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LEA 21 Law Enforcement Organization and Administration

CHAPTER 1

INTRODUCTION

Objectives: At the end of the lesson, the students should be able to:

1. Discuss the origin of the word “police” and how it was synonymous called law enforcement.
2. Explain the theories and concepts of police service; and
3. Describe the basic police functions and their activities

Law enforcement is an activity of government agencies that act in an organized manner to

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

However, as society evolves, it is most frequently applied to those who directly engage in crime
prevention, crime control, and maintenance of peace and order, typically carried out by the police or
another law enforcement organization with particular or specific legal mandates to enforce the law.
Hence, law enforcement is called the police.

A. ORIGIN AND DEFINITION OF THE WORD “POLICE”

The word “POLICE” has originated from the Greek word POLITEIA, which means “a
government of a city”, the Romans borrowed the word modifying it to POLITIA, adopting its meaning.
It was used by the Middle-French word PORICE, which means “public order assured by the State.

Modern usage of “police” as the “civil responsible for maintaining public order and enforcing the
law” came only into recorded use in the English language in 1978 when the Marine Police was
established to protect merchant shipping on the River Thames in London.

POLICE – a body 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.

B. FUNDAMENTAL THEORIES OF POLICE SERVICE

1. Continental Theory – the police officers are considered servants of the higher authorities, and
the people have little or no share at all in their duties, nor any direct connection with them.

2. Home Rule Theory – policemen are considered servants of the Community, who depend on the
effectiveness of their functions upon the express wishes of the people. In this theory, policemen
are civil employees whose primary duty is to preserve public peace and security.

C. CONCEPTS OF POLICE SERVICE

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

2. Modern Concept – considers the police service as an organ of crime prevention. Its activities
include certain aspects of social services and have for its objectives the welfare of the individual
and society. The yardstick of police efficiency is the absence of crime
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D. POLICE OBJECTIVES

1. To make sure there is an order in the Community;

2. To protect the lives and limbs of every member of the Community;
3. To protect the properties of the citizenry; and
4. To render appropriate assistance to other government offices concerned

E. BASIC POLICE FUNCTIONS

1. Crime Prevention – it is directed at the elimination or reduction of the desire to commit a crime.
Crime prevention must be coordinated very closely with other agencies such as the criminal
justice system or other sectors of society.

2. Crime Control – refers to the control or neutralization of criminal activity. The key to crime
control is proper enforcement of the Revised Penal Code and Special Penal Laws governing
criminal acts.

3. Regulations or Control of Non-Criminal Conduct – it is done by enforcing the rules and

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

F. THREE (3) GENERAL CATEGORIES OF POLICE ACTIVITIES

1. Primary, Line, or Operation Police Functions – refers to the activities such as patrol work,
traffic control/management, criminal investigation, and juvenile and vice control. Sometimes,
intelligence is classified as a line function. The accomplishment of these primary tasks should
achieve the police objectives.

2. Secondary, Auxiliary, or Service Functions – these take the charge of transportation,

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

3. Administrative or Managerial Functions – these include personnel, intelligence, inspection,

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

POLICE TERMINOLOGIES OR JARGONS

Organization
- a group of people who work together in an organized way for a shared purpose.
- form of human association for the attainment of a goal or objective.

Administration
- the determination of objectives and major policies of an organization.

Police Administration
- an organizational process concerned with the implementation of the objectives and plans, and
internal operating efficiency of the police organization
- otherwise known as police in action, the cooperative human effort to achieve the purpose of the
Criminal Justice System.

Police Organization
- a group of trained personnel in the field of public safety administration engaged in the
achievement of goals and objectives that promotes the maintenance of peace and order,
protection of life and property, enforcement of the laws and the prevention of crimes.
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Law Enforcement Agency
- pertains to the organization responsible for enforcing the laws. The collective term for
professionals who are dedicated to upholding and enforcing the laws and statutes that are
currently in force in a given jurisdiction.

Organize
- To form a police unit for the purpose of accomplishing a common objective.
- To arrange systematically a group of police unit/s.

Organizing
- The act of systematically arranging police units in hierarchical order to perform specific
functions thus achieve desired objectives.

Manage
- To direct or conduct the affairs or interests of various police units.
- To control the direction, operation, and business of a police unit or the police organization as a
whole.

Police Management
- The art or manner of administering, controlling, or handling all the various aspects of the police
organization.
- The skillful use of means to accomplish the task, purpose or objective of a police unit or
organization.

Police Politics
- The study of public administration or affairs of the government in relation to police matters
- Maneuvering for power within the police organization

Police Power
- The power of the government to impose what is considered reasonable restriction on the liberties
of its citizens for the maintenance of public order and safety.
- Legally speaking, it is the power of the government to enact laws and regulations relative to
persons and property that may promote public health, public morals, public safety and the
general welfare and convenience of the people.

Police Accountability
- The inherent responsibility of the police organization to be answerable for the misconduct
committed by its members.
- It is the legal responsibility of the police officers to face any consequence that may arise while
exercising their powers, duties, and functions.

Sworn Officer
- Personnel of the police department who took his oath of office and thus possesses the power to
arrest.

Superior Officer
- An officer having supervisory responsibilities (either temporary or permanent) over an officer
of lower rank.

Subordinate
- An officer belonging to the lower or inferior rank.

Commanding Officer
- An officer who is in the command of a police department, bureau, division, district, or
area/station.

Ranking Officer
- An officer having the more senior/higher rank in a team or group of police officers.
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Commissioned Officer (PCO)
- A police officer with a rank of police inspector and higher.

Non-Commissioned Officer (PNCO)

- A police officer with a rank of a Senior Police IV and lower.

Length of Service
- The period of time that has elapsed since the oath of office was administered to an officer;
previous active services maybe included or added.

On-duty/Active Duty
- The period when an officer is actively engaged in the performance of his duty.

Special Duty
- It is the form duty requiring an officer to be excused from the performance of his active regular
duty.

Off-duty
- The nature of which the police officer is free from specific routine duty.

Leave of Absence
- A specified period during which an officer is excused from active duty or direct participation in
police work.

Sick Leave
- A period wherein an officer is excused from active duty by reason of illness or injury

Suspension
- A consequence of an act that temporarily deprives an officer from the privilege of performing
his duties as a result of violating a directive or other departmental regulation.

Duty Manual
- A book of instruction that describes the procedures and defines the duties of officers designed
to a specified post or position.
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CHAPTER 2

ORGANIZATION AND ADMINISTRATION CONCEPTS AND PRINCIPLES

Objectives: At the end of the lesson, the students will be able to:
1. State the fundamental concepts and principles of an organization
2. Differentiate types of organizational structures
3. Apply basic organizational principles on the law enforcement or police organization
functions and activities
4. Discuss basic police administration and management functions; and
5. Distinguish law enforcement/police organizations from other organizations

Law enforcement or police organization is a unique organization. Police or law enforcement

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

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

Police agencies, in many communities, are among the very few public institutions expected to
operate 24 hours a day, 7 days a week, every day of the year.

A. CONCEPT OF ORGANIZATION

A consciously coordinated social entity with a relatively identifiable boundary that functions on
a relatively continuous basis to achieve a common goal or set of goals.

B. THE ORGANIZATIONAL CHART

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

Uses of Organizational Chart:

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

C. ORGANIZATIONAL STRUCTURE

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

Types of Organizational Structures

1. Line/Military – it is the oldest, simplest, and clearest form

of organizational structure. Authority
flows from the top to the bottom in a
clear and unbroken line called
“SCALAR CHAIN”, wherein all
operations and functions are included.
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2. Line and Staff – it refers to the audition of

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

3. Functional – this modified line and

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

4. Matrix – it is the process of

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

D. PRINCIPLE OF ORGANIZATION APPLICABLE TO LAW ENFORCEMENT

ORGANIZATION

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

2. Delineation of Responsibility – it refers to the lines of authority, and responsibility should be made as
definite and direct as possible so that responsibility may properly be fixed and
duplication avoided.

3. Span of Control – it is the extent of direction, coordination, and control over immediate subordinates.
The span of control over personnel or units shall not be more than what he can
effectively direct and coordinate.

4. Unity of Command – each individual, unit, or situation shall be under the immediate control of one
and only one person.
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5. Chain of Command – it refers to the line or chain of superiors from top to bottom.

6. Delegation of Authority – it is the division of tasks of command among the officers of the various
units.

7. Integration and Coordination – it is the efforts of the different units that must be coordinated and
integrated to accomplish harmonious progress towards the primary
objectives of the office.

8. Command Responsibility – it means the commander is directly responsible for any act or omission of
his subordinates concerning the performance of their official duties.

9. Principle of Hierarchy – it requires that a higher level supervises each lower level in the
organization.

E. POLICE ADMINISTRATION AND MANAGEMENT

Definitions

Police Administration – it refers to the police organization’s direction or a part of it. Thus, and
the use of its resources in such a manner to carry out its functions efficiently. It is the general managing
and organizing that occurs at the highest level of an organization.

Police Management – it is an act, art, or manner of administering, controlling or conducting a

police unit or organization. The second component within the administrations delas with the
administrators, middle managers, and supervisors’ processes to give an organization direction and
influence people to work toward organizational goals.

F. ROLE OF POLICE ADMINISTRATORS

1. Planning – the process of combining all aspects of the public safety activity and the realistic
anticipation of future problems, the analysis of strategy, and the correlation of strategy of
detail. It is the process of determining what is to be accomplished (goals) and how to be
accomplished.

2. Organizing – a process is done in structuring a workgroup into components to establish workable

channels of intragroup communication in the performance of an assigned task or
tasks. The application of organizational principles in determining the department’s
formal organizations, including chain of command, job specialization, and how various
units are coordinated.

3. Staffing – it refers to the bringing in and out of personnel, training, and maintaining the staff in the
favorable conditions of work. It also includes filling in the organization with the right
people in the right job. This personnel function focuses on recruitment, training,
placement, and police uniform and non-uniform personnel promotion.

4. Directing – it refers to order, commanding, instructing, and superintending the subordinates. This role
provides direction to employees in terms of policies and orders.

5. Coordinating – it refers to the process of communicating and harmonizing activities with other units,
including in some cases, agencies outside the police department, and interrelating
the numerous component units within the organization to ensure goal
accomplishment.
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6. Reporting – keeping the superior informed of what is going on in the organization includes keeping
himself and his subordinates informed through records, research, and inspections. It
may be in the form of verbal and written directives, records, and inspections.

7. Budgeting – it is the process of fiscal planning, accounting, and control to ensure the department has
the resources necessary to pursue goals and objectives.

OTHER PRINCIPLES OF POLICE ORGANIZATION

Grouping of Similar Task

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

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

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

c. According to Place of Work – a territorial distribution of a platoon, accomplished by assigning

patrolman on beats, is necessary to facilitate the direction and control of the officers and to
ensure suitable patrol service at every point within the jurisdiction.

d. According to Level of Authority – a police department is always divided according to the level
of authority. Vertical combinations 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.

FUNCTIONS IN A POLICE ORGANIZATION

1. Primary or Line Function – functions that carry out the major purposes of the organization,
delivering the services and dealing directly with the public.

2. Staff/Administrative Functions – functions that are designed to support the line functions and
assist in the performance of the line functions.

3. Auxiliary Functions – functions involving the logistical operations of the organization

UNITS IN A POLICE ORGANIZATION

1. Operational Units – those that perform primary or line functions

2. Administrative Units – those that perform the administrative functions.

3. Service Units – those that perform auxiliary functions

Management Level Roles

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

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

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2. Commanders or midlevel managers (captains, lieutenants);
3. Supervisors (sergeants)

These roles, however, are changing; managers are no longer considered taskmasters-concerned
solely with work. It changes into two types: people and task orientation; and mission and goal
orientation. Likewise, managers clarify tasks and guide the employees to function effectively. The depth
of involvement gives each a distinct orientation.
How Law Enforcement/Police Organization Differ from Other Organizations

1. Police organizations differ from all other organizations because only the police possess
legitimate arrest power and authority within our society. This responsibility results in police
officers performing a variety of tasks and meeting the need for services continuously.

2. Public organizations exist within a political environment.

3. It has no profit motive, and it is involved in providing services as opposed to goods.

4. The existence of bureaucratic government rules and regulations stymies creativity and flexibility.

5. It has limited, inflexible resources.

6. It must answer to its many and diverse citizens.

7. It is service-oriented and thus faces five virtually nonexistent problems in the manufacturing
sector, such as; provides an intangible product; built-in flexibility for responding to differing
service needs; a higher degree of customer participation; distinguished by timing; and is labor-
intensive.

8. Requires a distinctive management style.

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CHAPTER 3

PRINCIPLES OF POLICE SUPERVISION

Objectives: At the end of the lesson, the student will be able to:
1. Explain the responsibilities of a police supervisor;
2. Differentiate types of leadership and apply basic attributes of a good police leader;
3. Distinguish two forms of police discipline;
4. Classify the police (PNP) disciplinary machinery; and
5. Explain the process of building and maintaining police morale.

Police supervisors hold many obligations. They manage police staff, coordinate training, and
provide guidance and assistance to the people they supervised when necessary. They also assign cases to
staff members. To get things done, the supervisor must exercise effective leadership to his subordinates.
Leadership in the law enforcement organization is the most important part of its success. A leader should
have the ability to influence others to get things done. Effective leadership builds morale in an
organization, successfully prosecutes crime, defense from liability, and improves an organization’s level
of trust and participation with the communities it serves.

Police leadership and supervision is designed to help maximize leadership with the officers being
supervised and strengthen relationships with those around.

On the other hand, part of police supervisors’ and leaders’ responsibilities is to ensure that their
subordinates do their tasks properly, appropriately, and legally. Hence, they are bound to maintain well-
disciplined men and women under their watch. In case of violation, they are armed with the disciplinary
system to be used when needed.

This chapter navigates the role and responsibilities of a police supervisor, police leadership and
basic leadership styles, police discipline, the PNP disciplinary system, and the building of police morale.

A. THE POLICE SUPERVISOR

In its generic sense, it refers to a person in charge of setting goals for performance and deadlines
in ways that comply with the organization’s plans and vision.

In its strict sense, it refers to a person in charge of organizing the workflow. It ensures the
subordinates understand their duties or delegated tasks, monitors productivity, and provides feedback and
coaching.

Basic Responsibilities of the Police Supervisor

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

B. POLICE LEADERSHIP
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An activity of influencing people to work harmoniously toward some goals which they come to
find desirable. Also, the ability to obtain from each member of the force the highest quality of service he
can render.

The process by which an individual can influence others to willingly make their best effort to
achieve the organization’s goals.

Leadership Styles

1. Autocratic – the superior assumes full responsibility for all actions and seeks obedience from the
group in the following out of orders. He determines all policies and considers decision-
making to be a one-man operation.

2. Democratic – the superior draws ideas and suggestions from his group employing discussion; the staff
is encouraged to decide policy, methods, goals, etc.

3. Free-Rein – the superior is more or less an information booth. He plays down his role in the group’s
activities; he mainly provides materials and information, together with minimum control.

4. Laissez-faire – the leader interferes very little with workers. Productivity and morale suffer, and
unofficial leaders emerge to fill the void.

Attributes of a Good Leader

1. They manage time effectively

2. They delegate matters that do not require their attention
3. They are result-oriented
4. Know their strengths and the strengths of those who work for them. More importantly, they build
on these strengths.
5. They do not spread themselves too thin. They concentrate on few areas in which outstanding
results can be obtained.
6. They are effective decision-makers. They realize that decision-making is a matter of following
proven system.

C. DISCIPLINE

Basic Concepts and Principles on Discipline

Discipline is derived from the root word “Disciple”, meaning “follower or student” Thus,
discipline is a two-sided coin-Positive and Negative Discipline.

Forms of Positive Discipline

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

Forms of Negative Discipline

1. Oral reprimand or warning

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

The “Hot-Stove Rule” in Discipline

Propounded by Douglas McGregor, it suggests that in disciplining erring subordinates, the

disciplinary action should be immediate, with a warning, consistent and impersonal.

Steps in the Application of “Hot-Stove Rule”

1. Immediate investigation of the offense must be done to determine the facts

2. Previous warning
3. Consistency
4. Disciplinary action must be impersonal

The PNP Disciplinary System

Offenses Subjected to Police Administrative Disciplinary System

1. Citizen’s Complaints – a formal charge initiated by a natural or juridical person or his/its duly
authorized representative or guardian on account of an injury, damage, or
disturbance sustained due to irregular or illegal act or omission of a PNP
member.

2. Breach of Internal Discipline – any offense committed by a member of the PNP involving minor
offense and affecting order and discipline within the police organization.

3. Summary Dismissal Cases – with notice and without notice.

Administrative Offenses Covered by the Disciplinary System

1. Neglect of duty or nonfeasance

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

Acts Constituting BREACH OF DISCIPLINE in the PNP:

1. Simple misconduct and negligence

2. Insubordination
3. Frequent absences or tardiness
4. Habitual drunkenness
5. Gambling prohibited by law

Summary Dismissal Cases

1. With Due Notice and Summary Hearing

1.1 When the charge is serious, and evidence of guilt is strong.

1.2 When the respondent police officer is a recidivist or has been repeatedly charged, and there
are reasonable grounds to believe that he is guilty of the charges.
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1.3 When the respondent police officer is guilty of a serious offense involving conduct
unbecoming of a police officer.

2. Immediate Dismissal – when, the PNP Officer, goes on the absence without leave (AWOL) for a
continuous period of thirty (30) days or more.

Disciplinary Authorities ON CITIZEN’S COMPLAINTS

1. Chief of Police – offense is punishable by withholding privileges, restriction to specified limits,

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

2. Mayors of Cities or Municipalities – the offense is punishable by the withholding of privileges,

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

3. People’s Law Enforcement Board (PLEB) – offense is punishable by withholding privileges,

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

Disciplinary Authorities on BREACH OF INTERNAL DISCIPLINE

1. Chiefs of Police or Equivalent Supervisors – the imposable penalty is a warning; reprimand;

restriction to specified limits; withholding of privileges; forfeiture of salary or suspension; or any
combination thereof: Provided, that in all cases, the total period shall not exceed fifteen (15) days.

2. Provincial Directors or Equivalent Supervisors – the imposable penalty is warning or reprimand;

restrictive custody; withholding of privileges; forfeiture of salary or suspension; or any combination
of a foregoing: Provided, that in all cases, the total period shall not exceed thirty (30) days.

3. Regional Directors of Equivalent Supervisors – offense(s) is punishable by dismissal from the

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

4. Chief of the PNP – offense(s) is punishable by dismissal from the service, demotion, suspension, or
forfeiture of salary, or any combination thereof for a period not exceeding one hundred eighty (180)
days. Restrictive custody during the pendency of a grave administrative or criminal case against the
erring police officer.

Disciplining Authorities on SUMMARY DISMISSAL CASES

1. National Police Commission (NAPOLCOM)

2. PNP Chief
3. PNP Regional Directors

Disciplinary Appellate Boards/Bodies

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

1. Regional Appellate Board (RAB)

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Composition of the RAB

1. Senior Officer of the NAPOLCOM Regional Office – Chairperson

2. One (1) representative each from the PNP-Member (term of 3 years)
3. Regional Peace and Order Council – Member (term of 3 years)

Cases Appealable to the RAB

1. Decisions of the PLEB where the penalty is DEMOTION OR DISMISSAL from the service;

2. Decisions of the PNP Regional Director or equivalent supervisor, where the penalty imposed is
DEMOTION OR DISMISSAL from the service;

3. Decisions of City and Municipal Mayors in cases falling within their respective jurisdictions; and

4. Disciplinary recommendations of the Regional IAS were not acted upon by the PNP Regional
Director or equivalent supervisor within thirty (30) days from submission by the Regional IAS,
where the recommended penalty is DEMOTION OR DISMISSAL from the service.

Effect of the Failure of RAB to Decide on Appeal Cases within the Reglementary Period of 60days

1. The decision of the disciplinary authority shall become final without prejudice to the filing of an
appeal by the party adversely affected to the SILG;

2. The RAB concerned shall automatically make a written explanation to the NAPOLCOM en
Banc on its failure to do so; and

3. The NAPOLCOM en Banc shall order the conduct of investigative concerned if it appears from
the explanation that evident neglect of duty was committed.

2. National Appellate Board (NAB)

Composition of the NAB:

1. Vice-chairperson and Executive Officer-Chairperson

2. Four (4) Regular Commissioners

Cases Appealable to the NAB:

1. Decisions of the Chief, PNP where the penalty imposed is DEMOTION OR DISMISSAL
from the service.

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

3. The decision of the Inspector General affirming the Resolution of the Regional IAS,
dismissing the complaint about lack of probable cause.

3. Cases Appealable to Secretary to the DILG:

Decisions of the NAB and RAB

4. Cases Appealable to the CSC:

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1. Decisions of the SILG in the exercise of its appellate jurisdiction

2. Decisions of the NAPOLCOM en Banc as summary dismissal authority

Preventive Suspension

When: Upon motion of the complainant at any time after a case is formally filed but before the
presentation of complainant’s evidence is terminated.

Period: not exceeding ninety (90) days

Grounds/Circumstances:

1. Preventive Suspension by the Disciplinary Authority

1.1 The charge is grave, and the evidence of guilt is strong; or

1.2 Evidence shows that the respondent exerts effort to harass, intimidate, coerce, or unduly
influence the complainant or his/her witnesses into withdrawing his complaint or retracting his
sworn statement or that of his witness against the respondent, or tampering with the evidence.

2. Preventive Suspension Upon Request by the PLEB

2.1 The respondent refuses to heed the PLEB’s summons or subpoena

2.2 The PNP personnel has been charged with offenses involving bodily harm or grave threats.
2.3 The respondent is in a position to tamper with the evidence.
2.4 The respondent is in a position to unduly influence the witnesses

D. ORDER GIVING

Classification of Orders

1. Command or direct orders

2. Request orders
3. Implied orders
4. Call for volunteers

E. PNP Complaints and Grievance System

Complaint – a verbal or written expression of the feeling of dissatisfaction with some aspects of
personnel working conditions, relationships of status which are beyond the capacity of the
PNP members to change or control unilaterally.

Grievance – in the first instance and the employee’s/subordinate’s opinion, a complaint in writing has
been ignored, overridden, or dropped without consideration.

Grievance Procedure – the method of determining and finding the best way to remedy the specific
cause or causes of a complaint or grievance and the system to ensure the adjudication of
such.

Four-Step Approach in Handling Grievances

1. Receive the grievance properly

2. Gather the necessary facts
3. Make a decision, and implement it
4. Take follow-up action
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Complaints and Grievance Policy (NAPOLCOM MC No.93-021)

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

Scope of Complaints and Grievance Machinery

PNP Complaints and Grievance Machinery cover grievances on uniformed PNP personnel against:

1. Peers
2. Supervisors and subordinates of parallel units
3. Rule/Circulars and implementation

Matters/Issues Covered by Complaints and Grievance Machinery

1. Implementation of policies, practices, and procedures

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

F. BUILDING AND MAINTAINING POLICE OFFICER’S MORALE

Morale – a state of mind which reflects the degree to which a member of an organization has confidence
in the organization and the other members of his workgroup. Also, a reflection of the degree to
which an employee believes in its objectives and desires to accomplish them.

Factors that Affect Morale

1. Quality of Leadership
2. Salary levels and other renumeration received by employees, including fringe benefits
3. Levels of discipline in the organization
4. Quality of supervision received
5. Opportunity for individual growth and promotion
6. Working condition in general

Criteria in Measuring Morale

1. Quality and quantity of work performed

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

Strategies in Building Morale

1. Administer discipline fairly and impartially

2. Praise employees in public and criticize them in private.
 17
3. Always recognize good performance
4. Provide employees with an opportunity for individual growth
5. When possible, explain the reasons for department policies and procedures
6. Distribute work fairly and equitably.

CHAPTER 4

EVOLUTION OF THE POLICING SYSTEM AND LAW ENFORCEMENT

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

Historically, law enforcement and policing system have progressed through the series of eras.
Practices from the primitive period have evolved into the modern law enforcement system that well have
today.

Like its counterpart in Europe and America, the Philippines is replete with historical events that
formed the law enforcement organization system that it has today. Historical accounts started from the
Barangay Period up to the birth of the Philippine National Police, which this was given much emphasis
on because of its nature as a premier law enforcement agency in the country whose functions covered
almost all aspects of human activities.

1. THE LEX TALIONIS (Law of Retaliation)

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

2. THE CODE OF HAMMURABI (2200 BC)

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

3. NILE RIVER POLICE IN EGYPT (1340 BC)

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

4. THE PRAETORIAN GUARD AND URBAN COHORT (510 BC)

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

Praetorian Guard – a unit of the imperial Roman Army that served as personal bodyguards and
intelligence agents of the Roman emperors.
 18
Urban Cohort – created and serve as a police service and led by the urban prefect

5. ROMAN SYSTEM OF VIGILES (27 BC)

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

6. LAW ENFORCEMENT IN ENGLAND BASED ON TRADITIONAL NOTIONS OF

INDIVIDUAL JUSTICE AND PUNISHMENT (400-800)

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

Trial by Ordeal – a judicial practice where in the guilt or innocence of the accused is determined by
subjecting him to an unpleasant, usually dangerous experience.

Ordeal – word was derived from the Medieval Latin word “Del Indicum” which means “a miraculous
decision”.

7. SYSTEM OF SHIRES, HUNDREDS, AND TITHES ESTABLISHED BY ALFRED THE

GREAT (899)

England was divided into regions known as “Shires”, consist of geographic units known as
“Hundreds”. Each of the Hundreds is composed of ten Tithings consist of ten families. Every citizen is
tied to a particular tithe and is jointly responsible with all other members of his group to pay taxes and
maintain order.

Shire Reeves – are the leaders of the shires tasked to ensure that law and order are maintained throughout
the region, with the assistance of locally elected Constables.

Chief Tithingman – the leader, who was the mayor, council and judge all in one, and this is to maintain
order in tithing.

8. STATUTE OF WINCHESTER THAT ESTABLISHED THE WATCH-AND-WARD

SYSTEM IN ENGLAND (1285)

Tithing System – formalizes that increased the power of the constables and made them responsible for
organizing local watchers. All men between 15-60 were required to bear arms in
defense of the crown and the King’s peace and assist their local constable in pursuing
the offender.

HUE AND CRY – a punishable offense for who failed to heed the call for help, and anyone who did not
help apprehend criminals risked being tried with them as associates.

King Edward 1 (1285) – set up a curfew and night watch program that allowed for the gates of
Westminster, then capitol of England, to be locked.

– also mandated that groups of 100 merchants be responsible for keeping peace in
their districts, thus making law enforcement a local responsibility.
 19

Watch-and-Ward – is the system of law enforcement which King Edward 1 mandated, and this provide
the citizens protection 24 hours a day.

– the term originated from the name of the shifts, with the day shift called “ward” and
the night shift called “watch”.

9. JUSTICES OF THE PEACE FIRST APPOINTED BY THE KING OF ENGLAND (1326)

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

10. FORMATION OF THE BOW STREET RUNNERS IN LONDON (1748)

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

Bow Street Runners – a group of men organized by Henry Fielding to catch thieves and robbers, and
composed of eight (8) constables who also investigated crimes handed over to them by
the volunteer constables and watchmen.

11. CREATION OF THE LONDON METROPOLITAN POLICE (1829)

Sir Robert Peel – introduced the Metropolitan Police Act, which the Parliament of England passed. This
is a milestone of England’s police force

– regarded as the Father of the Modern Policing System his contribution to the
modernization of the police force

Sir Robert Peel’s Principles of Policing (1829)

1. The police must be stable, efficient, and organized along military lines.
2. The police must be under government control
3. The absence of crime will best prove the efficiency of the police
4. The distribution of crime news is essential
5. The deployment of police strength both by time and area is essential
6. No quality is more indispensable to a policeman than a perfect command of temper; a quite,
determined manner has more effect than violent action.
7. Good appearance commands respect
8. The securing and training of proper persons is at the root of efficiency
9. Public security demands that every police be given a number
10. Police headquarters should be centrally located and easily accessible to the people
11. Police should be hired on a probationary basis
12. Police records are necessary for the correct distribution of police strength
 20
12. FORMAL POLICING IN THE UNITED STATES

1. The Sheriff
- were originally appointed, which became an elected position.
- Mandated to enforce the law, apprehend criminals, service warrant and subpoenas, and
maintaining local jails
- Its functions are expanded, including a collection of taxes and monitoring of cattle branding.

2. The Watch Systems

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

3. The Vigilante Committee

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

4. Slave Patrols and the Jim Crow Laws

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

13. THE ERAS OF AMERICAN POLICING (G.l. Kelling and M.H. Moore)

1. The Political Era (1840-1930)

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

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

2. The Reform Era (1920-1980)

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

Notes:

Although many individuals have had a significant influence on policing throughout the century,
three, in particular, were at the forefront of police change in that era:
 21

AUGUST VOLLMER – the Father of Police Professionalism, who battled corruption through improved
recruitment, selection, and training standards;

OW WILSON – a protégé of Vollmer, he is the author of the books on police management described by
many as “The Bible of Policing for Decades;

EDGAR HOOVER – whose name is synonymous with FBI, is the firm believer in the need for
professional law enforcement agencies. He is largely responsible for establishing the
FBI Academy and FBI Crime Laboratory. He is the first FBI Director

3. The Community Era (1980-present)

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

14. HISTORICAL BACKGROUND OF THE PHILIPPINE POLICE SYSTEM

THE LOCAL POLICE

1. The Barangay Period

- the political units that were divided in the Philippines before the Spanish colonization. Each
was headed or ruled by a Datu

Datu – the responsibility aside from exercising all the powers-executive, legislative and judicial was to
maintain peace and order within his jurisdiction.

Chief Warrior – designated by the Datu and in charge with enforcing the decrees, customs, traditions,
and practices and usages.

2. Spanish Regime

Police function:
a. the suppression of brigandage by patrolling unpacified areas
b. the detection of local or pretty uprisings by spying upon the work and movements of the people
c. enhancement of tax collection including church revenues

1. Carabineros de Seguridad Publica (1712)

- were organized to carry out the regulations of the Department of State.

- its specific duties were watching and guarding the custom houses, rivers, seacoasts, tobacco
warehouses, and the prevention of entry of contraband.

- It became police-like when reorganized and named Cuerpo de Seguridad Publica (Corps of
Carabineros for Public Security).

- Created by Royal Decree of December 20, 1842

2. The Guardrilleros (1836) – established by Royal Decree of January 8, 1836

 22

- consist of the required five percent able-bodied male inhabitants of each province who enlisted in
the organization for three years.

- their duties were maintaining peace and order in the towns, patrolling, guarding the tribunal and
prison cells, and other odd duties.

- each member of the organization in each town was formed into the company and administered
like a military unit, having officers of different ranks and enlisted men of different grades.

3. The Guardia Civil (1852) – created by Royal Decree of February 12, 1852

- functions include checking highway robbery to a certain extent, apprehension of political

offenders, and detecting the church’s enemies.

4. The Revolutionary Government Period

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

5. The American Military Occupation

a. Insular Police Force (November 30, 1890)

b. Insular Constabulary (July 18, 1901)
c. Manila Police Department (MPD) – July 31, 1901

General Order No.43 (August 8, 1899) – vesting in the “Lieutenant of Police the powers to arrest or
order the arrest of persons violating city ordinances, disturbing the peace or accused of the crime.”

Lieutenant of the Police – is the equivalent of our police station commanders at present. The local
police were organized for pacification duties and as an adjunct to the military.

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

THE PHILIPPINE CONSTABULARY

Lt. Henry T. Allen – first Chief of the Philippine Constabulary from 1901-1907, that he was called as
the Father of Constabulary in the Philippines.

Brig. General Rafael T. Crame – is the first Filipino Chief of the Philippine Constabulary and
appointed in December 1917, serves from 1917-1927.

THE NATIONAL POLICE COMMISION

- organized on September, 1966,

- by virtue of Republic Act No. 4864
- was approved on September 8, 1966

Republic Act No. 4864 – the act created the POLCOM as an advisory body to the President on all
matters affecting local police administration.
 23

Purposes of the act:

- to promote a higher degree of efficiency in the organization, administration, and operation of
local police agencies with the view that peace and order may be maintained more effectively, and
the laws enforced with more impartiality and place the local police service on a professional
level.

THE INTEGRATION OF THE PHILIPPINE CONSTABULARY AND LOCAL POLICE

Sec. 12, Article XV of the 1973 Constitution “The State shall establish and maintain
integrated national police force whose organization and operation shall be provided by law”. This
Constitutional mandate has been implemented by various Presidential Decrees and letters of Instructions.

P.D Nos. 421, 482, 531 and 641

- have integrated municipal/city police and fire departments and jails into law enforcement units
known as “Metropolitan Police Force in the Greater Manila Area and Provincial Integrated
Police forces in the provinces.

Integrated Police Forces – have been placed under the operational and administrative control of the
Philippine Constabulary.

P.D No. 765 on August 8, 1975

- establishing and constituting the Integrated National Police with the Philippine Constabulary
as the nucleus and local police forces, and the city and municipal fire departments as
components.

P.D 1184 on August 26, 1977

- otherwise known as “INP Personnel Professionalism Law of 1977

- paving the way of giving the specific role of women in the police organization, such as handling
of youth or juvenile control units, custodial service as jail matrons, training and administrative
duties, and other police operations where their services or more effective like handling the
investigation, search and arrest of female youth offenders.

THE BIRTH OF THE PHILIPPINE NATIONAL POLICE

1987 Constitution – was made after the EDSA Revolution that ousted President Ferdinand E. Marcos,
giving birth to the new government

Section 6, Article XVI – provides that

“The state shall establish and maintain one police force, which shall be national in scope and
civilian in character to be administered and controlled by a National Police Commission, the authority
of Local Executives over the police units in their jurisdiction shall be provided by law.”

R.A 6975 – creation of the Philippine National Police under the reorganized Department of Interior and
Local Government (DILG) known as

DILG Act of 1990 – signed by Pres. Corazon Aquino on December 13, 1990, and took effect on January
1, 1991, the PNP came into being as a bureau under the DILG.
 24

CHAPTER 5

THE CREATION OF THE PHILIPPINE NATIONAL POLICE

Learning Objectives: At the end of the chapter, the students will be able to:
1. Recite the legal basis of the establishment of the Philippine National Police;
2. Explain the relationship of the NAPOLCOM, DILG, and Local Chief Executive in the
administration of the Philippine National Police
3. Illustrate the organizational structure of the Philippine National Police
4. Integrate the functional relationship of the various offices of the Philippine National Police
in achieving its missions.

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

A. CONSTITUTIONAL PROVISION RELATED TO THE CREATION OF THE PHILIPPINE

NATIONAL POLICE

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

The PNP under the Reorganized Department of interior and Local Government (DILG)

R.A 6975 – otherwise known as the Department of the Interior and Local Government Act of 1990,
enacted on December 13, 1990 and took effect on January 1, 1991; reorganized the DILG and
established the Philippine National Police, Bureau of Fire Protection, Bureau of Jail
Management and Penology and the Philippine Public Safety College.

Some provisions of R.A 6975 pertinent to the PNP were amended by:

R.A 8551 – otherwise known as the PNP Reform and Reorganization Act of 1998, dated February 25,
1998

R.A 9708 – An Act Extending for Five (5) years the Reglementary Period for complying with the
Minimum Educational Qualification for Appointment to the PNP and Adjusting the
Promotion System, dated August 12, 2009.
 25
R.A 10973 – An Act Granting the Chief PNP, Director of the CIDG, and Deputy Director for
Administration of the CIDG the Power to Administer oath and Issue Subpoena and
Subpoena Duces Tecum in Relation to its Investigation, dated March 1, 2018.
R.A 11200 – An Act Providing for the Rank Classification in the Philippine National Police, amending
for the purpose of Section 28 of R.A 6975, as amended, otherwise known as the
Department of Interior and Local Government Act of 1990, dated February 8, 2019

R.A 11279 – An Act Transferring the PNPA and the NPTI from the PPSC to the PNP, amending for the
purpose of Sections 24, 66, 67 and 68 of R.A 6975, otherwise known as the DILG Act of
1990, as amended, Appropriating Funds therefor and For Other purposes, dated April 12,
2019.

THE NATIONAL POLICE COMMISSION (NAPOLCOM)

1. Relationship with the DILG: Attached to the DILG for policy and program coordination.

2. Composition: Chairperson, four (4) regular commissioners, and the PNP chief as Ex Officio member.

3. Total: Five (5) Commissioners and a Chairperson

4. Appointing Authority: The President appoints all with the Secretary of the DILG as Ex Officio
Chairperson
5. Power: It exercises administrative control and operational supervision over the PNP.

6. Term of Office: 6 years without reappointment or extension.

7. Offices: National, Regional and Provincial

THE PHILIPPINE NATIONAL POLICE

Philippine National Police (PNP)

– is a community and service-oriented agency responsible for maintaining peace and order and
public safety.

– it is organized to ensure accountability and uprightness in police exercise of discretion and

achieve efficiently and effectiveness of its members and units in the performance of their
functions.

Initial Composition

1. Former INP members

2. Commissioned officers and enlisted personnel of the PC
3. Members of the Inspection, Investigation and Intelligence Branch of NAPOLCOM
4. Civilian operatives of the CIS

Offices/Functions Absorbed

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

Organizational Structure, Position Title, Functions, and Rank

1. THE COMMAND GROUP:

 26

Vested with the power to command and direct the PNP.

Position Title Rank
Chief of the PNP Police General
Deputy Chief of the PNP for Administration Lieutenant General
Deputy Chief of the PNP for Operation Lieutenant General

2. THE CHIEF OF THE DIRECTORIAL STAFF:

Serves as the Chief Operations Officer of the PNP that coordinates, supervises, and directs the
Directorial Staff and the PNP units in the performance of their respective functions.

3. THE INTERNAL AFFAIRS SERVICE (IAS):

Assists the Chief PNP in ensuring operational readiness and investigates infractions of the
regulations committed by members of the PNP.

4. THE HUMAN RIGHTS AFFAIRS OFFICE (HRAO):

Serves as the manager of the facility that supervises the implementation of the guidelines and
policies in human rights laws.

5. THE CENTER FOR POLICE STRATEGY MANAGEMENT (CPSM)

Serves as the central facility of the PNP coordinating and integrating all strategy management
processes, sustaining the strategy execution and management, and instilling in the organization a culture
of strategic focus.

6. THE DIRECTORIAL STAFFS

Composed of sixteen (16) Directorates, which has its own defined specialization:

6.1 Directorate for Personnel and Records Management (DPRM):

Optimizes personnel resources from uniformed and non-uniformed personnel.

6.2 The Directorate for Intelligence (DI):

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

6.3 The Directorate for Operations (DO):

Exercises command, control, direction, coordination, and supervision of all activities of the PNP
operations, including the deployment and employment of personnel.

6.4 The Directorate for Logistics (DL):

Administers and manages material resources needed for the PNP operations.

6.5 Directorate for Plans (DPL):

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

6.6 The Directorate for Comptrollership (DC):

Administers and manages PNP’s fiscal financial resources.

6.7 The Directorate for Police Community Relations (DCPR):

 27
Formulates and implements community-related activities, programs, and projects and supervises
the PNP Salaam Police Center.

6.8 The Directorate for Investigation and Detective Management (DIDM):

Coordinates, controls, and supervises all investigation activities.

6.9 The Directorates for Human Resource and Doctrine Development (DHRDD):
Formulates human resources and doctrine development policies.

6.10 The Directorate for Research and Development (DRD):

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

6.11 The Directorate for Information and Communication Technology Management (DICTM):
Integrates and standardizes all PNP information systems and resources to improve frontline
services further.
6.12 The Directorates for Integrated Police Operations (DIPO’s) in Eastern Mindanao; Western
Mindanao; Visayas; Southern and Northern Luzon:

Direct and supervise the conduct of integrated anti-criminality, internal security,

counterterrorism operations, promote inter-operability with the AFP, and provide a system to
promote regional socio-economic development.

7. PNP NATIONAL SUPPORT UNITS

National Administration Support Units (NASU)

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 other dependents.

5. Communication and Electronic Service (CES):

Provides communication electronic services and support to all PNP units.

6. Chaplain Service (CHS):

Provides spiritual and other counseling services for the PNP 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 National headquarters.

9. Engineering Service (ES):

Implements PNP engineering programs, land utilization, and housing activities.

10. Training Service (TS):

Conduct training courses geared towards skills enhancement, intellectual advancement, and
moral transformation of PNP personnel.

11. PNP Retirement and Benefits Administration Service (PRBS):

 28
Administers the retirement, separation, and death benefits of PNP personnel.

National Operational Support Units (NOSUs)

1. Maritime Group (MG):

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

2. Intelligence Group (IG):

Serves as the intelligence and counterintelligence operating unit of the PNP.

3. Police Security and Protection Group (PSPG):

Provide security to vital government installation, government officials, visiting
dignitaries, and private individuals authorized to be given protection.
4. Criminal Investigation and Detection Group (CIDG):
Monitors, investigates, prosecutes all crimes involving economic sabotage and other
crimes of such magnitude and the extent to indicate their commission by highly placed or
professional criminal syndicates and organizations. It also conducts organized crime control on
all major cases involving violations of the Revised Penal Code, Special Penal Laws assigned to
them, atrocities committed by the subversive elements.

5. Special Action Force (SAF):

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

6. Aviation Security Group (AVSEGROUP):

Provides security to all airports throughout the country.

7. Highway Patrol Group (HPG):

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

8. Police Community Relation Group (PCRG):

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

9. Civil Security Group (CSG):

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

10. Crime Laboratory (CL):

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

11. PNP Anti-Kidnapping Group (PNP-AKG):

Serves as the primary unit of the PNP in addressing kidnapping cases and in handling
hostage situations.
 29
12. PNP Anti-Cybercrime Group PNP-ACG):
Enforce pertinent laws on cybercrimes and advocate anti-cybercrime campaigns of the
PNP.

8. THE MAIN OPERATING UNITS

1. National Capital Region Police Office

a. Regional Public Safety Mngt. Battalion (RPSMB District Police Offices)
b. Police Stations
c. Substations

2. Police Regional Offices (PROs)

a. Regional Public Safety Mngt. Battalion (RPSMB)
b. Police Provincial Official Offices (PPOs)
c. Provincial Public Safety Mngt. Coy (PPSMC)
d. Municipal/Component City Police Station
e. Precincts
f. City Police Offices (in a highly urbanized and independent city) CPOs
g. City Public Safety Mngt. Coy
h. CPO Police Stations

B. CLASSIFICATION OF CPS AND MPS

1. Components Cities
a. Type “A” for cities with a population ranging from 100, 000 and above
b. Type “B” for cities with a population ranging from 75,000 to less than 100, 000
c. Type “C” for cities with less than 75, 000 population

2. Municipalities
a. Type “A” for those with a population ranging 75,000 or more
b. Type “B” for those population ranging from 30,000 to less than 75,000
c. Type “C” for those population less than 30,000

3. Manning Level in the PNP:

a. Minimum – 1:1000
b. Average – 1:500

Key Positions: Refers to positions of significant responsibility for a command, office, or unit.

Key Positions in the PNP

a. Chief, Philippine National Police
b. The Deputy Chief, PNP for Administration
c. The Deputy Chief, PNP for Operations
d. The Chief of the Directorial Staff
e. The Directors of the Directorial Staff
f. Regional Directors, Police Regional Offices
g. Directors, National Support Units
h. District Directors, NCRPO
i. Provincial/City Directors
j. Group Directors, RPSB (NCRPO)
k. Chief of Police/Station Commanders

Powers and Functions of the PNP

1. Enforce all laws and ordinances relative to the protection of lives and properties;
2. Maintain peace and order and take all necessary steps to ensure public safety;
3. Investigate and prevent crimes, effect the arrest of criminal offenders, bring offenders
to justice, and assist in their prosecution;
 30
4. Exercise the general powers to make an arrest, search, and seizure in accordance with the
constitution and pertinent laws;
5. Detain an arrested person for a period not beyond what is prescribed by law, informing the
person so detained of all his rights under the constitution;
6. Issue licenses for the possession of firearms and explosives in accordance with law;
7. Supervise and control the training and operations of security agencies, and to security guards
and private detectives, for the practice of their professions; and
8. Perform such other duties and exercise all other functions as may be provided by law.

VISION, MISSION, PHILOSOPHY, AND CORE VALUES

Vision

Imploring the aid of Almighty God, by 2030, We shall be a highly capable, effective, and
credible police service working in partnership 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 support of the community.

Philosophy

Service, Honor, Justice

Core Values

Maka Diyos, Makatao, Makabayan at Makakalikasan

Rank Classification, insignia, and Badges

NEW PNP RANKING SYSTEM (R.A 11200 – February 8, 2019)

OLD NEW OLD NEW

DGen PGEN SPO4 PEMS
DDG PLTGEN SPO3 PCMS
Dir PMGEN SPO2 PSMS
C/Supt PBGEN SPO1 PMSg
S/Supt PCOL PO3 PSSg
Supt PLTCOL PO2 PCpl
C/Supt PMAJ PO1 Pat
S/Insp PCPT
Insp PLT

INSIGNIAS

PLT to PCOL shall wear insignia, which shall be attached approximately one inch from the
collar lapel’s front and lower side edges. For BGEN and higher, insignia shall be pinned on the shoulder
board measuring 5 ½ and 2 ½ in width.
 31
Rank Insignia:
1. 4,3,2,1 silver stars for PGEN, PLTGEN, PMGEN, and BGEN, respectively.
2. 3,2,1 silver sampaguita cluster for PCOL, PLTCOL, and PMAJ respectively
3. 2,1 bronze anahaw leaf for PCPT, and PLT, respectively
4. PNCO – chevron
5. Executive SPO-PEMS – chevron in white sampaguita cluster at the center flanked
by gold laurel leaves.

BADGES

1. Police Badge – Center of the left breast pocket

2. Combat Citation Badged-Above the right pocket on the top of citation badges
3. Parachutist/EDC/Pilot Wings/Technical Services Badges-Above the left pocket on
the top of the service decorations.

THE PEOPLE’S LAW ENFORCEMENT BOARD (PLEB)

- is a Disciplinary board created by the Sangguniang Panlungsod/Bayan in every city and

municipality which hear and decide citizen’s complaint against erring officers of the PNP.

- AT LEAST ONE (1) PLEB for every 500 city or municipal police personnel and each of the
legislative districts in a city. In addition, it serves as a CENTRAL RECEIVING entity for any citizen’s
complaint against officers and members of the PNP. Lt take cognizance of or refer the complaint to the
proper disciplinary or adjudicatory authority WITHIN 3 days upon the filing of the complaint.

Composition

1. A member of the Sanggunian Panlungsod/Bayan chosen by his/her respective sanggunian.

2. A punong-barangay of the city or municipality concerned chosen by the Liga ng mga Barangay;
and
3. Three (3) other members, who can be removed only for cause, chosen by the city/municipal
peace and order council from among the respected members of the community known for their
goodness and integrity, one (1) of whom must be a woman and another, a member of the Bar or
in the absence thereof, a college graduate, or, the principal of the central elementary school in the
locality.

INTERNAL AFFAIRS SERVICE (IAS)

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

Organization of the Internal Affairs Service

1. National Office – headed by Inspector General to be assisted by Deputy Inspector General.

2. Area (Regional) Office – headed by Director/Police Major General

3. Provincial Office – headed by a Superintendents/Police lieutenant Colonel

Powers of the IAS Over the PNP

1. Pro-active conduct inspections and audits of the PNP personnel and units.
2. Investigate, complain, and gather evidence in support of an open investigation
3. Conduct summary hearings on PNP members facing administrative charges.
4. Submit a periodic report on the assessment, analysis, and evaluation of the character and
behavior of the PNP personnel and units to the Chief PNP and the NAPOLCOM.
 32
5. File appropriate criminal cases against PNP members before the court as evidence warrants and
assist in the prosecution of the case.
6. Assist the office of the Ombudsman in cases involving personnel of the PNP.

Motu Proprio Investigation

1. Incidents where police personnel discharge a firearms

2. Incidents where death, serious physical injuries, or any violation of human rights occurred in
police operations.
3. Incidents where a suspect in the custody of police was seriously injured.
4. Incidents where the evidence is compromised, tampered with, obliterated, or lost while in the
custody of police personnel.
5. Incidents where the established rules of engagement have been violated.

Recommendatory Duty in the Promotion

Tasked to provide documents or recommendations regarding the promotion of the
PNP members or the assignment of the PNP personnel to key positions.
Recommendatory Power in Discipline

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

Entry Qualification to the Internal Affairs Service

Voluntary subject to a rigorous screening where only PNP personnel who have at least five (5)
years’ experience in law enforcement and no derogatory records are allowed to enter.

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

Inclusions of Supervisor and Superiors in Internal Affairs Service Investigation

Immediate supervisor or superior of the unit’s personnel being investigated is automatically

included in the investigation to determine lapses in administration and supervision.

GENDER SENSITIVITY PROGRAM

Gender Sensitivity Program in the PNP

1. Creation of Women’s Desk in all stations throughout the country

- to administer and attend to cases involving crime against chastity, sexual harassment, abuses
committed against women and children, and other similar crimes.

2. Prioritization of women for the recruitment and training within five (5) years from the
effectivity of R.A 8551

- to serve in the Women’s desk. To achieve this, 10% of its quota is allowed for women.

3. Establishment of equal opportunities for women in the PNP, the prevention of sexual harassment in
the workplace, and the prohibition of discrimination based on gender or sexual orientation.
 33
4. Administrative Liability to any person who shall violate the established rules and regulations
regarding gender sensitivity and gender equality. (The penalty for the violator shall be suspended
without pay for not less than thirty (30) days and shall undergo gender sensitivity seminar or
training: Provided, That any person who violates the rules more than twice shall be recommended
for demotion or dismissal from the PNP).

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

IN COUNTER-INSURGENCY (COIN) FUNCTION.

The Department of the Interior and Local Government is relieved of the primary responsibility of
suppressing insurgency and other severe threats to national security.

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

D. PARTICIPATION OF LOCAL GOVERNMENT EXECUTIVES IN THE ADMINISTRATION

OF THE PNP

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

1. Power to Choose PD and COP

Governor: from the three recommendees by the Regional Director.

Mayor: from the five recommendees by the Provincial Director

2. Power to employ and deploy: authority to recommend to the Chief of Police or Provincial
Director the transfer, reassignment, or detail of PNP members outside their respective city or
town.

3. Control and Supervision of Anti-Gambling Operations

4. Note: The term “operational supervision and control” shall mean the power to direct,
superintend, and oversee the day-to-day functions of police investigation of crime, crime
prevention activities, and the traffic control following the rules and regulations set by the
NAPOLCOM. It shall also include the power to direct the employment and deployment of units
or elements of the PNP through the Chiefs of Police concerned.

5. Employment:

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

6. Deployment:

This means the orderly and organized physical movement of elements or units of the
PNP within the city or municipality for employment purposes.

7. Grounds for Suspension or withdrawal of Deputation by the NAPOLCOM:

 34
Unless reversed by the President; after consultation with the provincial governor and
congressman concerned, the NAPOLCOM may suspend or withdraw the deputation of any local
executive for any of the following grounds:

7.1 Frequent unauthorized absences

7.2 Abuse of authority
7.3 Providing material support to criminal elements or
7.4 Engaging in acts damaging to national security or which negate the effectiveness of the
peace and order campaign

CHAPTER 6

POLICE PERSONNEL MANAGEMENT

Learning Objectives: At the end of the chapter, the students will be able to:
1. Define police personnel management and other law enforcement personnel actions such as
recruitment, selection, assignment, training, awards, promotion, retirement, etc.
2. Classify types of law enforcement personnel policies;
3. Distinguish job description to job specification;
4. Recite the PNPs recruitment and selection policies and procedures; and
5. Discuss entirely various police personnel actions from appointment to separation from the
service.

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

A. PERSONNEL MANAGEMENT, Defined

- refers to the management function that concerns promoting and enhancing the development of
work effectiveness and advancement of human resources in the organization, through proper
planning, organizing, directing, coordinating, and controlling activities; related to procurement,
development, motivation, and compensation of employees to achieve organizational goals.

Functions Under personnel Management

1. Personnel Planning – this is the process of analyzing an organization’s human resources need under
changing conditions and developing activities to satisfy these needs.
2. Personnel Recruitment and Selection
3. Appointment, Placement, and Assignment
 35
4. Performance Appraisal
5. Personnel Compensation and Welfare Benefits
6. Career and Employee Development
7. Discipline
8. Separation

Police Personnel Program

Plan of action, formal or informal, designed to implement organization philosophy or creed and
personnel philosophy of central managers concerning people to accomplish organizational objectives.

Humans Wants Essential in Eliciting Maximum Personnel Efficiency

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

Five Areas of Personnel Program

1. Acquisition of competent personnel consists of human resource planning, job description,

specification, recruitment, selection, placement, transfer, separation, etc.

2. Conduct the holding and retaining competent personnel, promoting fair wages, reasonable working
hours, other employees’ benefits.

3. Provide Development and motivation of personnel consists of training, education, appraisal,

promotion, suggestion system, etc.

4. Labor and human relations deal with applying laws and court decisions affecting personnel actions,
proper attitude, courtesy, and behavior of all employees from top to bottom.

5. Efficient program administration deals with the attitude in applying, implementing, and interpreting
organization policies, rules, and regulations.

Personnel Policies

Policy – the general plan of action serves as a guide in the operation of the organization. All the
organization’s policies make up the basic framework of management decisions that set the
course of the organization to follow.

Types of Policies

1. According to their origin

a. Originated Policy – this type of policy comes from top-level management and is intended to set
up guidelines in the organization’s operation. It is usually broad in scope to allow subordinates
officers some latitude in implementing them in minor policies or rules and procedures.

b. Appealed Policy – a policy is borne when problems arise at the lower levels of the organization
and the person in charge does not know how to meet the problem. He then appeals to his
superiors for guidance. The decision made by top management on the matter becomes a
precedent and a guide for future action.

c. Imposed Policy – a policy from government agencies in-laws, administrative orders, rules,
procedures, or contract specifications.
 36

2. According to their subject matter

a. General Statement of Principles – policies stated in broad terms, such as a statement of

objectives, philosophy, or creed.

b. Statement of Procedures – pertains to procedures to be taken in certain situations and are

narrower in scope than the statement of principles. Normally, directions are given, but a specific
solution to a problem is not stated so that the policy may apply to as many situations as possible.

c. Specific Rules – it can cover specific situations. They are more direct and less flexible. While
they can solve specific problems, they can cause more irritations because of their rigid nature.

Communicating Personnel Policies

1. Handbooks
2. Policy Manual
3. Numbered Memoranda and Circulars
4. Bulletin Boards
5. Meetings and conference
Jobs Descriptions and Specifications

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

Job specification – is the statement of the qualification and traits of the worker so that he may perform
the job properly. It specifies the type of employee the job calls for in terms of skills,
experience, training, and other special qualifications.

B. ACQUIRING COMPETENT AND QUALIFIED PERSONNEL

Definitions:

Recruitment – the process of attracting candidates who have the maximum qualifications to be eligible
for the selection procedure.

Selection – process of screening out/eliminating undesirable applicants that do not meet the
organization’s selection criteria.

Appointment – selection by the authority, vested with power, of an individual who exercises the
functions of a given office.

Selection: General Qualifications

(Sec.14 of R.A 8551 amended by R.A 9708)

1. A citizen of the Philippines;

2. A person of good moral conduct;
3. Must have passed psychiatric/psychological drug physical tests to be administered by the PNP or
by NAPOLCOM accredited government hospital to determine physical and mental health.
4. Must possess a formal baccalaureate degree from a recognized institution of learning;
5. Must be eligible in accordance with the standards set by the commission;
6. Must not have been dishonorably discharged from military employment or dismissed for cause
from any civilian position in the government;
7. Must not have been convicted by final judgment of an offense or crime involving moral
turpitude;
8. Height: Male = 1.62m. (5’4”)/ Female = 1.57m. (5’2”)
 37
9. Weight: Not more or less than 5kgs. From the standard weight corresponding to his/her height,
weight, age, and sex; and
10. Age 21 to 30 years old

Recruitment and Selection Procedures

1. Preparation and proper approval of quota allocation: Regular or attrition quota, which is prepared
by the Directorate for Personnel and Records Management (DPRM) and confirmed by
NAPOLCOM
2. Posting/Publication of Notice of Recruitment
3. Submission and acceptance of application folders to the Secretariat of the Unit concerned
4. Evaluation of the application folders by the Secretariat with NAPOLCOM representative
reviews, applicant’s folder to check compliance with Qualification Standards
5. Psychiatric/Psychological Examination (PPE) (MCO No. 2011-004 approved on Feb. 1, 2011, is
now before the PAT)
 For the ranking 150% of the Quota
 Conducted by the Neuro-Psychiatric Section, PNPHS
 Written and oral
 Either RECOMMENDED or NOT RECOMMENDED
 No retake for six months

6. Physical, Medical, and Dental Examination

7. Physical Agility Test (PAT), with the supervision of a NAPOLCOM Representative
 Conducted by designated unit
 Pull-up for men, horizontal bar hang for female
 Two minutes push-ups
 Two minutes sit-ups
 100-meter dash
 1000-meter run
 Passing = 75%
 Absolutely No Retake
8. Drug Test and complete Background Investigation (shall not follow the sequential steps but shall
be conducted on passers only anytime the PPE, PMDE, or PAT but before Final Interview)
9. Essay writing conducted by the Secretariat of the unit with quota
10. Final Interview conducted by the Recruitment and Selection Board
11. Deliberation by the Board
12. Resolution of Appointment
13. Issuance of Appointment (Appointment is temporary in nature)
 The Chief PNP for applicants at the national office
 The PNP Regional Director for applicants at a regional level
 The Director of the concerned NSU for applicants of that unit

14. Oath Taking

15. Certification by the NAPOLCOM
16. CSC Attestation
17. Issuance of Order and Designation of Account Numbers
18. Assignment of Badge Number
19. Addition to the PNP Roster
20. Addition to the PNP Alpha list
21. Issuance of PNP Identification Cards
22. Payments of Salary to Payroll

The Sequence of Examinations/Tests During the Selection and Appointment of Police Applicant

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

No. 2004-006)
2. Psychiatric/Psychological Examination [(PPE) NAPOLCOM MC No. 2011-004]
 38
3. Complete Character and Background Investigation
4. Complete Physical, Medical, and Dental Examination (PMDE)
 General appearance
 Nose, mouth, and teeth
 Genitals
 Varicose veins
 Arms, legs, hands, and feet
 Eyes
 Respiration
 Circulation
 Brain and nervous system
 Kidneys
5. Physical Agility Test (PAT)
 Pull-up for men, horizontal bar hang for female
 Two minutes push-ups
 100-meter dash
 1000-meter run
6. Final Committee Interview (FCI) aptitude, likability, affability, outside interest, conversational
ability, disagreeable mannerism, etc.

Police Appointment: Kinds of Appointment

1. Permanent – an appointment issued to a police officer after having completed the PSBRC and FTP
for 12 months involving experience and assignment in patrol, traffic, and investigation
(NAPOLCOM MC No. 2005-002)

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

Waiver for Appointment

The age, height, weight, and education requirements for an initial appointment to the PNP may
be waived.

The waiver issued by the NAPOLCOM en banc through the recommendation of the Committee
on Waiver after considering the following:

1. The number of qualified applicants falls below the minimum quota;

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

Special Waiver and Preferential Consideration for Appointment in the PNP

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

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

b. A waiver for height requirement shall be automatically granted to applicants belonging to the
cultural communities. (Sec. 15, R.A 8551)
 39
2. Grant of Preferential Consideration for Appointment in the PNP to the Widow/Widower, or Any
of the Beneficiaries, of a PNP Member, who Died or Incurred Total Permanent Disability while
in the Performance of Duty

a. The widow/widower has the priority in the recruitment. However, he/she can waive said
privilege in favor of any one of the qualified beneficiaries

b. If said widow/widower, or beneficiary, possesses highly technical qualifications, she/he may

be considered for lateral entry to the PNP

Appointment of Officers via Lateral Entry

1. Those with highly TECHNICAL QUALIFICATIONS applying for PNP technical services,
such as dentist, optometrist, nurses, engineer, and graduates of forensic sciences, shall be
appointed Inspectors; while Doctor of Medicine, members of the Bar, and chaplain shall be
appointed to the rank of Senior Inspector in their particular technical services.
2. GRADUATES OF THE PNPA shall be automatically appointed to the rank of Inspector.
3. LICENSED CRIMINOLOGIST may be appointed to the rank of inspector to fill up the vacancy
after promotion from the ranks are completed (See NAPOLCOM MC No. 2003-010)

Note: The applicant must possess other qualifications prescribed under Sec. 14, R.A 8551 and must
meet the height, weight, and age.

Appointing Authority and Manner of Appointment

1. Pat to PEMS – appointed by the RD or by the C/PNP for the national headquarters personnel and
attested by the CSC.

2. PLT to PLTCOL – appointed by the C/PNP, as recommended by their immediate superiors, and
attested by the CSC.

3. PCOL to PLTGEN – appointed by the president upon recommendation of the C/PNP, with proper
endorsement by the Chairperson of the CSC.

4. PGEN – appointed by the President from among the SENIOR OFFICERS, down to the rank of
BGEN.

HOLDING AND MAINTAINING A COMPETENT WORKFORCE

1. Compensation and Salary Grade – National Budget Circular No. 574

2. Longevity pay and Allowances

Uniformed personnel of the PNP are entitled to a longevity pay of ten (10%) percent of their
basic monthly salary for every five (5) years of service, which is reckoned from the personnel’s original
appointment date. Provided that the totality of such longevity pay shall not exceed fifty percent (50%)
of the basic pay. The likewise entitled the following:

 Subsistence allowance
 Quarter allowance
 Clothing allowance
 Cost of living allowance
 Hazard pay; and
 All other allowances as provided by existing laws (Sec 71, R.A 6975)

Welfare Benefits

1. Health Benefits: PNP Health Service

 40
 Reimbursement of Hospitalization and Reasonable Medical Expenses
 Mandatory Medical Examination with complete laboratory workup
 Regular aerobic physical activities
 Advocacy on lifestyle modification and diet counseling (Section 70, R.A 6975)

2. Permanent Physical Disability Benefits

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

Moreover, uniformed personnel and/or their heir shall be entitled to all benefits relative to
said personnel’s death or permanent incapacity, as provided under R.A 6975 and/or other existing
laws. (Section 76, R.A 6975)

Grounds for Compensability

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

 The PNP member must have been injured at the place of his work requires him to be and must
have been performing his official function;
 If the death or injury is sustained elsewhere, the PNP must have been executing lawful order
from his COP or his supervisor, as the case may be;
 The death or injury because of the performance of his official duty.

2. For the sickness and the resulting disability or death to be compensable, the sickness must result from
an occupational disease as determined by the Commission; otherwise, proof must be shown that the risk
of contracting the disease is increasing by the working conditions.

3. Retirement Benefits

PNP personnel are entitled to monthly retirement pay of 50% of the base pay and longevity pay
of the retired grade in case of 20 years in service, INCREASINGLY by 2.5% for every year of active
service rendered beyond 20years to a maximum of 90% for 36 years of service and over: Provided, that
the uniformed member has the option to receive in advance and in LUMP SUM his/her retirement for the
first 5years, which shall be made within 6months from the effectivity date of his retirement.

4. Retirement in the Next Higher Rank

5. Special Financial Assistance

6. Exemption from Attachment and Taxes

Recognition and Incentive System

PNP AWARDS, CITATION BADGES, GRANTING AUTHORITY & INCENTIVES

(NAPOLCOM MC NO. 93-018)

AWARDS GRANTING INCENTIVES

AUHTORITY
Scholarship of ALL
qualified Children at
1 Medalya ng Kagitingan PRESIDENT PNPA, P1,000.00
(Medal of Valor) cash and Parade
Honors at GHQ PNP
 41
& HRECOMs
Scholarship of ONE
Medalya ng Kabayanihan DILG (1) dependent at
2 (PNP DISTINGUISHED CONDUCT SECRETARY PNPA & P900.00
MEDAL) cash
3 Medalya ng Katapatan sa Paglilingkod
(PNP DISTINGUISHED SERVICE CHIEF PNP Cash of P500.00
MEDAL)
4 Medalya ng Katapangan CHIEF PNP Cash of P500.00
(PNP BRAVERY MEDAL)
Medalya ng Katangitanging Gawa Tour for two (2) of
5 (PNP OUSTANDING CHIEF PNP RECOM Hqs and
ACHIEVEMENT MEDAL) Parade Honors at
GHQ PNP
Medalya ng Pambihirang Paglilingkod
6 (PNP SPECIAL SERVICE MEDAL) CHIEF PNP
7 Medalya ng Kadakilaan RD/DSS Cash of P400.00
(PNP HEROISM MEDAL)
Medalya ng Katangitanging Asal One week service
8 (PNP OUSTANDING CONDUCT RD/DSS credits
MEDAL)
Medalya ng Kagalingan Cash of P200.00 and
9 (PNP MEDAL OF MERIT) RD/DSS service credit of one
(1) day
10 Medalya ng Kasanayan RD/DSS Leave credits of four
(PNP EFFICIENCY MEDAL) (4) days
Medalya ng Papuri RD/DSS Leave credits of three
11 (PNP COMMENDATION MEDAL) (3) days
Medalya ng Sugatang Magiting RD/DSS P600.00 cash & leave
12 (PNP WOUNDED PERSONNEL credits of five (5)
MEDAL) days
13 Medalya ng Ugnayang Pampulisya RD/DSS Leave credits of three
(PNP RELATIONS MEDAL) (3) days
14 Medalya ng Mabuting Asal RD/DSS Leave credits of three
(PNP GOOD CONDUCT MEDAL) (3) days
15 Medalya ng Paglilingkod RD/DSS Service credits of
(PNP SERVICE MEDAL) three (3) days
Medalya ng Paglaban sa Manliligalig
16 (ANTI-DISSIDENCE MEDAL) RD/DSS
17 Medalya ng Pagtulong sa mga
Nasalanta (PNP DISSASTER RELIEF RD/DSS
REHABILITATION MEDAL)
18 Tsapa sa Natatanging Unit CHIEF PNP
(PNP UNIT CITATION BADGE)
19 Medalya ng Paglilingkod sa Luzon RD/DSS
(LUZON CAMPAIGN MEDAL)
20 Medalya ng Paglilingkod sa Visayas RD/DSS
(VISAYAS CAMPAIGN MEDAL)
Medalya ng Paglilingkod sa Mindanao RD/DSS
21 (MINDANAO CAMPAIGN MEDAL)
Mga Tsapa ng Kuwalipikasyon RD/DSS
22 (PNP QUALIFICATION BAGDES)

EDUCATION AND TRAINING

1. The Philippine Public Safety College [(PPSC) Sections 66-67 R.A 6975]
 42
Component Institutions

a.) National Police College (NPC) – the lead agency for commissioned public safety officer’s
career training.

b.) National Crime Research and Training Institute (NCRTI) – the lead agency for
criminological research and technical training for the public safety services.

c.) Philippine National Police Academy (PNPA) – provides preparatory education and training for
the development of potential police, fire, and jail officers.

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

e.) Fire National Training Institute (FNTI) – the lead agency for fire services career and specialist
training.

f.) Jail National Training Institute (JNTI) – the lead agency for correctional service career and
specialist training.

2. Types of Training in the PNP

a. Basic Recruit Training

A PPSC and NAPOLCOM prescribed training program is completed for not less than six (6)
months and typically consists of 40 hours of scheduled instructions.

b. Field Training

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

c. In-Service Training

 JLC (Junior Leadership Course) for Pat to PSSg

 SLC (Senior Leadership Course) for PMSg to PEMS
 PBC (Police Basic Course) Preparation for Officer’s Basic Course
 OBC (Officer’s Basic Course) for PLt to PMAJ
 OAC (Officer’s Advance Course) for PMAJ to PCOL
 OSEC (Officer’s Senior Executive Course) for PLTCOL and above
 DSC (Directorial Staff Course) for PMGEN and others higher in rank

d. Department In-Service Program

Roll-Call Training – the instructional course of several hours a day concerning departmental activities.

Supervisory Development, Specialized, or Technical Training – it involves seminars or special

sessions on criminal investigations, traffic control, etc.

e. National and International Conventions on Policing (NAPOLCOM MC No. 1995-025)

f. Other trainings conducted by law enforcement units or agencies

PROMOTION
 43
The movement upward from one classification or rank to another carrying higher pay and more
responsibility.

Promotion Policy

Promotion of personnel action are aligned towards:

1. Recognition of good performance in the service
2. Potential to discharge more significant duties and responsibilities in the next higher degree.

Requirements for Promotion

1. Education
2. Experience
3. Training
4. Eligibility

Two-fold Goals of a Sound Promotion Policy

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

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

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

2. Special/Meritorious
Principles
- Exhibited acts of conspicuous courage and gallantry at the risk of his/her life above and beyond
the call of duty

- Validated by the NAPOLCOM based on establish criteria (Sec. 38 (b), R.A 6975 as amended)

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

- Must be transmitted to the NAPOLCOM within (1) year from the time of the occurrence of the
deed

Acts Amounting to Conspicuous Courage and Gallantry

A deed of personal bravery and self-sacrifice above and beyond the call of duty, e.g.,
overwhelming number and firepower of the enemy against the PNP, infiltration of enemy’s hideout,
shootouts in robbery at the PUVs rescue/disaster operations and saves lives.

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

Notes: Only OPERATIONAL accomplishment merits special promotion. It must be supported by the
affidavit of two (2) eyewitnesses to the deed or act cited if none by a sworn statement of the immediate
superior.
 44
Waiver of Certain Requirements for Special Promotion
a. For Non-Officers (PNCOs) – educational attainment, eligibility, training, and experience
b. For Officers (PCOs) – experience (time-and-grade)

3. Promotion by Virtue of Position

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

Mandatory Requirements for Promotion

1. Educational Attainment
2. Completion of Appropriate Training Course, such as:
a. MNSA or related/allied Master’s Degree for BGEN and above;
b. OSEC (Officer Senior Executive Course) for PLTCOL to PCOL;
c. OAC (Officers Advance Course) for PMAJ
d. OBC (Officers Basic Course) for PLT to PCPT;
e. BSPS (Bachelor of Science in Public Safety) for PLT;
f. OCC (Officers Candidate Course) for PEMS;
g. SLC (Senior Leadership Course) for PSMS to PCMS
h. JLC (Junior Leadership Course) for PSSg to PMSg
i. PSBRC (Public Safety Basic Recruit Course) for Pat to PCpl

3. Experience/Time-in-Grade (NAPOLCOM MC 2013-501)

2 years PCOL to PBGEN

3 years PLTCOL to PCOL
3 years PMAJ to PLTCOL
3 years PCPT to PMAJ
3 years PLT to PCPT
3 years PEMS to PLT
2 years PCMS to PEMS
2 years PSMS to PCMS
2 years PMSg to PSMS
3 years PSSg to PMSg
2 years PCpl to PSSg
2 years Pat to PCpl

Note: Through NAPOLCOM’s recommendation, the President has the prerogative to promote PBGEN-
PGEN without requiring experience or time-in-grade.

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

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

Appointing Authority in Promotion (NAPOLCOM MC No. 93-004)

GRADE AUTHORITY
PGEN President
PCOL-PLTGEN President
PLT-PLTCOL PNP Chief
Pat-PEMS RD/Director of various support groups or
services
 45
Police Assignment/Designation and Placement

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

Placement – refers to the selection and designation of an officer to a critical position of responsibility.

Power to Make Designation or Assignment

- CPNP, RD, PD, and COP (Section 26 of R.A 6975)
- Governor and Mayor (Section 51, 62-64 of R.A 6975)

Assignment of Officers Appointed via Lateral Entry

Line Officers – they are assigned to the PROs where they applied for lateral entry. Line Officers are
PCOs who are mandated to perform essential and purely police functions, i.e., law
enforcement, crime prevention and investigation, intelligence, internal security
operations, and relative administrative work who were commissioned initially and/or
absorbed into the PNP by virtue of R.A 6975, and SPO4s promoted to the rank of
Inspector/PLT

Technical Services Officers – they will be assigned exclusively to the technical services of the PNP
where they were recruited or commissioned. They are exempted from taking mandatory
officer’s training courses but required to take career service courses to their field of
specialization to enhance their professional advancement and service efficiency (MC 94-
019).

– are PCOs who were initially commissioned to the PNP, either directly or
through lateral entry, by virtue of their special technical skills and competencies, such as
medical officers, dentists, nurses, lawyers, priests and pastors, forensic specialists,
licensed criminologists, nutritionists, etc.

SEPARATION FROM THE SERVICE

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

Section 24 of R.A 8551 provides that “there shall be established an established system of
Attrition within the Uniformed Members of the PNP within one (1) year from the effectivity of this
Act to be submitted by the PNP to the Commission for approval. Such attrition system shall include
but is not limited to the provisions of the following sections”.

Notes: The subsequent provisions of R.A 8551 concerning attrition, such as Sections 25, 26, 27, 28, 29,
and 30, provide guidelines on its implementation which the NAPOLCOM is mandated to perform.

Kinds of Attrition

a. Attrition by attainment of maximum tenure in position

POSITION MAXIMUM TENURE

Chief 4 years
Deputy Chief 4 years
Director of Staff Services 4 years
Regional Directors 6 years
Provincial/City Directors 9 years
 46
b. Attrition by relief
Relieved for just cause and not given an assignment within 2 years after relief.

c. Attrition by demotion in position

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

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

e. Attrition by other means such as:

- Inefficiency based on poor performance during two successive annual rating periods;
- Inefficiency based on poor performance during three cumulative annual rating periods;
- Physical and mental incapacity to perform police functions and duties;
- Failure to pass the required entrance examination twice and/or finish the required career
courses except for justifiable reasons;
- Refusal to take periodic PNP Physical Fitness Test without justifiable reasons;
- Failure to take the PNP Physical Fitness Test for four consecutive periodic tests due to
health reasons
- Failure to pass PNP Physical Fitness Test for two consecutive periodic test or four
cumulative periodic tests

- Non-compliance with the minimum qualification standards for permanency or original

appointment.

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

a. RETIRED if he or she has rendered at least twenty (20) years of service.

b. SEPARATED if he or she has rendered less than twenty (20) years of service unless the
personnel is disqualified by law to receive such benefits.

2. Retirement
Kinds;
a. Compulsory – a retirement for PCO and PNCO of the PNP upon attaining age fifty-six (56).

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

3. Death and Permanent Physical Disability

Disability – the loss or impairment of the normal functions of the physical or mental faculties of an
employee, which reduces his/her capacity to continue with his present employment
(NAPOLCOM MC No. 2001-006).

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

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

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

5. Missing Person
 47
Any uniformed personnel who, while in the performance of duty or because he was an
officer of the PNP, BFP, BJMP, is officially confirmed missing in action, kidnapped or captured by
lawless elements shall, while so absent, be entitled to receive or to have credited to his account the
same pay and allowances to which such officer or a uniformed member was entitled at the time of
the incident:
PROVIDED, that the compulsory retirement of a person missing in action shall be
processed to allow the members of the next kin to enjoy the retirement benefits: PROVIDED
FURTHER, that should be the CPNP, BFP, BJMP as the case may be, upon the recommendation of
the proper authority and/or immediate supervisor, subsequently determine that the officer or
uniformed member concerned or his heirs shall reimburse the PNP, BFP or BJMP all such amount
and allowances received by him. (Section 78, R.A 6975).

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

7. Performance of Prohibited Acts

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

POLICE EXAMINATION SYSTEM

The NAPOLCOM shall administer the entrance and promotional examinations for policemen. It
shall also design and establish qualifications upgrading program for the members in coordination with
CSC and the CHED through education program and/or an in-service education program or other similar
programs. (Sec. 19, R.A 8551)

1. NAPOLCOM Examinations (NAPOLCOM MC No. 2000-007)

- PNP Entrance Examination
- Police Officer Examination
- Senior Police Officer Examination
- Police Inspector Examination
- Police Superintendent Examination
2. Licensure Examinations for Criminologists (R.A 11131)
3. Bar and Board Examinations of Baccalaureate Degree (R.A 1080)
4. CS Professional

POLICE CADETSHIP PROGRAM (NAPOLCOM 2008-001)

The cadetship program of the PNP is administered by the Philippine National Police Academy
(PNPA), which was initially established by virtue of section 19, Presidential Decree 1184 otherwise
known as the INP Professionalism Law of 1977.

Privileges After Graduation (MC 2008-001)

1. Automatic appointment as Commissioned Officer of the PNP, BFP, and BJMP with the rank of
Inspector/PLT.

2. Testimonial eligibility for such automatic appointment. However, it cannot be used for promotion.

3. Exemptions from mandatory Field Training Program (FTP)

 48

CHAPTER 7

SPECIALIZED LAW ENFORCEMENT AGENCIES

Learning Objectives: At the end of the chapter, the students will be able to:
1. Identify and discuss other law enforcement agencies vested with special powers to enforce laws
and investigative crimes and their relationship with the PNP
2. State the legal basis of the creation, powers, and functions of the National Bureau of Investigation
(NBI), Philippine Drug Enforcement Agency (PDEA), Philippine Coast Guard (PCG), Bureau of
Immigration and Deportation (BID), and the Airport Police Department (APD).
3. Describe the powers and functions of the NBI, PDEA, PCG, BID, and APD; relate, differentiate,
and harmonize these powers and functions with that of the PNP; and
4. Apply, appraise, and infer how the mandates of the various law enforcement agencies would work
in the maintenance of peace and order, public safety, and national security.

This final chapter presents the various law enforcement agencies in different branches of the
Philippine government that are mandated to enforce specific laws or statutes affecting the public safety,
national security, and peace and order of the nation.

A. THE NATIONAL BUREAU OF INVESTIGATION (NBI)

- A line agency under the Department of Justice and serves as the premier investigative agency of
government.
- A Director heads it and with an Assistant Director
- 6 Deputy Directors for
 Special Investigation Services (SIS)
 Regional Operations Services (ROS)
 Intelligence Services (IS)
 Technical Services (TS)
 Administrative Services (AS)
 Comptroller Services (CS)

- Its territorial jurisdiction is national in scope, and its power to investigate cases extends to all
municipalities, cities, and provinces of the entire Philippine Archipelago.
 49
Legal Basis of the National Bureau of Investigation

Commonwealth Act No. 181 (November 13, 1936) saw the inception of the National Bureau of
Investigation, called initially Division of Investigation (patterned after the US Federal Bureau of
Investigation).

Republic Act No. 157 (June 19, 1947) reorganized the Division of Investigation into the Bureau
of Investigation under the Department of Justice (DOJ).

Executive Order No. 94 (October 4, 1987), the Administrative Code of 1987, provided for the
organizational structure and operation of the DOJ and its attached agencies, including the NBI.
Republic Act No. 10867 (July 23, 2016), otherwise known as the “National Bureau of
Investigation Reorganization and Modernization Act”.

Powers and Functions of the National Bureau of Investigation

(S-4, R.A 10867)

1. Undertake investigation and detection of crimes and offenses enumerated under Section 5 hereof;
2. Issue subpoena for the appearance of any person for investigation or production of documents,
through its officers from the ranks of Regional Director to Director;
3. Act as a national clearing house of criminal records and other related information for the benefit
of the government;

4. Render technical assistance to government agencies and instrumentalities, when so requested;

5. Extend assistance in cases involving extradition and mutual legal assistance, when requested by
the Department of Justice;
6. Establish an NBI Academy which shall be responsible for the recruitment, training, and
development of all NBI agents and personnel, among others;
7. Establish and maintain a Forensic and Scientific Research Center which shall serve as the
primary center for forensic and scientific research in furtherance of scientific knowledge in
criminal investigation, detection, evidence collection, and preservation, and provide the
necessary training therefor;
8. Establish and maintain a Cyber Investigation and Assessment Center which shall serve as the
nerve center for computer information technologies, data on cybercrime cases, computer
intrusion, threats, and other related crimes or activities;
9. Establish and maintain an integrated, comprehensive, and state-of the -art network of equipment
and facilities to be used by the NBI in its criminal investigation, detection, and evidence
gathering, and to provide the corresponding training in this regard
10. Request the assistance of the Philippine National Police (PNP), Armed Forces of the Philippines
(AFP), or any other agency of the government, including government-owned and /or -controlled
corporations, in its anti-crime drive. Such assistance may include the use of the agency’s
personnel and facilities upon prior approval by the head of the agency concerned
11. Conduct intelligence operations in furtherance of the foregoing powers and functions
12. Enter into any contract or transaction for the acquisition, ownership, possession, administration,
lease, disposition, or acceptance of real or personal property in its name, subject to the approval
of the Secretary of Justice
13. Establish a modern NBI Clearance and Identification Center containing all derogatory and
criminal records and civilian identification records, including their identifying marks and
characteristics and fingerprint database, as well as dental records under Presidential Decree No.
1575, entitled “Requiring Practitioners of Dentistry to Keep Records of Their Patients”
14. Maintain, for purposes of investigative and forensic requirements of the NBI, relevant database
such as ballistics records of firearms including, but not limited to, data ownership, possession,
and other related identifying circumstances; and Deoxyribonucleic Acid (DNA) databank; and
15. Perform such other functions as the President or the Secretary of Justice may assign.

Primary Investigative Jurisdiction of the NBI (S-5, R.A 10867)

1. Human Trafficking cases in all airports in the Philippines

 50
2. Extrajudicial/Extra-legal killings committed by the state’s security forces against media
practitioners and activities
3. Killings of justices and judges
4. Violation of Republic Act No. 10175, otherwise known as the “Cybercrime prevention Act”
5. Cases referred by the Inter-Agency Anti-Graft Coordinating Council (IAGCC)
6. Violations of the Anti-Dummy Law
7. Cases involving threats to security or assaults against the persons of the President, Vice
President, Senate President, Speaker of the House of Representatives, and Chief Justice of the
Supreme Court
8. Transnational crimes pursuant to existing international agreements
9. Identification of the dead/victims in case of mass fatality incidents caused by natural disasters
10. Violations of commercial, economic, and financial or white-collar crimes such as, but not limited
to, those punishable under Republic Act No. 8792, otherwise known as “E-Commerce Act of
2000”, Republic Act No. 8484, otherwise known as “Access Devices Regulations Act of 1998”,
Republic Act No. 8293, otherwise known as” Intellectual Property Code of the Philippines”,
Republic Act No. 8799, otherwise known as “Securities Regulation Code”, Presidential Decree
No. 1689, otherwise known as “Decree Increasing the Penalty for Certain Forms of Estafa”, and
other similar penal statutes that Congress may enact; and
11. Any crime when the public interest so requires as directed by the President or the Secretary of
Justice.

Qualifications for NBI Agents (S-8, R.A 10867)

1. Citizen of the Philippines

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

B. THE PHILLIPINE DRUG ENFORCEMENT AGENCY (PDEA)

- The lead anti-drug law enforcement agency responsible for preventing, investigating, and
combating any dangerous drugs, controlled precursor, and essential chemicals within the
Philippines.

- It is headed by a Director General (DG) with the Cabinet rank of Undersecretary, who is
responsible for the general administration and management of the agency. Two Deputies
Director-General assists the Director General with the rank of Assistant Secretary: one for
Administration (DDGA) and the other one for Operations (DDGO).

The office of the Director-General is also supported by the Secretary for Directorial Staff, Chief
of Public Information Office (PIO), Chief of Information Technology Systems Management Office
(ITSMO), and Chief of Chemical Audit and Management Unit (CAMU).

Director General – is responsible for the necessary changes in the organizational set-up submitted to the
DDB for approval.

The PDEA is consists of national staff services and regional offices to witness:

Administrative Staff
- Administrative and Human Resource Service (AHRS)
- Financial Management Service (FMS)
- Internal Affairs Service (IAS)
Operational Staff
 51
- Investigation and Intelligence Service (IIS)
- Plans and Operations Service (POS)
- Legal and Prosecution Service (LPS)
- Compliance Service (CS)
- International Cooperation and Foreign Affairs Service (ICFAS)
- Preventive Education and Community Involvement Service (PECIS)
- Special Enforcement Service (SES)
- Laboratory Service (LS)

Regional Service

It consists of 17 Regional Offices headed by Directors in the different regions of the country,
responsible for implementing R.A 9165, and the agency’s policies, programs, and projects in different
regions.

PDEA Academy

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

Legal Basis of the Philippine Drug Enforcement Agency

PDEA was established by virtue of Republic Act No. 9165, or the Comprehensive Dangerous
Drugs Act of 2002, on June 7, 2002, and it took effect on July 4, 2002. The law defines more concrete
courses of action for the national antidrug campaign, imposes heavier penalties all offenders, and what
do you organize the Philippine drug law enforcement system. While the Dangerous Drugs Board remains
as the policymaking and strategy-formulating body in planning and formulation of policies and programs
on drug control and prevention, it created the Philippine Drug Enforcement Agency under the Office of
the President.

The R.A. 9165 abolished the National Drug Law Enforcement and Prevention Coordinating
Center created under Executive Order No. 61, The Narcotics Group of Philippine National Police (PNP-
NG), Narcotics Division of National Bureau of Investigation (NBI-ND), and the Customs Narcotics
Interdiction Unit of the Bureau of Customs (BOC-CNIU).

Under Executive Order No. 206 dated May 15, 2003, these law enforcement agencies have
organized the following anti-illegal drugs task force to support the PDEA.
 Philippine National Police – Anti-Illegal Drugs Special Operation Task Force (PNP-AIDSOTF)
 National Bureau of investigation – Anti-Illegal Drugs Task Force (NBI-AIDTF)
 Bureau of Customs - Customs Task Group/Force in Dangerous Drugs and Controlled Chemicals
(BOC-CTGFDDCC).

Powers and Functions of the PDEA (S-84, R.A 9165)

1. Implement or cause the efficient and effective implementation of the national drug control is
strategy formulated by the board, thereby carrying out a national drug campaign program which
shall include drug law enforcement, control, and prevention campaign with the assistance of
concerned government agencies.

2. undertake the enforcement of the provisions of Article II of this Act relative to the unlawful acts
and penalties involving any dangerous drug and/or controlled precursor and essential chemical
and investigate all violators and other matters involved in the commission of any crime relative
to the use, abuse, or trafficking of any dangerous drug and/or controlled precursor and essential
chemical as provided for in this Act and the provisions of Presidential Decree 1619.
 52

3. Administer an oath, issue subpoena and subpoena duces tecum relative to the conduct of
investigation involving the violations of this Act.

4. Arrest and apprehend as well as search all violators and seize or confiscate the effects or
proceeds of the crimes as provided by law and take custody of thereof, for this purpose, the
prosecutors and enforcement agents are authorized to possess firearms, following existing laws.

5. Take charge and have custody of all dangerous drugs and/or controlled precursors and essential
chemicals seized, confiscated, or surrendered to any national, provincial, or local law
enforcement agency if no longer needed for purposes of evidence in court.

6. Establish forensic laboratories in each PNP office in every province and city to facilitate action
on seized or confiscated drugs, thereby hastening its deduction without delay.

7. Recommend to the DOJ the forfeiture of properties and other assets of persons and/or
corporations found to be violating the provisions of this Act and following the pertinent
provisions of the Anti-Money-Laundering Act of 2001.

8. Prepare for prosecution or cause the filing of appropriate criminal and civil cases for violation of
all laws on dangerous drugs, controlled precursors and essential chemicals, and other similar
controlled substances, and assist, support, and coordinate with other government agencies for the
proper and effective prosecution of the same.

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

10. Conduct eradication programs to destroy wild or illegal growth of plants from which dangerous
drugs may be extracted

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

12. Establish and maintain a national drug intelligence system in cooperation with law enforcement
agencies/offices, and local government units that will assist in its apprehension of big-time drug
Lords

13. Establish and maintain close coordination, cooperation, and linkages with international drug
control and administration agencies and organizations, and implement the applicable provisions
of international conventions and agreements related to dangerous drugs to which the Philippines
is a signatory

14. create and maintain an efficient special enforcement unit to conduct an investigation, file
charges, and transmit evidence to the proper court, wherein members of the said unit shall
possess suitable and adequate firearms for their protection in connection with the performance of
their duties: Provided, that no previous special permit for such possession shall be required

15. Require all government and private hospitals, clinics, doctors, dentists, and other practitioners to
submit a report to it, in coordination with the Board, about all dangerous drugs and/or controlled
precursors and essential chemicals which they have attended to for data and information
purposes
 53
16. Coordinate with the Board for the facilitation of the issuance of necessary guidelines, rules, and
regulations for the proper implementation of this Act

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

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

Qualifications for PDEA Agents

1. 21-35 years old

2. 5’2” in height for males; 5’ in height for females
 With NCIP-issued Certificate of Confirmation (COC) if under height
3. Baccalaureate degree holder
4. Eligible for Career Service Second Level Position
 By CS Professional / Board Exam Passer/qualified
 By CSS/under special laws

C. THE PHILIPPINE COAST GUARD (PCG)

- Is an armed and uniformed service tasked primarily with enforcing laws within Philippine
waters, conducting maritime security operations, safeguarding life and property at sea, and
protecting the marine environment and resources.

- It is attached to the Department of Transportation but serves as an attached service of the Armed
Forces of the Philippines in wartime.

- It was used to be with the Armed Forces of the Philippines under the Philippine Navy before it
was transferred to the Department of Transportation.

- The country’s third armed and uniformed service is primarily tasked with enforcing all
applicable laws within the Philippine waters, conducting maritime security operations,
safeguarding life and property at sea, and protecting the marine environment and resources.

- It currently maintains a presence throughout the archipelago, with thirteen (13) Coast Guard
Districts, fifty-four (54) Stations, and over one hundred ninety (190) Coast Guard Sub-Stations,
from Basco, Batanes to Bongao, Tawi-Tawi.

- It is headed by the Commandant of the Philippine Coast Guard. It directly reports to the
Secretary of Transportation in maritime law enforcement and reports to the Chief of Navy in
wartime. The Deputy Commandant assists the commandant for Administration and the Deputy
Commandant for Operations.

Its functional command units include:

1. The Maritime Security Command (MARSECOM)

2. Marine Environmental Protection Command (MEPCOM)
3. Maritime Safety Services Command (MSSC)

Its special operations command consists of:

 54
1. Coast Guard Aviation Force/Coast Guard Air Group
2. Special Operations Force
3. Philippine Coast Guard Auxiliary (Civilian support group)

Philippine Coast Guard Officer’s Basic Education and Training Center

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

Legal Basis

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

2. Executive Order 475 (March 30, 1998) separated the Coast Guard from the Philippine Navy due
to the civilian nature of its functions.

3. Executive Order 477 (April 15, 1998) effectively transferred the PCG from the Department of
National Defense to the Office of the President and eventually to the Department of
Transportation and Communications (DOTC).

4. Republic Act 9993. Otherwise known as the ”Philippines Coast Guard Law of 2009”, which
was established as an armed and uniformed service attached to the Department of Transportation
and Communications (DOTC): Provided, that in times of war, as declared by Congress, it will be
or its parts thereof, shall be attached to the Department of National Defense.

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

1. To enforce regulations in accordance with all relevant maritime international conventions,

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

2. To inspections on all merchant ships and vessels, including but shall not be limited to inspections
prior to departure, to ensure and enforce compliance with safety standards, rules, and regulations.

3. To detain, stop or prevent a ship or vessel which does not comply with safety standards, rules,
and regulations from sailing or leaving port.

4. To conduct emergency readiness evaluation on merchant marine vessels

5. Subject to the approval of the Secretary of the DOTC, to issue and enforce rules and regulation
for the promotion of safety and life and property at sea on all maritime-related activities

6. To coordinate, develop, establish, maintain and operate aids to navigation, vessel traffic system,
maritime communications and search and rescue facilities within the maritime jurisdiction of the
Philippines

7. To remove, destroy or low to port, sunken or floating hazards to navigation, including illegal fish
and vessels, at or close to sea lanes which may cause hazards to the maritime environment

8. To issue permits for the salvage of vessels and to supervise all marine salvage operations, as well
as prescribe and enforce rules and regulations governing the same

9. To render aid to persons and vessels in distress and conduct search rescue in marine accidents
within the maritime jurisdiction of the Philippines, including the high seas, following applicable
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international conventions. In the performance of this function, the PCG may enlist the services of
other government agencies and the merchant marine fleet

10. To investigate the inquire into the causes of all maritime accidents involving death, casualties,
and damage to properties

11. To assist in the enforcement of laws on fisheries, immigration, tariff and customs, forestry,
firearms and explosives, human trafficking, dangerous drugs and controlled chemicals,
transnational crimes, and other applicable laws within the maritime jurisdiction of the
Philippines.

12. To board and inspect all types of merchant ships and watercraft in the performance of these
functions

13. To enforce laws and promulgated and administered rules and regulations for the protection of
marine environment and resources from offshore sources of pollution within the maritime
jurisdiction of the Philippines

14. To develop oil spill response, containment, and recovery capabilities against ship-based pollution

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

16. To organize, train and supervise the PCG Auxiliary (PCGA) to assist the PCG in carrying out its
mandated functions

17. To perform such other functions that may be necessary for attaining the objectives of this Act
(RA 9993)

Ranking System

PCG’s line personnel is classified into Commissioned Officer ranks and Non-Commissioned
Officer Ranks to wit:

Commissioned Officer Ranks

1. Admiral (ADM – General

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

Non-Commissioned Officer/Enlisted Ranks

1. First Master Chief Petty Officer (FMCPO) – First Chief Master Sergeant
2. Master Chief Petty Officer (MCPO) – Chief Master Sergeant
3. Senior Chief Petty Officer (SCPO) – Senior Master Sergeant
4. Chief Petty Officer (PPO) – Master Sergeant
5. Petty Officer 1st Class (PO1) – Technical Sergeant
6. Petty Officer 2nd Class (PO2) – Staff Sergeant
7. Petty Officer 3rd Class (PO3) – Sergeant
8. Seaman First Class (SN1) – Corporal
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9. Seaman Second Class (SN2) – Private First Class
10. Apprentice Seaman (ASN) – Private
11. Candidate Coast Guardsman (CCGM) – Candidate Soldier

Qualifications for PCG Personnel

Commissionship/Officer
1. Natural born citizen of the Philippines with good moral character
2. 21-24 years old on the date of the examination
3. Single
4. Minimum height of 5’0” for male and female
5. Baccalaureate degree holder
6. With Professional Civil Service Eligibility with a rating of 82% and above or with PRC license
7. Physically and mentally qualified
8. Has passed the PCG Aptitude Battery Test for Commissionship

Enlistment/Non-Officer
1. Natural born citizen of the Philippines with good moral character
2. 18-26 years old on the date of the examination
3. Single
4. Minimum height of 5’0”
5. Physically and mentally qualified under the existing regulation of the Coast Guard Service
6. College Graduate or has earned 72 units in only one course as reflected in the TOR: or Senior
High School Graduate provided that he/she has completed the TESDA course relevant to the
PCG mandates
7. Has passed the PCG Aptitude Battery Test
D. THE BUREAU OF IMMIGRATION AND DEPORTATION (BID)

- It is the immigration regulatory and control body of the Philippines. The Philippine Immigration
Act was established in 1940 under the administrative supervision of the Office of the President. A
year or so later, it became an attached agency of the Department of Justice. Later, its
administrative control was returned to the Office of the President. In 1948, the Bureau was
reverted to the jurisdiction of the Department of Justice, where it has remained up to the present
time.

- It is composed of the commissioner and his two associate commissioners. The bureau was given
the sole authority to enforce and administer immigration and foreign nationals’ registration laws,
including the admission, registration, exclusion and deportation, and repatriation of foreign
nationals. It also supervises the immigration from the Philippines of foreign nationals.

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

General Functions

1. Acts as the primary enforcement arm under Department of Justice and the President of the
Philippines in ensuring that all foreigners within its territorial jurisdiction comply with existing
laws

2. Assist local and international law enforcement agencies in securing the tranquility of the state
against foreigners of course presence or stay maybe deemed threats the national security, public
safety, public morals, and public health

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

Specific Functions
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In the discharge of its broad functions, the Bureau through its Board of Commissioners exercises
administrative and quasi-judicial powers over the:

1. Regulation of the entry (arrival), stay (sojourn), and exit (departure) of foreign nationals in the
country.
2. Monitoring of the entry and exit of Filipino citizens in compliance with Philippine laws and
other legal procedures
3. Issuance of immigration documents and identification certifications of non-immigrant,
immigrant, and special non-immigrant visas
4. Issuance of special permits in relation to the enforcement of immigration laws (e.g., Special
Work Permit (SWP), Provisional Permit to Work (PPW), Special Study Permit (SSP), re-entry
permits, clearances, etc.).
5. Extension of stay of temporary visitors and implementation of changes of status as provided by
law
6. Administrative determination of citizenship and related status
7. Investigation, hearing, decision, and execution of orders on explosion, deportation, and
repatriation of foreign nationals.
8. Implementation of Hold Departure Orders, Blacklist, Watchlist, Immigration Lookout Bulletin
Orders and Alert List Orders
9. Cancellation of immigration documents upon violation of immigration laws and procedures
10. The investigation, arrests, and detention of foreigners in violation of immigration regulation and
other Philippine laws
11. Accreditation of schools and learning institutions that can officially accept and enroll foreign
students
12. Accreditation of law firms, liaison officers, travel agencies, and other individuals and
organizations transacting with the Bureau of Immigration
Qualifications for Immigration Officers
1. Less than 36 years old
2. Civil Service Professional Eligibility
3. Of good moral character
4. Must pass the qualifying exams
5. Physically fit to undergo intensive training
6. College degree from a reputable school

E. AIRPORT POLICE DEPARTMENT (APD)

Manila International Airport Authority (MIAA)

- Is a government agency responsible for managing the Ninoy Aquino International Airport
(NAIA).

- It is organized as a government-owned and controlled corporation under the Department of

Transportation and Communication (DOTC) as an attached agency.

- It was created under Executive Order (EO) 778 (s.1982), otherwise known as the (Charter of
the Manila International Airport Authority).

- it was originally tasked, among others, formulate a comprehensive and integrated policy and
program for Manila International Airport (now the Ninoy Aquino International Airport) and
other airports in the Philippines, and to implement, review and upgrade such policy and
program periodically; in control, supervise, contract, maintain, operate and provide such as
facilities or services as shall be necessary for its efficient functioning.

Functions, Powers, and Duties of MIAA (S-5, EO 778)

1. Formulate, in coordination with the Bureau of Air Transportation and other appropriate
government agencies, a comprehensive and they grade that policy and program for the
AIRPORT and other airports in the Philippines, subject to the approval of the Minister of
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Transportation and Communication, and to implement, review and upgrade such policy and
program periodically

2. Control, supervise, construct, maintain, operate and provide such facilities or services as shall be
necessary for the efficient functioning of the AIRPORT.

3. Promulgate rules and regulations governing the planning, development, maintenance, operation,
and improvement of the AIRPORT, and to control and supervise the construction of any
structure or the rendition of any service within the AIRPORT

4. Sue and be sued in its corporate name

5. Adopt and use a corporate SEA
6. Succeed by its corporate name
7. Adopt its By-Laws, and to amend or repeal the same from time to time
8. Execute or enter into contracts of any kind or nature
9. Inquire, purchase, own, administer, lease, mortgage, sell or otherwise dispose of any land,
building, airport facility, or property of whatever kind and nature, whether movable or
immovable or any interest therein
10. Exercise the power of eminent domain in the pursuit of its purposes and objectives
11. Levy and collect dues, charges, fees or assessments for the use of the AIRPORT premises,
works, appliances, facilities or concessions, or for any service provided by the AUTHORITY,
subject to the approval of the Minister of Transportation & Communications in consultation with
the Minister of Finance
12. Invest its idle funds, as it may deem proper, in government securities and other evidence of
indebtedness
13. Provide services, whether on its own or otherwise, within the AIRPORT and the approaches
thereof, which shall include but shall not be limited to the following;
- Aircraft movement and allocation of parking areas of aircraft on the ground
- Loading or unloading on aircraft
- Passenger handling and other service directed towards the care, convenience, and security of
passengers, visitors, and other airport users
- Sorting, weighing, measuring, warehousing, or handling of baggage and goods.
14. Perform such other acts and transact such other business, directly or indirectly necessary,
incidental, or conducive to the attainment of the purposes and objectives of the AUTHORITY,
including the adoption of necessary measures to remedy congestion in the AIRPORT
15. Exercise all the powers of a corporation under the Corporation Law, insofar as these powers are
not inconsistent with the provisions of this Executive Order.

Police Authority Exercised by the MIAA (S-5, EO 778)

The MIAA has the power to exercise such police authority as may be necessary within its
premises or area of operation to carry out its functions and attain its purposes and objectives, WITHOUT
PREJUDICE to the exercise of functions within the same premises by the Ministry of National Defense
through the Aviation security Command (AVSECOM) as provided in LOI 961; PROVIDED, it may
request the assistance of law enforcement agencies, including a request for deputization as may be
required.

Such police authority shall be exercised in connection with the following, among others:

1. Maintenance of security to passengers, cargoes, aircraft, airport equipment, structures, facilities,

personnel, funds, and documents
2. Regulating the entry to, exit from, and movement within the AIRPORT
3. Maintenance of peace and order within the premises of the AUTHORITY in coordination with
local police authorities and other authorized peace-keeping entities within the AIRPORT
4. Regulation and supervision of private security agencies operating in the AIRPORT
5. Enforcement of rules and regulations promulgated by the Authority under law.

Ranking System
Ranks for Official Personnel
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- Airport Police Senior Superintendent
- Airport Police Superintendent
- Airport Police Chief Inspector
- Airport Police Senior Inspector
- Airport Police Inspector
Ranks for Non-Official Personnel
- Airport Police Officer III
- Airport Police Officer II
- Airport Police Officer I

Qualifications Standards for MIAA Police Personnel

1. B.S Criminology Graduate

2. Career Service Professional Eligible or R.A 1080
3. Male and Female ages must not be less than 21 nor more than 29 years old
4. Height – Male 1.40 meters (5’5”)
5. Height – Female 1.35 meters (5’3”)
6. Weight not more or less than 5kgs from standards weight corresponding to his/her height, age,
gender