: the Office of the Regional Director (ORD), the Office

of the Deputy Regional Director for Administration (ODRDA), the

Office of the Deputy Regional Director for Operations (ODRDO),

the Office of the Chief, Regional Directorial Staff (CRDS) with

staff divisions, as follows: Regional Personnel & Human Resource

Division (RPHRDD), Regional Logistics & Research Development

Division (RLRD), Regional Comptrollership and Finance Division

(RCFD), Regional Intelligence Division (RID), Regional

Investigation and Management Division (RIDMD), RegionalOperations Divisions (ROPD), Regional Police Community

Relations Division (RPCRD), and Regional Training and Plans

Division (RTPD).

7. The five (5) Police District Offices (PDO) of the

National Capital Region (NCR), each headed by a District

Director (DD) and assisted by a Deputy District Director (DDD),


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and the District Internal Affairs Service (DIAS) which is under

the District Director.

8. The Police Provincial Office (PPO) corresponding to

all provinces throughout the country, each headed by a

Provincial Director (PD) and assisted by a Deputy Provincial

Director (DPD), and the Provincial Internal Affairs Service

(PIAS) which is under the Provincial Director.

9. The City Police Office (CPO) of highly urbanized

cities outside of NCR which shall be under the command and

direction of the Regional Director (RD) and equivalent to a

Provincial Police Office (PPO), headed by a City Director (CD)

and assisted by Deputy City Director (DCD), and the City

Internal Affairs Service (CIAS).

10. The City/Provincial Public Safety Company (C/PPSC)

headed by the Group Director (GD) to enhance the police

internal security operations in the province, and to assist the

AFP in counter-insurgency.

11. The Police Station (PS) headed by a Chief of Police

(COP) which is established in every component city and

municipality, under the command and direction of the Provincial

Director (PD), and with subordinate Police Community Precincts

(PCP) and Community-Police Assistance Centers (COMPAC),

classified as follows:

a. Cities i.e., Type A - population of 100,000 ormore, Type B - population of 75,000 to less than 100,000, and

Type C - population of less than 75,000.

b. Municipalities, i.e., Type A - population of

75,000 or more, Type B - population of 30,000 to less than

75,000, and Type C - population of less than 30,000.

Manning Levels

On the average nationwide, the manning levels of the PNP

shall be approximately in accordance with a police-to-populationratio 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. However, the

minimum police-to-population ratio shall not be less than one

(1) policeman for every one thousand (1,000) persons. Urban


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areas shall have a higher minimum police-to-population ratio as

maybe prescribed by regulations promulgated by the NAPOLCOM.

Rank Classifications

For purposes of efficient administration, supervision andcontrol, the rank classifications of the member of the PNP shall

be as follows:

PNP Ranks AFP Ranks

Director General General

Deputy Director General Lieutenant General

Director Major General

Chief Superintendent Brigadier General

Senior Superintendent Colonel

Superintendent Lieutenant Colonel

Chief Inspector Major

Senior Inspector CaptainInspector Lieutenant

Senior Police Officer IV Master Sergeant

Senior Police Officer III Technical Sergeant

Senior Police Officer II Staff Sergeant

Senior Police Officer I Sergeant

Police Officer III Corporal

Police Officer II Private First Class

Police Officer I Private

Cadets of the Philippine National Police Academy (PNPA) are

classified above the Senior Police Officer IV and below theInspector rank in the PNP.

Percentage Rank Distributions

The percentage rank distributions of the uniformed members,

except for the rank of Police Chief Superintendent and above,

shall be as follows:

Rank Percentage

Police Senior Superintendent .23%

Police Superintendent .61%Police Chief Inspector 1.22%

Police Senior Inspector 2.25%

Police Inspector 4.10%

Senior Police Officer IV 4.10%

Senior Police Officer III 7.74%

Senior Police Officer II 9.78%

Senior Police Office I 12.50%


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Police Officer III 14.95%

Police Officer II 18.77%

Police Officer I 23.75%

=======

Total 100.00%

At present there are ninety (90) star rank officers in the

PNP, i.e., from Police Chief Superintendent to Police Director

General.

RECRUITMENT & SELECTION

Whereas, Section 14 of R.A. No. 8551 amending Section 30 of

R.A. No. 6975, prescribes the minimum qualifications for

appointment of uniformed personnel in the Philippine National

Police (PNP).

R.A. 9708

An act extending for five years the reglementary period for

complying with the minimum educational qualification for

appointment to the PNP and adjusting the promotion system

thereof is amending for the purpose pertinent provisions of R.A

6975 and R.A. 8551 and for other purposes.

General Qualifications

Hereunder are the general qualifications and standards in

the recruitment and selection of police personnel, as follows:

1. A citizen of the Philippines;

2. A person of good moral character;

3. Must have passed the psychiatric and psychological,

physical, medical and dental, and drug tests to be administered

by the PNP Health Service and Crime Laboratory Service or by any

NAPOLCOM accredited government hospital for the purpose ofdetermining physical and mental health;

4. Must possess a formal baccalaureate degree from a

recognized learning institution;

5. Must be eligible in accordance with the standards set

by the Commission;


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

offense or crime involving moral turpitude;

7. Must not have been dishonorably discharged from

military employment or on AWOL or Dropped from Rolls from the

PNP service or dismissed for cause from any civilian position in

the government;

8. Must have no pending criminal case in any court,

including the Office of the Ombudsman or any administrative case

if already an employee of the government;

9. Must be at least one meter and sixty-two cms. (1.62m)

in height for male and one meter and fifty-seven cms. (1.57m) in

height for female;

10. Must weigh not more or less than five kilograms

(5kgs.) from the standard weight corresponding to his/her

height, age and sex; and

11. Must not be less than twenty-one (21) nor more than

thirty (30) years of age.

Appropriate Eligibilities

The appropriate eligibilities to Police Officer I was those

acquired from the following:

1. NAPOLCOM PNP Entrance Examination.

2. R.A. No. 6506-Licensed Criminologist.

3. R.A. No. 1080-Board and Bar Examinations

4. P.D. No. 907-Honor Students.

5. Civil Service Eligibilities.


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Distribution Criteria of Police Officer 1

To attain the equitable distribution, the allocation of

quota at the city or municipal levels shall be based on the set

of criteria, as follows:

1. Police-to-population ratio as herein provided: highly

urbanized cities - 1:500 to 700; component cities - 1:650 to

800; and municipalities - 1:750 to 1000.

2. Peace and order conditions, actual demand of the

service, and class of city and municipality.

Regular Recruitment Quota

The recruitment quota given to any of the National SupportUnits (NSU) shall be based on the actual demands of the

functional area covered. Within five (5) working days from

receipt of the proposed annual recruitment quota, the Commission

shall grant the Chief, PNP with the authority to recruit through

a Resolution which shall contain the approved quota distribution

and supplemental guidelines peculiar to the particular

recruitment.

Attrition Recruitment Quota

Upon receipt of the recruitment quota, the Mayor asChairperson of the Local Peace and Order Council (LPOC) shall

create an Ad Hoc Body composed of four (4) members, namely:

Vice-Mayor, DILG-CLGOO/MLGOO, POC Member, and City

Director/Chief of Police. The City Director/Chief of Police

(CD/COP) shall serve as the Secretariat for this activity. He

shall publish the list of applicants in public places and

through the local media, if any, to encourage the public to

report any information relative to the worthiness of the

applicant to become law enforcer in their community.

Final Evaluation of Applicant

The final evaluation of applicant to the position of Police

Officer I includes the sequential conduct of the following

examinations, i.e., Physical Agility Test (PAT), Psychiatric or

Psychological Examination (PPE), Complete Physical, Medical and

Dental Examination (PMDE), and Final Screening Committee

Interview (FSCI).


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The Drug Test (DT) shall not follow the sequential step but

shall be conducted anytime after the PATon passers only, and

before the Final Screening Committee Interview (FSCI)on PMDE

passers only. The Character and Background Investigation (CBI)

shall be conducted on all PPE passers and must be completed

before the start of the Final Screening Committee Interview

(FSCI).

Appointing Authorities

The following shall be the appointing authorities to the rank

of Police Officer I:

1. The Chief, PNP for applicants recruited at the national

level.

2. The PNP Regional Director for applicants recruited at

the regional level.

3. The Director of the concerned National Support Unit

(NSU) for applicants recruited by such particular unit.

Status of Appointment

The following are the status of appointment of newly

appointed Police Officer I:

1. Temporary appointment shall be issued to a newly

recruited Police Officer I who meets the required minimum

qualifications, except the training required which is the PNP

Field Training Program (FTP). The FTP shall be composed of the

Public Safety Basic Recruit Course (PSBRC) and the Field Training

Exercise (FTX).

2. Permanent appointment shall be issued to a Police

Officer I after the completion of the required PNP Field Training

Program for twelve (12) months actual experience and assignment in

patrol, traffic, and investigation.

Guidelines in the Appointment on Waiver Program

The following are the guidelines in the appointment of Police

Officer I under a waiver program:

1. The age, height and weight for initial appointment to

the PNP may be waived only when the number of qualified

applicant fall below the approved quota, and the Commission en


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banc my grant age, height, and weight waiver. The RD, NAPOLCOM

may grant height waiver to a member of indigenous group.

2. Waiver of the age requirement may be granted provided

that applicant shall not be less than 20 or not more than 35

years of age. For purposes of this paragraph, one is considered

to be not over 35 years old if he is no yet reached his or her

36th birthday on the date of the issuance of his or her

appointment.

3. Waiver of the height requirements may be granted to

the male applicant who is at least one meter and fifty-seven

cms. (1.57m) and to a female applicant who is at least one meter

and fifty-two cms. (1.52m).

Selection Criteria on Waiver Program

Applicants who possess the least disqualification shall

take precedence over those who possess more disqualification.

The requirements shall be waived in the following order, i.e.,

age, height, and weight. Each applicant for waiver must possess

special qualifications, skills, or attributes useful to or

needed by the PNP, which are sufficient to compensate to his or

her lack or certain minimum qualifications.

Factors to be considered in the grant of waiver, are as follows:

outstanding accomplishments or possession of special skills in

law enforcement or police work, martial arts, marksmanships and

similar skills; special talents in the field of sports, music,and others; and extensive experience or training in forensic

science and other technical services.

The Powers and Functions of the PNP

Enforce all laws and ordinances relative to the protection

of lives and properties;

Maintain peace and order and take all necessary steps to

ensure public safety;

Investigate and prevent crimes, effect the arrest of

criminal offenders, bring offenders to justice, and assist

in their prosecution.

Exercise the general powers to make arrest, search and

seizure in accordance with the Constitution and pertinent

Laws.


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Detain and arrest person for a period not beyond what is

prescribed by law, informing the person so detained of all

his/her rights under the Constitution;

Issue licenses for the possession of firearms and

explosives in accordance with law;

Supervise and control the training and operation ofsecurity agencies and issue licenses to operate security

agencies, and to security guards and private detectives for

the practice of their profession; and

Perform such other duties and exercises all other functions

as may be provided by law. One of these is the Forestry

law wherein the PNP is primary enforcer in coordination

with the Department of Environment and Natural Resources

(DENR).

PNP: National in Scope - Civilian in Character

National in scope simply means that the PNP is a nationwide

government organization whose jurisdiction covers the entire

breath of the Philippines archipelago which extends up to the

municipality of Kalayaan islands in the province of Palawan.

All PNP personnel both the uniformed and non-uniformed

components are national government employees. Civilian in

character means that the PNP is not a part of the military.

Although,. it retains some military attributes such as

discipline, it shall adopt unique non-military cultures, Code of

Ethics, and Standard of Professional conduct comparable to the

civilian police forces of other countries.

THE ANTI-CRIME MACHINERY Criminal Justice System (CJS)

Anti-crime strategies, programs for crime prevention and the

like in any society is practically based on an organized

criminal justice system.

Justice defined

Justice is rendering what is due or merited and that which is

due or merited.

According to Mortimer J. Adler, there are two principles of

justice:

Render to each his due

Treat equals equally and unequal unequally but in proportion to

their inequality.


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Justice, according to the Supreme Court of the Philippines, is

symbolically represented by a blindfolded woman, holding with

one hand a sword and with the other a balance.

What is Criminal Justice System?

The Criminal Justice System (CJS) is the machinery which

society uses in the prevention and control of crime. The

process is the totality of the activities of law enforcers,

prosecutors, defense lawyers, judges and corrections personnel,

as well as those of the mobilized community in crime prevention

and control.

In theory, CJS is an integrated process primarily concerned with

apprehension, prosecution, trial, adjudication, and correction

of criminal offenders.

What are the major components of the CJS?

Police or Law Enforcement

Prosecution

Courts

Corrections

Mobilized Community

What are the functions of the major components of the CJS?

To prevent and control the commission of crime;

To enforce the law;

To safeguard lives, individual rights, and properties;To investigate, apprehend, prosecute and sentence those who

violated the rules of society; and,

To rehabilitate the convicts and reintegrate them into the

community as law-abiding citizens.

How does the CJS Operate?

The first four pillars, i.e., law enforcement, prosecution,

courts, and corrections, pertain to the traditional agencies

vested with the official responsibility in dealing with crime or

in crime control. The community pillar is the broadest pillar.Under the concept of a participative criminal justice system in

the Philippines, public and private agencies, as well as

citizens, become a part of the CJS when they become involved in

issues and participate in activities related to crime prevention

and control.


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The Police or Law Enforcement Pillar

The first pillar consists mainly of the members of

Philippine National Police (PNP) and other law enforcement

agencies. The work of the PNP is the prevention and control of

crimes, enforcement of laws, and affecting the arrest of

offenders, including the conduct of lawful searches and seizures

to gather necessary pieces of evidences so that a complaint may

be filed with the Prosecutors Office.

The Prosecution Pillar

The second pillar takes care of the investigation of the

complaint. In the rural areas, the PNP may file the complaint

with the inferior courts (i.e. the Municipal Trial Courts or the

Municipal Circuit Trial Courts). The judges of these inferior

courts act as quasi-prosecutors only for the purpose of the

preliminary investigation. Once aprima facie case has been

determined, the complaint is forwarded to the City or Provincial

Prosecutors Office which will review the case. When the

complaint has been approved for filing with the Regional Trial

Court, a warrant of arrest for the accused will be issued by the

court once the information has been filled.

The Courts Pillar

The third pillar of the CJS is the forum where the

prosecution is given the opportunity to prove that there is a

strong evidence of guilt against the accused. It is also in thecourts that the accused is given his day in court to disprove

the accusation against him.

The Constitutional presumption is the innocence of any

person accused of a crime unless proved otherwise. This means

that the courts must determine the guilt of the accused beyond

reasonable doubt based on the strength of the evidence of the

prosecution.

If there is any reasonable doubt that the accused committed

the crime, he has to be acquitted.

The Rules of Court, however, provides that the accused can

be convicted of a lesser crime than the crime he has beencharged with in the information. But the elements of the lesser

offense should be necessarily included in the offense charged,

and such lesser crime was proven by competent evidence.


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What is Planning?

Planningis a management function concerned with visualizing

future situations, making estimates concerning them, identifying

issues, needs and potential danger points, analyzing and

evaluating the alternative ways and means for reaching desired

goals according to a certain schedule, estimating the necessary

funds and resources to do the work, and initiating action in

time to prepare what may be needed to cope with the changing

conditions and contingent events.

Planning is also the process of preparing for change and coping

with uncertainty formulating future causes of action; the

process of determining the problem of the organization and

coming up with proposed resolutions and finding best solutions.

The process of combining all aspects of the department and the

realistic anticipation of future problems, the analysis of

strategy and the correlation of strategy to detail.

The conceptual idea of doing something to attain a goal or

objective.

What is Police Planning?

Police Planningis an attempt by police administrators in trying

to allocate anticipated resources to meet anticipated service

demands. It is the systematic and orderly determination of facts

and events as basis for policy formulation and decision

affecting law enforcement management.

What is Operational Planning?

Operational Planningis the use of a rational design or pattern

for all departmental undertakings rather than relying on chance

in an operational environment. It is the preparation and

development of procedures and techniques in accomplishing of

each of the primary tasks and functions of an organization.

What is Police Operational Planning?

Police Operational Planningis the act of determining policies

and guidelines for police activities and operations and

providing controls and safeguards for such activities and

operations in the department. It may also be the process of

formulating coordinated sequence of methodical activities and

allocation of resources to the line units of the police


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organization for the attainment of the mandated objectivesor

goals.

Objectives are a specific commitment to achieve a measurable

result within a specific period of time. Goals are general

statement of intention and typically with time horizon, or it is

an achievable end state that can be measured and observed.

Making choices about goals is one of the most important aspects

of planning. Relate this definitions with their description as

defined in chapter one.

The process of police operational planning involves strategies

or tactics, procedures, policies or guidelines. AStrategyis a

broad design or method; or a plan to attain a stated goal or

objectives. Tacticsarespecific design, method or course of

action to attain a particular objective in consonance with

strategy. Proceduresare sequences of activities to reach a

point or to attain what is desired. Apolicyis a product ofprudence or wisdom in the management of human affairs, or policy

is a course of action which could bea program of actions

adopted by an individual, group, organization, or government, or

the set of principles on which they are based. Guidelinesare

rules of action for the rank and file to show them how they are

expected to obtain the desired effect.

STRATEGIC PLANNING

Strategic Planningis a series of preliminary decisions on a

framework, which in turn guides subsequent decisions thatgenerate the nature and direction of an organization. This is

usually long ranged in nature. The reasons for Strategic

Planning are:

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

LONG-RANGE THINKING - Keeping in mind that strategy is deciding

where we want to be

STRATEGIC FOCUS

CONGRUENCE

A STRATEGIC RESPONSE TO CHANGE

A STRATEGIC FRAMEWORK

What is the Strategic Planning process?

TASK 1 - Develop Mission and ObjectivesTASK 2 - Diagnose Environmental Threats and Opportunities

TASK 3 - Assess Organizational Strengths and Weaknesses

TASK 4 - Generate Alternative Strategies


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TASK 5 - Develop Strategic Plan

TASK 6 - Develop Tactical Plan

TASK 7 - Assess Results of Strategic And Tactical Plan

TASK 8 - Repeat Planning Process

In the process, the police administrator can use the potent tool

of alternatives.Alternatives (options) are means by which goals

and objectives can be attained. They maybe policies, strategies

or specific actions aimed at eliminating a problem. Alternatives

do not have to be substitutes for one another or should perform

the same function. For example, our goal is to improve officer-

survival skills. The plan is to train the officers on

militaristic and combat shooting. The alternatives could be:

Alternative 1 - modify police vehicles

Alternative 2 - issuing bulletproof vests

Alternative 3 - utilizing computer assisted dispatch system

Alternative 4 - increasing first-line supervision, etc

FUNDAMENTALS OF POLICE PLANNING

What are the Objectives of Police Planning?

To increase the chances of success by focusing on results and

not so much on the objectives.

To force analytical thinking and evaluation of alternatives for

better decisions.

To establish a framework for decision making consistent with the

goal of the organization.To orient people to action instead of reaction.

To modify the day-to-day style of operation to future

management.

To provide decision making with flexibility.

To provide basis for measuring original accomplishments or

individual performance.

What can be expected in planning?

Improve analysis of problems

Provide better information for decision-making

Help to clarify goals, objectives, prioritiesResult is more effective allocation of resources

Improve inter-and intradepartmental cooperation and coordinationImprove the performance of programsGive the police department a clear sense of directionProvide the opportunity for greater public support

What are the characteristics of a good police plan?


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With clearly defined Objectives or Goals.

Simplicity, Directness and Clarity

Flexibility

Possibility of Attainment

Must provide Standards of Operation

Economy in terms of Resources needed for implementation

What are the guidelines in Planning?

The five (5) Ws and one (1) H

What to do mission/objective

Why to do reason/philosophy

When to do date/time

Where to do place

Who will do people involve

How to do strategy

What are the approaches in Police Planning?

A variety of approaches are employed in the planning

processes. Each is unique and can be understood as a methodof

operationalizing the wordplanning. There are basically five

major approaches to planning which are:

Synoptic Approach

Incremental Approach

Transactive Approach

Advocacy ApproachRadical Approach

What is Synoptic Planning?

Synoptic planningor the rational comprehensive approach is

the dominant tradition in planning. It is also the point of

departure for most other planning approaches.

This model is based on a problem-oriented approach to

planning especially appropriate for police agencies. It relies

heavily on the problem identification and analysis of theplanning process. It can assist police administrators in

formulating goals and priorities in terms that are focused on

specific problems and solutions that often confront law

enforcement.


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Steps in Synoptic Planning

Prepare for Planning - The task of planning should be detailed

in a work chart that specifies (a) what events and actions are

necessary, (b) when they must take place, (c) who is to be

involved in each action and for how long, and (d) how the

various actions will interlock with one another.

Describe the present situation - Planning must have a mean for

evaluation. Without an accurate beginning database there is no

reference point on which to formulate success or failure.

Develop projections and consider alternative future states -

Projections should be written with an attempt to link the

current situation with the future, keeping in mind the desirable

outcomes. It is important for the police executive to project

the current situations into the future to determine possible,

probable and desirable future states while considering the

social, legislative, and political trends existing in the

community.

Identify and analyze problems - The discovery of the problems

assumes that a system to monitor and evaluate the current arena

is already on place. Closely related to the detection and

identification of issues is the ability of the police to define

the nature of the problem, that is to able to describe the

magnitude, cause, duration, and the expense of the issues at

hand.A complete understanding of the problem leads to the

development of the means to deal with the issues.

Set goals -Making choices about goals is one of the most

important aspects of planning. It makes no sense to establish a

goal that does not address a specific problem. Remembering that

the police departments are problem oriented, choices about goals

and objectives should adhere to the synoptic model.

Identify alternative course of action As stated earlier,

alternatives are means by which goals and objectives can be

attained. These are options or possible things to be done in

case the main or original plan is not applicable.

Select preferred alternatives there are three techniques to

select alternative:

Strategic Analysisthis includes the study on the courses of

actions; suitability studies; feasibility studies; acceptability

studies; and judgment.


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Suitabilityeach course of action is evaluated in accordance

with general policies, rules and laws. Feasibility - these

include the appraisal of the effects of a number of factors

weighed separately and together. Acceptabilitythose judged

to be suitable and feasible are then analyzed in acceptability

studies.

Cost-effectiveness Analysis- This technique is sometimes called

cost-benefit or cost performance analysis. The purpose of this

form of selection is that the alternative chosen should maximize

the ratio of benefit to cost.

Must-wants AnalysisThis method of selecting a preferred

course of action combines the strengths of both strategic and

cost effectiveness analysis. Must wants analysis is concerned

with both the subjective weights of suitability, feasibility,

and acceptability and the objectives weights of cost versus

benefits.

Plan and carryout implementation - The police administrator must

be aware that the implementation requires a great deal of tact

and skill. It maybe more important how an alternative is

introduced to a police department than what actually is.

Monitor and evaluate progress - Evaluation requires comparing

what actually happened with what was planned for- and this may

not be a simple undertaking. Feedback must be obtained

concerning the results of the planning cycle, the efficiency ofthe implementation process, and the effectiveness of new

procedures, projects or programs. This is an important step of

synoptic planning, trying to figure out what, if anything

happened as a result of implementing a selected alternative.

Summation of the synoptic planning approach This can be done

by making a summary of the presentation, could be tabular or

other forms of presentation.

Repeat the Planning Process repetition of the process of

planning enables the planner to thresh out possible flaws in theplan.

What is Incremental Planning?

Incrementalism concludes that long range and comprehensive

planning are not only too difficult, but inherently bad. The

problems are seen as too difficult when they are grouped


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together and easier to solve when they are taken one at a time

and broken down into gradual adjustments over time.

What is Transactive Planning?

Transactive planning is carried out in face-to-face

interaction with the people who are to be affected by the plan

and not to an anonymous target community of beneficiaries.

Techniques include field surveys and interpersonal dialogue

marked by a process of mutual learning.

What is Advocacy Planning?

Beneficial aspects of this approach include a greater

sensitivity to the unintended and negative side effects of

plans.

What is Radical Planning?

The first mainstream involves collective actions to achieve

concrete results in the immediate future. The second mainstream

is critical of large-scale social processes and how they

permeate the character of social and economic life at all

levels, which, in turn, determine the structure and evolution of

social problems.

CONSIDERATIONS IN POLICE PLANNING

1. Primary Doctrines

Fundamental Doctrines These are the basic principles in

planning, organization and management of the PNP in support of

the overall pursuits of the PNP Vision, mission and strategic

action plan of the attainment of the national objectives.

Operational Doctrines These are the principles and rules

governing the planning, organization and direction and

employment of the PNP forces in the accomplishment of basic

security operational mission in the maintenance of peace and

order, crime prevention and suppression, internal security and

public safety operation.Functional Doctrines These provide guidance for specialized

activities of the PNP in the broad field of interest such as

personnel, intelligence, operations, logistics, planning, etc.


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2. Secondary Doctrines

Complimentary Doctrines Formulated jointly by two or more

bureaus in order to effect a certain operation with regard to

public safety and peace and order. These essentially involve the

participation of the other bureaus of the Bureau of Jail

Management and Penology (BJMP), Bureau of Fire Protection (BFP),

Philippine Public Safety College (PPSC), National Bureau of

Investigation (NBI) and other law enforcement agencies.

Ethical Doctrines These define the fundamental principles

governing the rules of conduct, attitude, behavior and ethical

norm of the PNP.

3. The Principles of Police Organization

The principles of organization are presented in chapter three.

These principles are considered in police planning in order not

to violate them but rather for the effective and efficient

development of police plans.

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

Authority The right to exercise, to decide, and to command by

virtue of rank and position.

Doctrine It provides for the organizations objectives. It

provides the various actions. Hence, policies, procedures, rules

and regulations of the organization are based on the statement

of doctrines.Cooperation or Coordination

Discipline It is imposed by command or self-restraint to

insure supportive behavior.

Classifications of Police Plan

According to coverage: Police Plans could be Local Plans (within

police precincts, sub-stations, and stations), Regional Plans,

and National Plans.

According to Time: Police Plans are classified as:

Strategic or Long Range Plan It relates to plans which are

strategic or long range in application, and it determine the

organizations original goals and strategy.


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Example: Police Action Plan on the Strategy DREAMS and Program

P-O-L-I-C-E 2000, Three Point Agenda, and GLORIA (These are

discussed on the latter part of this Chapter).

Intermediate or Medium Range Planning It relates to plans,

which determine quantity and quality efforts and

accomplishments. It refers to the process of determining the

contribution on efforts that can make or provide with allocated

resources.

Example: 6 Masters Plans:

Master Plan Sandigan-Milenyo (Anti-Crime Master Plan)

Master Plan Sandugo (Support to Internal Security Operations

Master Plan)

Master Plan Banat (Anti-Illegal Drugs Master Plan)

Master Plan Sang-ingat (Security Operations Master Plan)

Master Plan Saklolo (Disaster Management Master Plan)

Sangyaman (protection and Preservation of Environment, Cultural

Properties, and Natural Resources Master Plan)

Operational or Short Range Planning- Refers to the production

of plans, which determine the schedule of special activity and

are applicable from one week or less than year duration. Plan

that addresses immediate need which are specific and how it can

be accomplished on time with available allocated resources.

Examples of OPLANS

Oplan Jumbo Aviation Security Group Strategic Plan againstterrorist attacks

Oplan Salikop Criminal Investigation and Detection Group

(CIDG) Strategic Plan against Organized Crime Groups

LOI PAGPAPALA is the entry point in the conceptualization of the

PNP Pastoral Program for the next five years with a Total Human

Development Approach (THD Approach).

The TMG through its "OPLAN DISIPLINA" that resulted in the

apprehension of 110,975 persons, the confiscation of 470unlawfully attached gadgets to vehicles, and rendering various

forms of motorists assistance.

OPLAN BANTAY DALAMPASIGAN that sets forth the operational

guidelines on the heightened security measures and sea borne

security patrols.


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TYPES OF PLANS in general

Reactive Plans are developed as a result of crisis. A particular

problem may occur for which the department has no plan and must

quickly develop one, sometimes without careful preparation.

Proactive Plans are developed in anticipation of problems.

Although not all police problems are predictable, many are, and

it is possible for a police department to prepare a response in

advance.

Visionary Plans are essential statements that identify the role

of the police in the community and a future condition or state

to which the department can aspire. A vision may also include a

statement of values to be used to guide the decision making

process in the department.

Strategic Plans are designed to meet the long-range, overall

goals of the organization. Such plans allow the department to

adapt to anticipated changes or develop a new philosophy or

model of policing (e.g. community policing). One of the most

important aspects of strategic planning is to focus on external

environmental factors that affect the goals and objectives of

the department and how they will be achieved. Important

environmental factors include personnel needs, population

trends, technological innovations, business trends and demand,

crime problems, and community attitudes.

Operational Plans are designed to meet the specific tasks

required to implement strategic plans. There are four types of

operational plan:

1. Standing Plans provide the basic framework for responding toorganizational problems. The organizational vision and values,

strategic statement, policies, procedures, and rules and

regulations are examples of standing plans. Standing plans also

include guidelines for responding to different types of

incidents; for example, a civil disturbance, hostage situation,

crime in progress, and felony car stops.

2. Functional Plans include the framework for the operation of

the major functional units in the organization, such as patrol

and investigations. It also includes the design of the

structure, how different functions and units are to relate andcoordinate activities, and how resources are to be allocated.

3. Operational-efficiency, effectiveness, and productivity plans

are essentially the measures or comparisons to be used to assess

police activities and behavior (outputs) and results (outcomes).

If one of the goals of the police department is to reduce the

crime rate, any change that occurs can be compared to past crime


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rates in the same community or crime in other communities, a

state, or the nation. If the crime rates were reduced while

holding or reducing costs, it would reflect an improvement not

only in effectiveness but also in departmental productivity.4. Time-specific Plansare concerned with a specific purpose and

conclude when an objective is accomplished or a problem is

solved. Specific police programs or projects such as drug

crackdown, crime prevention program, and neighborhood clean-up

campaign are good examples of time-specific plans.

KINDS OF POLICE PLANS

Policy and Procedural Plansto properly achieve the

administrative planning responsibility within in the unit, the

Commander shall develop unit plans relating to: (a) policies or

procedure; (b) tactics; (c) operations; (d) extra-office

activities; and (e) management.

Further, standard-operating procedures shall be planned to

guide members in routine and field operations and in some

special operations in accordance with the following procedures:

Field Procedure Procedures intended to be used in all

situations of all kinds shall be outlined as a guide to officers

and men in the field. Examples of these procedures are those

related to reporting, to dispatching, to raids, arrest, stopping

suspicious persons, receiving complaints, touring beats, and

investigation of crimes. The use of physical force and clubs,

restraining devices, firearms, tear gas and the like shall, indealing with groups or individuals, shall also be outlined.

Headquarters Procedures Included in these procedures are the

duties of the dispatcher, jailer, matron, and other personnel

concerned which may be reflected in the duty manual. Procedures

that involve coordinated action on activity of several offices,

however, shall be established separately as in the case of using

telephone for local or long distance calls, the radio teletype,

and other similar devices.

Special Operation Procedures Certain special operations also

necessitate the preparation of procedures as guides. Included

are the operation of the special unit charged with the searchingand preservation of physical evidence at the crime scenes and

accidents, the control of licenses, dissemination of information

about wanted persons, inspection of the PNP headquarters, and

the like.

Tactical Plans These are the procedures for coping with

specific situations at known locations. Included in this

category are plans for dealing with an attack against buildings


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These are plans made to organize the community to assist in the

accomplishment of objectives in the fields of traffic control,

organized crime, and juvenile delinquency prevention. The

organizations may be called safety councils for crime

commissions and community councils for the delinquency

prevention. They shall assist in coordinating community effort,

in promoting public support, and in combating organized crime.

Organization and operating plans for civil defense shall also be

prepared or used in case of emergency or war in coordination

with the office of the Civil Defense.

Management Plans Plans of management shall map out in advance

all operations involved in the organization management of

personnel and material and in the procurement and disbursement

of money, such as the following:

Budget PlanningPresent and future money needs for personnel,

equipment, and capital investments must be estimated. Plans for

supporting budget request must be made if needed appropriations

are to be obtained.

Accounting ProceduresProcedures shall be established and

expenditure reports be provided to assist in making

administrative decisions and in holding expenditures within the

appropriations.

Specifications and Purchasing ProceduresSpecifications shall

be drawn for equipment and supplies. Purchasing procedures

shall likewise be established to insure the checking of

deliveries against specifications of orders. Plans and

specifications shall be drafted for new building and forremodeling old ones.

PersonnelProcedures shall be established to assure the

carrying out of personnel programs and the allocation of

personnel among the component organizational units in

proportions need.

OrganizationA basic organizational plan of the command/unit

shall be made and be posted for the guidance of the force. For

the organization to be meaningful, it shall be accompanied by

the duty manual which shall define relationships between the

component units in terms of specific responsibilities. The duty

manual incorporates rules and regulations and shall contain thefollowing: definition of terms, organization of rank, and the

like, provided the same shall not be in conflict with this

manual.


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FIELD OPERATIONS: How planning affects them?

Field Operations shall be directed by the police commander and

the subordinate commanders and the same shall be aimed at the

accomplishment of the following primary tasks more effectively

and economically:

Patrol The patrol force shall accomplish the primary

responsibility of safeguarding the community through the

protection of persons and property, the preservation of the

peace, the prevention of crime, the suppression of criminal

activities, the apprehension of criminals, the enforcement of

laws and ordinances and regulations of conduct, and performing

necessary service and inspections.

Investigation The basic purpose of the investigation

division unit shall be to investigate certain designated crimes

and clear them by the recovery of stolen property and the arrest

and conviction of the perpetrators. To this end, the

investigation division shall supervise the investigation made by

patrolman and undertake additional investigation as may be

necessary of all felonies.

Traffic Patrol Police control of streets or highways,

vehicles, and people shall facilitate the safe and rapid

movement of vehicles and pedestrians. To this end, the

inconvenience, dangers and economic losses that arise from this

moment, congestion, delays, stopping and parking of vehiclesmust be lessened. Control of traffic shall be accomplished in

three (3) ways:

Causes of accidents and congestion shall be discovered, facts

gathered and analyzed for this purpose;

Causes shall be remedied, charges shall be made in physical

condition that create hazards, and legislation shall be enacted

to regulated drivers and pedestrians; and

The public shall be educated in the provisions of traffic and

ordinances. Motorists and pedestrians shall be trained in

satisfactory movement habits, and compliance with regulationsshall be obtained by enforcement. The police shall initiate

action and coordinate the efforts of the agencies that are

concerned in the activities.

Vice Control It shall be the determined stand of the PNP

in the control of vices to treat vice offenses as they shall do

to any violation, and to exert efforts to eliminate them, as


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there attempt to eliminate robbery, theft, and public

disturbance. Control of vice, shall be based on law rather than

on moral precepts, and intensive operations shall be directed

toward their elimination. A primary interest in vice control

results from the close coordination between vice and criminal

activities. Constant raids of known vice dens shall be

undertaken.

Juvenile Delinquency Control Effective crime control

necessitates preventing the development of individuals as

criminals. The police commander shall recognize a need for

preventing crime or correcting conditions that induce

criminality and by rehabilitating the delinquent.

STANDARD OPERATING PROCEDURES (SOPs)

Standard Operating Procedures or SOPs are products of police

operational planning adopted by the police organization to guide

the police officers in the conduct of their duties and

functions, especially during field operations.

Thefollowing are Police Security Service Package of the PNP

with the following standard operating procedures and guidelines:

SOP #01POLICE BEAT PATROL PROCEDURES - This SOP prescribes

the basic procedures to be observed by all PNP Units and mobile

patrol elements in the conduct of visibility patrols.

SOP #02BANTAY KALYE - This SOP prescribes the deployment of

85% of the PNP in the field to increase police visibility andintensifies anti-crime campaign nationwide.

SOP #03SIYASAT - This SOP prescribes the guidelines in the

conduct of inspections to ensure police visibility.

SOP #4REACT 166 - REACT 166 was launched in 1992 as the

peoples direct link to the police to receive public calls for

assistance and complaints for prompt action by police

authorities. This SOP prescribes the procedures in detail of

Duty Officers, Telephone Operators and Radio Operators for REACT

166; and their term of duty and responsibilities.

SOP #5LIGTAS (ANTI-KIDNAPPING) - With the creation of the

Presidential Anti-Organiz

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