LAW ENFORCEMENT ORGANIZATION AND ADMINISTRATION (INTER-AGENCY APPROACH)

LAW ENFORCEMENT AGENCY

➢ Pertains to an organization responsible for enforcing the laws ➢Includes other agencies under the
executive branch of the government in charge with the execution or enforcement of laws.

➢These are organizations and offices of the government that enforces the laws or assist the
enforcement of the law as mandate by the law.

POLICE

➢Refers to a body of civil authority, which is tasked to maintain peace and order, enforce the law,
protect lives and properties and ensure public safety.

➢It is an agency of a community or government that is responsible for enforcing the law, maintaining
public order, and preventing and detecting crime.

➢ a body of armed men which as an institution can exercise its duties by armed physical forces to
preserve peace and order, detection of crime and the execution of laws.

✓A public official with an extraordinary power to make an arrest and performing direct police functions.

LAW ENFORCEMENT AS THE FIRST PILLAR OF THE PHILIPPINE CRIMINAL JUSTICE SYSTEM IS THE LAW
ENFORCEMENT
Its function is to conduct investigation on the alleged crime committed by a person, to arrest or detain
violator of the penal law or an ordinance to effect the warrant issued by the court and to assist the
complainant to file a case.

LAW ENFORCEMENT ORGANIZATION AND ADMINISTRATION

LAW
It is the system of rules that a particular country or community recognizes as regulating the actions of its
members and may enforce by the imposition of penalties.
ENFORCEMENT
Means to compel obedience to a law, regulation or command.
ORGANIZATION
A group of person working together for a common goal or objective. A form of human association for the
attainment of goal or objective.
ADMINISTRATION
An organizational process concerned with the implementation of objectives and plans and internal
operating efficiency.

THE ANCIENT LAW ENFORCEMENT

A. EARLY POLICING SYSTEM
▪ Kin Policing
B. THE SUMERIANS
▪ Lipithstar and Eshumma
C. THE BABYLONIANS
▪ Lex Taliones
D. ANCIENT EGYPT
▪ Medjays
E. ANCIENT GREECE
▪ Ephori
F. ANCIENT ROME
▪ VIGILES OF ROME / VIGILES URBANI (watchmen of the city)

✓ Praetorian Guard
G. France
▪ Citizen Night Guard

✓ “Vigilat Ut Quiescant” (he watches that they sleep)

✓ Sergent de Ville” (servant of the city)

KIN POLICING

➢the family of the offended individual was expected to assume responsibility for justice

➢the family of the victim was allowed to exact vengeance

THE SUMERIANS

➢The earliest record of ancient people’s need in standardized rules and methods of enforcement to
control human behavior dates back to approximately 2300 B.C. when the Sumerian rulers LIPITHSTAR
and ESHUMMA set standards on what constituted an offense against the society.

THE BABYLONIANS
The code of King Hammurabi – during the time of Babylonian King Hammurabi, he established rules for
his Kingdom that designated not only offenses but punishment as well. The principle of the code was
that “the strong shall not injure the weak”. Hammurabi originated the principle of LEX TALIONES – the
eye for an eye, tooth for a tooth.

ANCIENT EGYPT

➢created the MEDJAYS, a form of police force headed by an Egyptian military officer whose duties
include guarding of the tombs and apprehending thieves

➢The court system was presided by judges appointed by the Pharaoh ➢introduced the use of dogs as
guards and protectors

➢They also invented lock

ANCIENT GREECE

➢The Greeks had an impressive of law enforcement called the EPHORI. Each year at SPARTA, a body of
EPHORS was elected and given almost unlimited powers as investigators, judge, jury and executioner.
These five men also preside over the Senate and Assembly
ROME (Emperor Augustus Caesar)

➢The 12 tabulae (12 tables) were the first written laws of Roman Empire.

➢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 (Fire brigade)

➢the Vigiles acted as night watch, apprehending thieves, keeping an eye out for burglars and hunting
down runaway slaves, and were on occasion used to maintain order in the streets

➢the Vigiles dealt primarily with petty crimes and looked for disturbances of the peace while they
patrolled the streets

Note:
Because of Vigiles ruthlessness and handing down a sever punishment, they were despised by the
people and regarded by many as state-sponsored spies and informants.

This system came to an end upon the fall of the Roman Empire and the word “VIGILANTE” – a person
who takes the law into his hands – finds its origin in this early form of Community policing.

➢created a special unit called

PRAETORIAN GUARDS, a special force of guards used by Roman Emperors as the Emperors' personal
guards and who serve as guardians of peace in ancient Rome which the idea of policing said to have
originated

➢as personal guards of the Emperor, their primary duty was to protect the Emperor from assassination
and other forms of attack against the Emperor
France

➢16th century – Paris had 2 patrols: the Citizen Night Guard (similar to English Watchman) and the
Royal Guard which was probably for the king’s protection.

➢St. Louis gave the guard a motto that is even today on the French police emblem, “Vigilat Ut
Quiescant” (He Watches That They May Sleep)

➢End of 18th Century (1791) – the position of “officers de la Paix” was formed.

✓Officer de la Paix – a French term which claim to be the origin of the term Police officer.

First Police Organization (headed by Louis-Marie Debelleme) – in truth, the French were the first to
establish a group of uniformed police officers tasked to patrol the city of Paris. This police force was
called “Sergent de Ville” (servant of the city) which was organized 6 months earlier before the creation
of Metropolitan Police Force of London

“Key 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 requires that 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.

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.

“ORGANIZATION”
ORGANIZATIONAL CHART:

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

➢An illustration in the form of a chart which represents the organizational structure. The mechanical
means of depicting the organizational structure.
Uses of Organizational Chart:
1. To understand the command relationships;
2. To better understand roles and position in the organization; and
3. As training aid of the personnel.

ORGANIZATIONAL STRUCTURE

➢A mechanical method indicates the relationships between the various workers, work groups and
functions within an organization.

➢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 Organizational Structure:

Line Organization
Functional Organization
Line and Staff Organization
Matrix

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.

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

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.
ELEMENTS OF ORGANIZATON
Specialization – is the assignment of particular workers 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

Hierarchy of Authority – 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.

Take note:
HIERARCHY OF AUTHORITY
- the relationship between superiors and subordinates
- serves as the framework for the flow of authority downward and obedience upward through the
department

HIERARCHY
- represents the formal relationship among superiors and subordinates in any given organization
Authority - 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 hi
or her choice among several courses of action and instead automatically accepts the choice made by the
supervisor regardless of whether one personally agrees.

Span of Control - A span of control is the maximum number of subordinates at a given position that
superior can supervise effectively.

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

Unity of Command – each employee should have only one supervisor

Formal communications – process of sharing, understanding and information on common subjects.

“PRINCIPLES OF ORGANIZATION”
Organizations are either formal or informal. Formal organizations are highly structured while informal
organizations are those without structures.
Every formal 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 organization’s objectives.

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

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

Scalar Principle – shows the vertical hierarchy of the organization which defines an unbroken chain of
units from top to bottom describing explicitly the flow of authority. The scalar principles are:
a. Line of Authority and Chain of Command - This principle of organization suggests that
communications should ordinarily go upward through established channels in the hierarchy. Diverting
orders, directives, or reports around a level of command usually has disastrous effects on efficiency of
the organization.

b. The Span of Control of a supervisor over personnel or units shall not mean more than what he can
effectively direct and coordinate. In span of control, levels of authority shall be kept to a minimum.
c. The Delegation of authority shall carry with it a commensurate authority and the person to whom the
authority is delegated shall be held accountable therefore. It implies that delegation must carry with it
appropriate responsibility.

d. The Unity of Command - explains that subordinates should only be under the control of one superior.

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

✓ Division of work – according to some logical plan, it is an apportioning of works or tasks among the
various units or groups.

Line and Staff – implies 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 Balance – states that the application of principles must be balanced to ensure the
effectiveness of the structure in meeting organization’s objectives.

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

Integration and Coordination – it is the efforts of the different units that must be coordinated and
integrated to accomplish harmonious progress towards the primary objectives of the office.
Delineation of Responsibility – it refers to the lines of authority and responsibility should be made as
definite and direct as possible so that responsibility may properly be fixed and duplication avoided.

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

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

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

Authority Level Principle – implies that decisions within the authority of the individual commander
should be made by them and not be returned upward in the organizational structure.
Principle of Flexibility – means that the more flexible the organization, the more it can fulfill its purpose.

“ORGANIZATIONAL UNITS”
FUNCTIONAL UNITS:
1. Bureau - the largest organic functional unit within a large department. It comprises of numbers of
divisions:

2. Division - a primary subdivision of a bureau.

3. Section -functional unit within a division that is necessary for specialization.

4. Unit -functional group within a section; or the smallest functional group within an organization.

DEPARTMENT
BUREAU
DIVISION
SECTION
UNIT
TERRITORIAL UNITS:
1. Post - a fixed point or location to which an officer is assigned for duty, such as a designated desk or
office or an intersection or cross walk from traffic duty. It is a spot location for general guard duty.

2. Route -a length of streets designated for patrol purposes. It is also called LINE BEAT.

3. Beat - an area assigned for patrol purposes, whether foot or motorized. 4. Sector - an area containing
two or more beats, routes, or post.

5. District-a geographical subdivision of a city for patrol purposes, usually with its own station.

6. Area- a section or territorial division of a large city each comprised of designated districts.

“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

✓Management - pertains to the utilization of available resources in an organization

✓Administration - refers to the processes used.

Productivity means the summary of measures of the quantity and quality of police work performance
achieved with resource utilization considered.

✓ Police Effectiveness - measures whether or not important task goals are being attained

✓ Police Efficiency - measures how well resources are being utilized.

“ADMINISTRATION”
Gulick and Urwick - Pioneers of “The Science of Administration”. In this book, they have described the
major functions of administration using the acronym POSDCoRB

1. Planning – working out in broad outline the things that need to be done and the methods for doing
them to accomplish the purpose set for the enterprise. Process of selecting goals and determining how
to achieve them.

2. Organizing – establishment of the formal structure of authority through which work subdivisions are
arranged, defined, and coordinated for the define objective. Involves 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. Staffing – personnel function of bringing in and out training the staff and maintaining the staff the
favorable conditions of work. Filling the organization with the right people and right position. The task of
providing competent men to do the job and choosing the right men for the right job

4. Directing – task of making decisions and embodying them in specific and general orders and
instructions and serving as the leader of the enterprise. Overseeing and supervising of the human
resources.

5. Coordinating - the all-important duty of interrelating the various parts of the work. Manner of
integrating the different elements with in or outside the organization

6. Reporting – is keeping those to whom the executive is responsible informed as to what is going on,
which thus includes keeping himself and his subordinates informed through records research and
inspection. System of putting what is reported into records and the manner of classifying documents or
notes within the organization.

7. Budgeting – with all that goes of budgeting in the form of fiscal planning, accounting, and control. The
forecasting in detail of the results of an officially recognized program of operations based on the highest
reasonable expectations of operating efficiency
Take note: In the lower level of the police organizational hierarchy such as in the Sgt. Level are divided
into three categories: Leading, Directing and Controlling
“MANAGEMENT”
Management pertains to the utilization of available resources in an organization to achieve its
organizational objectives.

MANAGEMENT PROCESSES
The management process involves Planning – Organizing – Leading – Controlling the use of
organizational resources to achieve high performance results.
1. Planning – is the process of setting performance objectives and identifying the actions needed to
accomplish them.

2. Organizing – is the process of dividing the work to be done and coordinating results to achieve a
desired purpose.

3. Leading – is the process of directing and coordinating the work efforts of other people to help them
accomplish important task.

4. Controlling – is the process of monitoring performance, comparing results to objectives and taking
corrective action as necessary.

ELEMENTS OF MANAGEMENT:
Authority – is the right to command and control the behavior of employees in lower positions within an
organizational hierarchy. A particular position within an organization carries the same regardless of who
occupies that position.
It refers to the legitimate right to lead and influence people.

SOURCES OF MANAGEMENT AUTHORITY

1. Law
2. Tradition
3. Delegation
Responsibility – means that the management shall be held accountable for whatever result that may
arise in the exercise of authority. Thus, responsibility limits the exercise of one’s authority.

Command Responsibility -is the doctrine that imposes commensurate accountability to one who is
vested with management and leadership functions.

“FOUNDATIONS AND THEORIES OF MANAGEMENT”

Classical Approach
1. Scientific Management (Frederick Taylor, 1856-1915) 2. Bureaucratic Management (Max Weber, 1864-
1920) 3. Administrative Management (Henri Fayol (1841-1945) 4. Gulick and Urwick (1920-1937)
Human Relations Approach
1. Elton Mayo (the Hawthorne study)

Behavioral Science Approach

1. Abraham Maslow (Maslow’s hierarchy of needs theory)
2. D. McGregor (McGregor’s Theory X and Y)

Contemporary Approach
1. The System Theory
2. The Contingency Theory
3. Theory Z and Quality Management

1. Scientific Management (Frederick Taylor, 1856-1915)

➢Scientific Management sought to discover the best method of performing specific task.

➢Taylor believed that if workers were taught the best procedures, with pay tied to output, they would
produce the maximum amount of work.

➢The role of management changed abruptly from the earlier use of the “rule of the thumb” to a more
scientific approach, including scientifically selecting, training, and developing workers, and ensuring that
all the work would be done in accordance with scientific principles, thus scientific management strongly
adhered to the formal organization structure and its rules.
2. Bureaucratic Management (Max Weber, 1864-1920) ➢The concept of Bureaucracy is generally
associated with the work of Max Weber, who was the major contributor to modern sociology. ➢He
studied the effect of social change in Europe at the end of the 19th Century and coined the term
BUREAUCRACY to identify the complex organizations that operated on a rational basis.

➢Weber believed that such an approach was a means of lessening the cruelty, nepotism, and subjective
managerial practices common in the early stages of the Industrial Revolution. (For example, it was a
standard practice to hire relatives regardless of their competence and to allow only individuals of
aristocratic birth to attain high-level positions within government and industry)

Characteristics of Bureaucratic Organization

▪ Division of labor based on a specified sphere of competence ▪ Hierarchy of authority where its lower
office is under the control and supervision of a higher one.
▪ Specified set of rules applied uniformly throughout the organization
▪ Maintenance of interpersonal relationships, because rational decisions can only be made objectively
and without emotions ▪ Selection and promotion based on competence, not on irrelevant considerations

3. Administrative Management
It emphasizes broad administrative principles applicable to higher levels within the organization.
Henri Fayol (1841-1945) – in his most influential work “Industrial and General Management”, 14
principles of efficient management was identified.

“14 Principles of Efficient Management by Henry Fayol”

1. Division of Work - work specialization can increase efficiency with the same amount of effort.

2. Authority and Responsibility – authority includes the right to command and the power to require
obedience; one cannot have authority without responsibility.

3. Discipline – Discipline is necessary for an organization to function effectively, however, the state of the
disciplinary process depends upon the quality of its leaders.

4. Unity of Command - employee should receive orders from one superior only.
5. Unity of Direction – there should be on manager and one plan for a group of activities that have the
same objective.

6. Subordination of individual interest to general interest – the interest of one employee or group of
employees should not take precedence over those of the organization as a whole.

7. Remuneration of Personnel – compensation should be fair to both the employee and the employer.

8. Centralization – the proper amount of centralization depends on the situation. The objective is to
pursue the optimum utilization of the capabilities of personnel.

9. Scalar Chain – the hierarchy of authority is the order of ranks from the highest to the lowest levels of
the organization. Besides, this vertical communication should also be encouraged as long as the
managers is in the chain are kept informed.

10.Order – materials and human resources should be in the right place at the right time; individuals
should be in jobs or position that suit them.

11.Equity – employees should be treated with kindness and justice.

12.Stability of personnel tenure – employee needs time to adjust to a new job and reach a point of
satisfactory performance; high turnover should be avoided.

13.Initiative – the ability to conceive and execute a plan (through initiative and freedom) should be
encouraged and developed throughout all levels of the organization.

14.Esprit de Corps – “union” Unity is strength; Harmony and teamwork are essential to effective
organizations.
4. Gulick and Urwick (1920-1937)
Pioneers of “The Science of an Administration” (1937). In this book, they have described the major
functions of administration using the acronym POSDCRB.

“HUMAN RELATIONS APPROACH”

Elton Mayo (the Hawthorne study)

➢The results of Hawthorne experiment contradicted the traditional views of management emphasized
by the classical theorists and led to the behavioral approach emphasizing concern for the workers.

➢The study suggests that when special attention is paid to employees by management, productivity is
likely to increase regardless of changes in working conditions. This phenomenon was labeled the
“Hawthorne effect”.

BEHAVIORAL SCIENCE APPROACH

In order to be classified as behavioral science, a field must: ▪ Deals with human behavior
▪ Study its subject matter in a scientific manner The behavioral science approach utilizes scientific
method as the foundation for testing and developing theories about human behavior in organizations
that can be used to guide and develop managerial policies and practices.

Contributors to this approach are:

1. Abraham Maslow (Maslow’s hierarchy of needs theory)
2. D. McGregor (McGregor’s Theory X and Y)

BEHAVIORAL SCIENCE APPROACH

D. McGregor (McGregor’s Theory X and Y)
Theory X Assumptions

✓ The average person inherently dislikes work and will try to avoid it

✓ Most people must be coerced, controlled, directed, and threatened with punishment to get them to
work towards organizational goals

✓ The average person prefers to be directed, wants to avoid responsibility, has relatively little ambition,
and seeks security above all.
Theory Y Assumptions

✓ Work, whether physical or mental, is as natural as play or rest, and most people do not inherently
dislike it

✓ External control and threat of punishment are not the only means of bringing about effort toward
organizational goals, people will exercise self-direction and self-control when they are committed

✓ Commitment to goals is a function of the rewards made available

✓ An average person learns, under proper conditions, not only to accept but to seek responsibility

✓ Ability to exercise a high degree of creativity in the solution of problems

CONTEMPORARY APPROACH

➢This is the movement towards quality management. Theorists have incorporated the influences of the
behavioral science and other earlier school of thoughts. ✓The System Theory

✓The Contingency Theory

✓Theory Z and Quality Management

Management Level Roles

Management roles in the law enforcement or police organization resemble a military structure with the
following management levels:
1. Administrators (Chief, Assistant Chief, Mayors);
2. Commanders or Midlevel managers (Captains, Lieutenants); and
3. Supervisors (Sergeants)

Note: These roles, however, are changing; managers are no longer considered taskmasters – concerned
solely with work. It changes into two types: People and Task Orientation; and Mission and Goal
Orientation. Likewise, managers clarify tasks and guide the employees to function effectively. The depth
of involvement gives each a distinct orientation.
“INTER-AGENCY APPROACH”

THE DEPARTMENT OF THE INTERIOR AND LOCAL GOVERNMENT (DILG)

- formerly Department of Local Government (DLG)
- reorganized under RA 6975

ORGANIZATION:
Department Proper. — The Department Proper shall consist of the existing staff services as provided for
under Executive Order No. 262 and the following offices:
(a) Office of the Secretary. — The office of the Secretary shall consist of the Secretary and his immediate
staff; and

(b) Office of the Undersecretaries and Assistant Secretaries. — The Secretary shall be assisted by two (2)
Undersecretaries, one (1) for local government and the other for peace and order, at least one (1) of
whom must belong to the career executive service, and three (3) career Assistant Secretaries.

Head of Department.

➢The head of the Department, hereinafter referred to as the Secretary, shall also be the ex-officio
Chairman of the National Police Commission and shall be appointed by the President subject to
confirmation of the Commission on Appointments.
Take note: shall serve at the pleasure of the President

➢No retired or resigned military officer or police official may be appointed as Secretary within one (1)
year from the date of his retirement or resignation.
 Organizational Structure
DEPARTMENT OF THE INTERIOR AND LOCAL
GOVERNMENT ORGANIZATIONAL STRUCTURE

Powers & Functions

• 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.

Note: some provisions of RA 6975 pertinent to the PNP were amended by:
Republic Act No. 8551 – the Philippine National Police Reform and Reorganization Act of 1998“. Dated
Feb. 25, 1998.

Republic Act No. 9708 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. Dated Aug. 12, 2009

Republic Act No. 10973 - An act granting the chief of the Philippine National Police (PNP) and the
Director and the Deputy Director for Administration of the Criminal Investigation and Detection Group
(CIDG) the authority to administer oath and to issue subpoena and subpoena duces tecum in relation to
its investigation. Dated Mar. 1, 2018

Republic Act No. 11200 - An Act Providing for the Rank Classification in the Philippine National Police,
Amending for the Purpose Section 28 of Republic Act No. 6975, as Amended, Otherwise Known as the
"Department of the Interior and Local Government Act of 1990“. Dated Feb. 8, 2019

Republic Act No. 11279 - an act transferring the Philippine National Police Academy (PNPA) and the
National Police Training Institute (NPTI) from the Philippine Public Safety College (PPSC) to the Philippine
National Police (PNP), amending for the purpose sections 24, 35, 66, 67 and 68 of republic act no. 6975,
otherwise known as the "department of the interior and local government act of 1990", as amended,
appropriating funds therefor and for other purposes. Dated April 12, 2019
“RELATIONSHIP OF THE DILG WITH THE DEPARTMENT OF NATIONAL DEFENSE (DND)”
-under RA 6975, the Armed Forces of the Philippines (AFP) was in charge with external security while the
DILG was in charge with internal security.
- under RA 8551, the DILG shall be relieved of the primary responsibility on matters involving
suppression of insurgency and other serious threats to national security. The PNP shall through
information gathering and performance of its ordinary police functions, support the AFP on matters
involving suppression of insurgency

“The National Police Commission”

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

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

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 regular commissioners shall come from civilian sector who are neither active nor former
members of the police or military.
-from among the three regular commissioners from the civilian sector, the Vice Chairperson shall be
chosen
-the Vice Chairperson shall act as the Executive Officer of the Commission.
-the fourth regular commissioner shall come from the law enforcement sector either active or retired.
Provided, that an active member of a law enforcement agency shall be considered resigned once
appointed.
-at least one (1) of the four regular commissioners shall be a woman.

“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

Section 5. Section 14 of Republic Act No. 6975 is hereby amended to read as follows:
"SEC. 14. Powers and Functions of the Commission. – The Commission shall exercise the following
powers and functions:
a) Exercise administrative control and operational supervision over the Philippine National Police

b) Advise the President on all matters involving police functions and administration;

c) Render to the President and to the Congress an annual report on its activities and accomplishments
during the thirty (30) days after the end of the calendar year, which shall include an appraisal of the
conditions obtaining in the organization and administration of police agencies in the municipalities, cities
and provinces throughout the country, and recommendations for appropriate remedial legislation;

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 this Act and as the President
may direct."
ORGANIZATIONAL STRUCTURE
(a) Commission Proper
(b) Staff Services
(1) The Planning and Research Service
(2) The Legal Affairs Service
(3) The Crime Prevention and Coordination Service (4) The Personnel and Administrative Service
(5) The Inspection, Monitoring and Investigation Service (6) The Installations and Logistics Service
(7) The Financial Service
(c) Disciplinary Appellate Boards- NAB and RAB

“RA 6040 (August 4, 1969)”

Section 9 of this act gave full authority to the then Police Commission (POLCOM) now National Police
Commission (NAPOLCOM) to give the appropriate examination for officers and members of the
Philippine National Police in lieu of the Civil Service Commission.
"The Police Commission shall give the appropriate examinations for officers and members of local police
forces, and the Department of Education, the appropriate examinations for public school teachers with
the assistance of the Civil Service Commission.”

“Philippine National Police Organization”

It is an organization that is national in scope and civilian in character, as provided by Article XVI, Section 6
of the 1987 Philippine Constitution:
“The state shall establish and maintain one police force which shall be national in scope and civilian in
character…”

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 (RA 6975)”

-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;

-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;

-Issue licenses for the possession of firearms and explosives in accordance with law;

-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.

Vision
Imploring the aid of almighty God, by 2030, we shall be a highly capable, effective and credible police
service working in partnership with a responsive community towards the attainment of a safer place to
live, work and do business.

Mission
Enforce the law, prevent and control crimes, maintain peace and order and ensure public safety and
internal security with the active support of the community.
Philosophy
Service, Honor And Justice

Core Values
Makadiyos, Makatao, Makabayan At Makakalikasan

“ORGANIZATION and COMPOSITION OF THE PNP”

-shall be headed by a Chief who shall be assisted by two (2) deputy chiefs:
-Deputy Chief for Administration.
-Deputy Chief for Operations.
-the Chief PNP and the two (2) deputy chiefs shall be appointed by the President.
-no officer who is retirable within six (6) months shall be appointed Chief.
-PNP Chief shall be appointed by the President from among the senior officers down to the
rank of Chief Superintendent (PBGEN)
- In times of war or other national emergency declared by CONGRESS, the President may extend such
term of office.

“THE PNP ORGANIZATIONAL STRUCTURE”

1.The PNP Command Group is headed by the Chief PNP who is vested with the power to command and
direct the PNP. He is also assisted by two Deputies assigned to the administration of the PNP and one for
operations side.

2.The Chief of the Directorial Staff serves as the Chief Operations Officer of the PNP. He coordinates,
supervises, and directs the Directorial Staff and the PNP units in the performance of their respective
functions.

3.The Internal Affairs Service (IAS) is headed by a Inspector General who assists the Chief PNP in
ensuring operational readiness and investigates infractions of the regulations committed by the
members of the PNP.
4. The Human Rights Affairs Office (HRAO) is headed by a senior police commissioned officer who
serves as a manager of the facility that will supervise the implementation of the guidelines and policies
on human rights laws.

5. The Center for Police Strategy Management (CPSM) serves as the Central facility of the PNP in
coordinating and integrating all strategy management processes, sustaining its strategy execution and
management, and instilling in the organization a culture of strategy focus.

6. The Directorial Staff is composed of 16 directorates. Every Director in each unit has also his defined
function in line with his specialization as follows

The Directorate for Personnel and Records Management (DPRM). The director optimizes the utilization
of personnel resources both from the PNP uniformed and non- uniformed personnel.

The Directorate for Intelligence (DI). The director manages the gathering/collating of intelligence
objectives through effective management of all intelligence and counter-intelligence activities of the PNP.
He also serves as the linkage of all foreigners with official transactions with the chief PNP.

The Directorate for Operations (DO). The director exercises the command, the control, the direction, the
coordination and the supervision of all activities on PNP operations such as deployment and
employment of personnel.

The Directorate for Logistics (DL). The director administers and manages material resources needed for
the PNP operations.

The Directorate for Plans (DPL). The director plans and programs strategic PNP operations. He also
represents the PNP in the inter-agency and international affairs on peace and order.

The Directorate for Comptrollership (DC). The director administers and manages the fiscal financial
resources.
The Directorate for Police-Community Relations (DPCR). The director formulates and implements
community –related activities, programs and projects. He also supervises the PNP Salaam Police Center
to undertake close monitoring, networking and liaisoning activities with the Muslim communities in
addressing terrorism and lawless violence in their respective areas to guarantee that the Muslims are
not discriminated, oppressed or singled-out.

The Directorate for Investigation and Detective Management (DIDM). The director coordinates.
Controls and supervises all investigation activities.

The Directorate for Human Resource and Doctrine Development (DHRDD). The director formulates
policies on matters pertaining to human resources and doctrine development.

The Directorate for Research and Development (DRD). The director engages in research and
development and does testing and evaluation of self-reliant projects.

The Directorate for Information and Communications Technology Management (DICTM). The director
integrates and standardizes all the PNP information systems and resources to further improve the
frontline services.

Five (5) Directorates for Integrated Police Operations (DIPOs). The Directors of the clustered areas for
Integrated Police Operations, namely: Eastern Mindanao, Western Mindanao, Visayas, Southern and
Northern Luzon are given the responsibility to direct and to supervise the conduct of integrated anti-
criminality, internal security, counter- terrorism operations, to promote inter-operability with the Armed
Forces of the Philippines, and to provide a system to promote regional socio - economic development.

There are 23 National Support Units of the PNP. Eleven (11) of which are administrative while twelve (12)
are operational in nature.
The eleven Administrative Support Units are as follows:
1. Logistics Support Service (LSS)
2. Information Technology Management Service (ITMS)
3. Finance Service (FS)
4. Health Service (HS)
5. Communications and Electronics Service (CES)
6. Chaplain Service (CHS)
7. Legal Service (LS)
8. Headquarters Support Service (HSS)
9. Engineering Service( ES)
10. Training Service (TS)
11. PNP Retirement and Benefits Administration Service (PRBS)

1. Logistics Support Service (LSS) –provides logistical support services to all PNP units.

2. Information Technology Management Service (ITMS) – provides information technology services to

all PNP units.

3. Finance Service (FS) – responsible for PNP funds disbursement and performs other fiscal functions

4. Health Service (HS) – provides medical and dental services to PNP personnel and their dependents.

5. Communications and Electronics Service (CES) – provides communication electronic services and
support to all PNP units.

6. Chaplain Service (CHS) – provides spiritual and other counseling services for PNP personnel and their
dependents.

7. Legal Service (LS) – serves as the legal arm of the PNP. 8. Headquarters Support Service (HSS) –
provides administrative and technical support to NHQ.

9. Engineering Service (ES) – implements PNP engineering programs, land utilization and housing
activities.

10. Training Service (TS) – conduct training courses geared towards skill enhancement, intellectual
advancement and moral transformation of PNP personnel.
11.PNP Retirement and Benefits Administration Service (PRBS) – administers the retirement,
separation and death benefits of PNP personnel.
The twelve (12) operational support units and their respective functions are as follows:
1. Maritime Group (MG)
2. Intelligence Group (IG)
3. Police Security and Protection Group (PSPG)
4. Criminal Investigation and Detection Group (CIDG)
5. Special Action Force (SAF)
6. Aviation Security Group (AVEGROUP)
7. Highway Patrol Group (HPG)
8. Police-Community Relations Group (PCRG)
9. Civil Security Group (CSG)
10. Crime Laboratory (CL)
11. PNP Anti-Kidnapping Group (PNP-AKG)
12. PNP Anti-Cybercrime Group (PNP- ACG)
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) 2 deputy chiefs
c) Chief, Directorial Staff
d) 12 directorial staff
e) 11 administrative units
f) 12 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 (NCRO)
PRO 1 to PRO 13 (Region 4A CALABARZON and Region IVB
MIMAROPA)
Cordillera Autonomous Region (CAR)
Bangsamoro Autonomous Region of Muslim Mindanao (BARMM)

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

and Marikina.

✓Northern Police District (NPD) – Caloocan, Malabon, Navotas

and Valenzuela

✓Central Police District (CPD) – Quezon City (now QCPD)

✓Southern Police District (SPD) – Pasay, Makati, Paranaque, Las

Pinas, Muntinlupa, Taguig and Pateros

KEY POSITIONS AND THEIR CORRESPONDING RANKS IN THE PNP

Chief – highest position in the PNP, with the rank of PGEN
Deputy Chief for Administration – the second-in command, with the rank of PLTGEN
Deputy Chief for Operations – the third-in-command, with the rank of PLTGEN
Chief Directorial Staff – with the rank of PLTGEN
Head of Directorial Staff – with the rank of PMGEN
NCR Director – with the rank of PMGEN
Regional Director - with the rank of PBGEN
Provincial Director - with the rank of PCOL
City Director (for chartered/large city) - with the rank of PCOL
NCR District Director - with the rank of PBGEN
Chief of Police – PMAJ
MANNING LEVELS (POLICE-TO-POPULATION RATIO)
(Sec. 27, RA 6975)
Section 27. Manning Levels. – 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-
topopulation ratio as may be prescribed by regulations.
1:500 – nationwide average
1:1000 – minimum police-to-population ratio
Things to consider in manning level

✓ State of peace and order

✓ Population density

✓ Actual demands on service in area

Three Classifications f City and Municipality According to Population

City Class A – 100,000 population and above
Class B – 75,000 up to less than 100,000
Class C – less than 75,000
Town Class A – with 75,000 population and above
Class B – 30,000 to less than 75,000
Class C – less than 30,000
GENERAL QUALIFICATIONS FOR APPOINTMENT TO THE PNP (RA 6975, as amended by RA 8551 and
RA 9708)
1. A citizen of the Philippines;
2. A person of good moral conduct;
3. Must have passed the psychiatric/psychological, drug and
physical tests to be administered by the PNP or by any NAPOLCOM
accredited government hospital for the purpose of determining physical
and mental health;
4. Must possess a formal baccalaureate degree from a recognized
institution of learning;
5.Must be eligible in accordance with the standards set by the Commission;
6. Must not have been dishonorably discharged from military employment or
dismissed for cause from any civilian position in the Government;
7. Must not have been convicted by final judgment of an offense or crime
involving moral turpitude;
8. Must be at least one meter and sixty-two centimeters (1.62 m) in height
for male and one meter and fifty-seven (1.57 m) for female;
9. Must weigh not more or less than five kilograms (5kgs) from the
standard weight corresponding to his or her height, age and sex; and
10. For a new applicant, must not be less than twenty-one (21) nor more
than thirty (30) years of age
Pursuant to RA 9708,
“…PNP members who are already in the service upon
the effectivity of Republic Act No. 8551 shall be given five (5) years to obtain
the minimum educational qualification preferably in law enforcement related
courses, to be reckoned from the date of the effectivity of this amendatory Act:
Provided, furthermore, That for concerned PNP members rendering more
than fifteen (15) years of service and who have exhibited exemplary
performance as determined by the Commission, shall no longer be
required to comply with the aforementioned minimum educational
requirement.”
NOTE:
PNP member shall undergo a Field Training Program for 12 months
involving actual experience and assignment in PATROL, TRAFFIC, AND
INVESTIGATION as a requirement for permanency of their appointment.
NAPOLCOM shall administer the entrance and promotional
examinations for policemen on the basis of the standards set by the
commission.
TAKE NOTE:
• The waiver of the height requirement may be granted to those who
belong to the indigenous groups duly certified by the National
Commission on Indigenous Peoples (NCIP) or by the National
Commission on Muslim Filipinos (NCMF).
• The minimum height requirement for applicants who belong to the
indigenous groups shall be 1.52 meters for male and 1.45 meters for
female.

WAIVERS FOR INITIAL APPOINTMENTS TO THE PNP:

Age, Height, Weight, and Educational requirements may be waived only when the
number of qualified applicants FALL BELOW THE MINIMUM ANNUAL QUOTA. Provided,
That an applicant shall NOT BE BELOW 20 NOR OVER 35 YEARS OF AGE.
Any applicant not meeting the weight requirement shall be given reasonable time BUT
NOT EXCEEDING 6 MONTHS within which to comply with the said requirement.
SELECTION CRITERIA UNDER WAIVER PROGRAM (RA 8551)
Applicants who possess the LEAST DISQUALIFICATION shall take precedence over
those who posses more disqualifications
Any PNP uniformed personnel who are admitted due to waiver of educational or
weight requirements shall be issued a TEMPORARY APPOINTMENT.
PNP member who shall be dismissed under waiver program SHALL BE ELIGIBLE
TO RE-APPLY for appointment to the PNP
“APPOINTMENT OF UNIFORMED PNP PERSONNEL”
(Sec. 31, RA 6975)
Police Officer I to Senior Police Officer IV — Appointed by the PNP regional director for regional
personnel or by the Chief of the PNP for the national headquarters personnel and attested by the Civil
Service Commission.
I
nspector to Superintendent — Appointed by the Chief of the PNP, as recommended by their immediate
superiors, attested by the Civil Service Commission;

Senior Superintendent to Deputy Director General — Appointed by the President upon recommendation
of the chief of the PNP, with proper endorsement by the Chairman of the Civil Service Commission and
subject to confirmation by the Commission on Appointments
Director General — Appointed by the President from among the senior officers down to the rank of chief
superintendent in the service, subject to confirmation by the Commission on Appointments: Provided, That
the Chief of the PNP shall serve a tour of duty not to exceed four (4) years: Provided, further, That, in time
of war or other national emergency declared by Congress, the President may extend such tour of duty.

Note: In the case of Manalo vs. Sistoza, the SC ruled that the PNP officers from ranks of PCOL and above
who belong to the appointing power of the president no longer pass through the Commission on
Appointments. It was declared unconstitutional.

POLICE APPOINTMENTS:
PERMANENT – If the applicant able to finish the required field training program for permanency

TEMPORARY – If the applicant passes through the waiver program as provided in under RA 8551

PROBATIONARY – If the applicant is undergoing FTP

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 Philippin
National Police Academy and licensed criminologists

SENIOR INSPECTOR RANK:

- chaplains, members of the bar and doctors of medicine
Lateral entry for lateral entry – not more than 30 years old
Lateral entry for line officer already in service – not more than 46 years old
Lateral entry for technical service – not more than 53 years old
• Its because you should have 2 years experience before you retire

PROMOTION
The upgrading of ranks and/or advancement to a position of leadership. The
NAPOLCOM shall establish a system of promotion which shall be based on : Merit, Seniority,
and Availability of vacant positions)

KINDS OF PROMOTION:
1. Regular Promotion – granted to police officers meeting the mandatory requirements for
promotion

2. Special Promotion – granted to police officers who have exhibited acts of conspicuous courage
and gallantry at the risk of his/her life above and beyond the call of duty

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

3. Promotion by Virtue of Position – any PNP personnel designated to any key position whose rank is
lower than that which is required for such position shall, after 6 months of occupying the same, be
entitled to a rank adjustment corresponding to the position.

NOTE: Shall not be reassigned to a position calling for a higher rank until after 2 years
from the date of such rank adjustment
MANDATORY REQUIREMENTS FOR PROMOTION
1. Educational attainment – applicable in promotion in position
2. Completion of appropriate training/schooling, such as:
MNSA or related/ allied Masteral Degree – BGEN and above
▪ Officer Senior Executive Course (OSEC) – PLT COL to PCOL
▪ Officer Advance Course (OAC) – PMAJ
▪ Officers Basic Course (OBC) – PLT to PCPT
▪ Bachelor of Science in Public Safety (BSPS) – PLT
▪ Officers Candidate Course (OCC) – PEMS
▪ Senior Leadership Course (SLC) – PSMS to PCMS
▪ Junior Leadership Course (JLC) – PSSg to PMSg
▪ Public Safety Basic Recruit Course (PSBRC) – Pat to PCpl

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
(NAPOLCOM Resolution No. 2013-501)
▪ 2 years – PCOL to PBGEN
▪ 3 years – PLT COL to POL COL
▪ 3 years – PMAJ to PLT COL
▪ 3 years – PCPT to PMAJ
▪ 3 years – PLT to PCPT
▪ 3 years – PEMS to PLT
▪ 2 years – PCMS to PEMS
▪ 2 years – PSMS to PCMS
▪ 2 years – PMSg to PSMS
▪ 3 years – PSSg to PMSg
▪ 2 year – PCpl to PSSg
▪ 2 years – Pat to PCp
“NAPOLCOM Resolution No. 2013-501”
The new resolution specifically provides for the reduction of the experience and
time-in-grade requirement in the ranks of:
Police Officer II (from 4 years to 2 years as PO I),
Police Officer III (from 3 years to 2 years as PO II),
Senior Police Officer II (from 3 years to 2 years as SPO I),
Senior Police Officer III (from 3 years to 2 years as SPO II),
Senior Police Officer IV (from 3 years to 2 years as SPO III),
Police Senior Inspector (from 4 years to 3 years as P/Inspector),
Police Chief Inspector (from 5 years to 3 years as P/Senior Inspector)
and Police Superintendent (from 5 years to 3 years as P/Chief Inspector). Moreover,
a new police recruit shall be initially appointed on a temporary status pending his or
her completion of the Public Safety Training Program (PSTFP) or Public Safety Basic
Recruitment Course (PSBRC) which is a requirement for permanent appointment

Note:
The experience/time-in grade for the ranks of Police Director, Police Deputy Director General and Polic
Director General is not required because the President, upon the recommendation of the NAPOLCOM,
has the prerogative to promote them at any given time.

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

ATTRITION (RA 8551)

Refers to the retirement or separation from police service of PNP uniformed
personnel pursuant to any of the means mentioned in Section 24 to 29 of RA 8551
and other means as provided in NAPOLCOM Memorandum Circular No. 2008-
005.)
a) Attrition by attainment of Maximum Tenure in Position.
b) Attrition by Relief
c) Attrition by demotion in position or rank
d) Attrition by non-promotion
e) Attrition by other means

a) Attrition by attainment of Maximum Tenure in Position.

Maximum Tenure in Position refers to the maximum cumulative period for a
PNP member to hold a particular position level.
Position Maximum Tenure
Chief Four (4) years
Deputy Chief Four (4) years
Director of the Staff Services Four (4) years
Regional Directors Six (6) years
Provincial/City Directors Nine (9) years
b) Attrition by Relief – A PNP uniformed personnel who has been relieved for just cause and has not
been given an assignment within two (2) years after such relief shall be retired or separated.

C) Attrition by demotion in position or rank – Any PNP personnel, civilian or uniformed, who are
relieved and assigned to a position lower than what is established for his or her grade in the PNP staffing
pattern and who shall not be assigned to a position commensurate to his or her grade within EIGHTEEN
(18) MONTHS after such demotion shall be retired or separated.

d) Attrition by non-promotion – Any PNP personnel who has not been promoted for a continuous
period of TEN (10) YEARS shall be retired or separated

e) Attrition by other means - Any PNP member of officer with at least five (5) years of accumulated
active
service shall be separated based on any of the following:
1. inefficiency based on poor performance during the last two (2) successive annual rating periods;
Poor performance refers to the poor rating in the promulgated PNP Performance Evaluation Rating
System.

2. Inefficiency based on poor performance for three (3) cumulative annual rating periods;

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

4. Failure to pass the required entrance examinations twice and/or finish the required career course
except for justifiable reasons;

5. refusal to take periodic PNP Physical Fitness Test without justifiable reason. Physical Fitness Test refers
to the method of evaluating the physical condition of PNP members in terms of stamina, strength, speed
and agility.

6. failure to take PNP Physical Fitness Test for four (4) consecutive periodic tests due to health reasons;
7. failure to pass PNP Physical Fitness Test for Two (2) consecutive periodic tests or four (4) cumulative
periodic tests; or

8. non-compliance with the minimum qualification standards for the permanency or original appointmen

RETIREMENT OR SEPARATION UNDER THE ATTRITION SYSTEM

Any personnel who is dismissed from the PNP pursuant to different ways mentioned, shall be retired if
he or she has rendered at least twenty (20) years of service and separated if he or she has rendered less
than twenty (20) years of service, unless the personnel is disqualified by law to receive such benefits.

RETIREMENT
The separation of the police personnel from the service by reason of reaching the age of retirement
provided by law, or upon completion of certain number of years in active service. A PNP uniformed
personnel shall retire to the next higher rank for purposes of retirement pay.

“KINDS OF RETIREMENT”
a) Compulsory– for officer and non-officer, upon the attainment of age Fifty-Six (56). Provided, in case of
any officer with the rank of CSUPT, Director or Deputy Director General, the Commission may allow his
retention in the service for an unextendible of one (1) year.

b) Optional – upon accumulation of at least Twenty (20) years of satisfactory

active service.

RETIREMENT BENEFITS
Monthly retirement pay shall be FIFTY PERCENT (50%) of the base pay in case of twenty years of active
service, increasing by TWO AND ONE-HALF PERCENT (2.5%) for every year of active service rendered
beyond twenty years
Monthly retirement pay shall be FIFTY PERCENT (50%) of the base pay in case of twenty
years of active service, increasing by TWO AND ONE-HALF PERCENT (2.5%) for every year
of active service rendered beyond twenty years 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 71. Longevity Pay and Allowances. – Uniformed personnel of the Department shall
be entitled to a longevity pay of ten percent (10%) of their basic monthly salaries for every
five (5) years of service, : Provided, That the totality of such longevity pay shall not exceed
fifty percent (50%) of the basic pay. (RA 6975)
P/EMSgt Kardo receives 27, 690.00 base pay since he was
promoted. After five years from promotion, what would be his
monthly base pay adding his longevity pay?
a. 32, 690.00
b. 30, 459.00
c. 37, 690.00
d. 31, 549.00

LP – 10% of his monthly salary for every 5 years

BP – 27,690

Computation:

Get first the 10 % of his base pay, then add it to his monthly

base pay.

27, 690 x .10 = 2,769

27, 690 + 2,769 = 30,459

The Chief PNP had been in the service for 36 years and receive a
Base Pay of 25,000 pesos a month. How much will be his Longevity
Pay?
A. 5,000 pesos
B. 7,500 pesos
c. 12,500 pesos
d. 35, 000 pesos

✓Longevity pay is 10% every 5 years of service, so 10% of 25k is

2500, then 36 years divided by 5 years will be 7 times.

2500 php x 7 = 17, 500

But since it should not be over 50 percent of the basic pay.

It should be 12,500 only considering that 50 percent of his base pay is the maximum for his longevity pay.