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SOUTH EAST ASIAN INSTITUTE OF TECHNOLOGY, INC.

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CRIMINOLOGY DEPARTMENT

___________________________________________________

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LEARNING MODULE

FOR

LEA 121: LAW ENFORCEMENT ORGANIZATION & ADMINISTRATION

INTER-AGENCY APPROACH AS PROVIDED BY CMO #05 SERIES OF 2018

_____________________________________________________

WEEK 7

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COURSE OUTLINE

COURSE CODE : LEA 121

TITLE : LAW ENFORCEMENT ORGANIZATION AND

ADMINISTRATION

TARGET POPULATION : First year Criminology Students

INSTRUCTOR : CHRIS V. PERALES, RCrim

Overview:

The course covers the organizational set-up of relevant various law enforcement and public

safety agencies, as legal mandate, functions and responsibilities, and its functional relations,

coordination and cooperation with other Law Enforcement and public safety agencies.

GETTING STARTED:

GETTING STARTED:

(WEEK 7&8)
Specific Objectives: At the end of this lessons, the student should be able to

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understand the following:

1. To identify the Police Operational Planning process.

2. To understand the meaning of operational planning and plan.

3. To understand the classification of Police Plan.

POLICE OPERATIONAL PLANNING

What is a Plan?

 A plan is an organize schedule or sequence by methodical activities intended to

attain a goal and objectives for the accomplishments of mission or assignment. It

is a method or way of doing something in order to attain objectives. Plan provides

answer to 5W’s and 1 H.

What is Planning?

 Planning is a management function concerned with visualizing future situations,

making estimates concerning them, identifying issues, needs and potential

danger points, analyzing and evaluating the alternative ways and means for

reaching desired goals according to a certain schedule, estimating the necessary

funds and resources to do the work, and initiating action in time to prepare what

may be needed to cope with the changing conditions and contingent events.

Planning is also the process of preparing for change and coping with uncertainty

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formulating future causes of action; the process of determining the problem of the

organization and coming up with proposed resolutions and finding best solutions.

• The process of combining all aspects of the department and the realistic

anticipation of future problems, the analysis of strategy and the correlation of strategy to

detail.

• The conceptual idea of doing something to attain a goal or objective.

What is Police Planning?

 Police Planning is an attempt by police administrators in trying to allocate

anticipated resources to meet anticipated service demands. It is the systematic

and orderly determination of facts and events as basis for policy formulation and

decision affecting law enforcement management.

What is Operational Planning?

 Operational Planning is the use of a rational design or pattern for all

departmental undertakings rather than relying on chance in an operational

environment. It is the preparation and development of procedures and

techniques in accomplishing of each of the primary tasks and functions of an

organization.

What is Police Operational Planning?

 Police Operational Planning is the act of determining policies and guidelines for

police activities and operations and providing controls and safeguards for such

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

formulating coordinated sequence of methodical activities and allocation of

resources to the line units of the police organization for the attainment of the

mandated objectives or goals.

Objectives are a specific commitment to achieve a measurable result within a

specific period of time. Goals are general statement of intention and typically with time

horizon, or it is an achievable end state that can be measured and observed. Making

choices about goals is one of the most important aspects of planning. Relate this

definitions with their description as defined in chapter one.

The process of police operational planning involves strategies or tactics, procedures,

policies or guidelines. A Strategy is a broad design or method; or a plan to attain a

stated goal or objectives. Tactics are specific design, method or course of action to

attain a particular objective in consonance with strategy. Procedures are sequences of

activities to reach a point or to attain what is desired. A policy is a product of prudence

or wisdom in the management of human affairs, or policy is a course of action which

could be a program of actions adopted by an individual, group, organization, or

government, or the set of principles on which they are based. Guidelines are rules of

action for the rank and file to show them how they are expected to obtain the desired

effect.

STRATEGIC PLANNING

 Strategic Planning is a series of preliminary decisions on a framework, which in

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turn guides subsequent decisions that generate the nature and direction of an

organization. This is usually long ranged in nature. The reasons for Strategic

Planning are:

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

2. LONG-RANGE THINKING - Keeping in mind that strategy is deciding where we

want to be

3. STRATEGIC FOCUS

4. CONGRUENCE

5. A STRATEGIC RESPONSE TO CHANGE

6. A STRATEGIC FRAMEWORK

What is the Strategic Planning process?

 TASK 1 - Develop Mission and Objectives

 TASK 2 - Diagnose Environmental Threats and Opportunities

 TASK 3 - Assess Organizational Strengths and Weaknesses

 TASK 4 - Generate Alternative Strategies

 TASK 5 - Develop Strategic Plan

 TASK 6 - Develop Tactical Plan

 TASK 7 - Assess Results of Strategic And Tactical Plan

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 TASK 8 - Repeat Planning Process

In the process, the police administrator can use the potent tool of alternatives.

Alternatives (options) are means by which goals and objectives can be attained. They

maybe policies, strategies or specific actions aimed at eliminating a problem.

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

function. For example, our goal is to “improve officer-survival skills.” The plan is to train

the officers on militaristic and combat shooting. The alternatives could be:

Alternative 1 - modify police vehicles

Alternative 2 - issuing bulletproof vests

Alternative 3 - utilizing computer assisted dispatch system

Alternative 4 - increasing first-line supervision, etc

What are the Objectives of Police Planning?

1. To increase the chances of success by focusing on results and not so much on

the objectives.

2. To force analytical thinking and evaluation of alternatives for better decisions.

3. To establish a framework for decision making consistent with the goal of the

organization.

4. To orient people to action instead of reaction.

5. To modify the day-to-day style of operation to future management.

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6. To provide decision making with flexibility.

7. To provide basis for measuring original accomplishments or individual

performance.

What can be expected in planning?

1. Improve analysis of problems

2. Provide better information for decision-making

3. Help to clarify goals, objectives, priorities

4. Result is more effective allocation of resources

5. Improve inter-and intradepartmental cooperation and coordination

6. Improve the performance of programs

7. Give the police department a clear sense of direction

8. Provide the opportunity for greater public support

What are the characteristics of a good police plan?

1. With clearly defined Objectives or Goals.

2. Simplicity, Directness and Clarity

3. Flexibility

4. Possibility of Attainment

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5. Must provide Standards of Operation

6. Economy in terms of Resources needed for implementation

What are the guidelines in Planning? The five (5) W’s and one (1) H

1. What to do – mission/objective

2. Why to do – reason/philosophy

3. When to do – date/time

4. Where to do – place

5. Who will do – people involve

6. How to do – strategy

What are the approaches in Police Planning?

A variety of approaches are employed in the planning processes. Each is unique

and can be understood as a method of operationalizing the word planning. There are

basically five major approaches to planning which are:

1. Synoptic Approach

2. Incremental Approach

3. Transactive Approach

4. Advocacy Approach

5. Radical Approach

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What is Synoptic Planning?

 Synoptic planning or the rational comprehensive approach is the dominant

tradition in planning. It is also the point of departure for most other planning

approaches.

This model is based on a problem-oriented approach to planning especially

appropriate for police agencies. It relies heavily on the problem identification and

analysis of the planning process. It can assist police administrators in formulating goals

and priorities in terms that are focused on specific problems and solutions that often

confront law enforcement.

Steps in Synoptic Planning

1. Prepare for Planning - The task of planning should be detailed in a work chart

that specifies (a) what events and actions are necessary, (b) when they must

take place, (c) who is to be involved in each action and for how long, and (d) how

the various actions will interlock with one another.

2. Describe the present situation - Planning must have a mean for evaluation.

Without an accurate beginning database there is no reference point on which to

formulate success or failure.

3. Develop projections and consider alternative future states - Projections

should be written with an attempt to link the current situation with the future,

keeping in mind the desirable outcomes. It is important for the police executive to

project the current situations into the future to determine possible, probable and

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desirable future states while considering the social, legislative, and political

trends existing in the community.

4. Identify and analyze problems - The discovery of the problems assumes that a

system to monitor and evaluate the current arena is already on place. Closely

related to the detection and identification of issues is the ability of the police to

define the nature of the problem, that is to able to describe the magnitude, cause,

duration, and the expense of the issues at hand. A complete understanding of the

problem leads to the development of the means to deal with the issues.

5. Set goals - Making choices about goals is one of the most important aspects of

planning. It makes no sense to establish a goal that does not address a specific

problem. Remembering that the police departments are problem oriented,

choices about goals and objectives should adhere to the synoptic model.

6. Identify alternative course of action – As stated earlier, alternatives are means

by which goals and objectives can be attained. These are options or possible

things to be done in case the main or original plan is not applicable.

7. Select preferred alternatives – there are techniques to select alternative like:

 Strategic Analysis – this includes the study on the courses of actions; suitability

studies; feasibility studies; acceptability studies; and judgment.

 Suitability – each course of action is evaluated in accordance with general

policies, rules and laws. Feasibility - these include the appraisal of the effects of

a number of factors weighed separately and together. Acceptability – those

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judged to be suitable and feasible are then analyzed in acceptability studies.

 Cost-effectiveness Analysis - This technique is sometimes called cost-benefit or

cost performance analysis. The purpose of this form of selection is that the

alternative chosen should maximize the ratio of benefit to cost.

 Must-wants Analysis – This method of selecting a preferred course of action

combines the strengths of both strategic and cost effectiveness analysis. Must

wants analysis is concerned with both the subjective weights of suitability,

feasibility, and acceptability and the objectives weights of cost versus benefits.

8. Plan and carryout implementation - The police administrator must be aware

that the implementation requires a great deal of tact and skill. It maybe more

important how an alternative is introduced to a police department than what

actually is.

9. Monitor and evaluate progress - Evaluation requires comparing what actually

happened with what was planned for- and this may not be a simple undertaking.

Feedback must be obtained concerning the results of the planning cycle, the

efficiency of the implementation process, and the effectiveness of new

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

trying to figure out what, if anything happened as a result of implementing a

selected alternative.

10. Summation of the synoptic planning approach – This can be done by making

a summary of the presentation, could be tabular or other forms of presentation.

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11. Repeat the Planning Process – repetition of the process of planning enables

the planner to thresh out possible flaws in the plan.

What is Incremental Planning?

 Incrementalism concludes that long range and comprehensive planning are not

only too difficult, but inherently bad. The problems are seen as too difficult when

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

and broken down into gradual adjustments over time.

What is Transactive Planning?

 Transactive planning is carried out in face-to-face interaction with the people

who are to be affected by the plan and not to an anonymous target community of

beneficiaries. Techniques include field surveys and interpersonal dialogue

marked by a process of mutual learning.

What is Advocacy Planning?

Beneficial aspects of this approach include a greater sensitivity to the unintended

and negative side effects of plans.

What is Radical Planning?

The first mainstream involves collective actions to achieve concrete results in the

immediate future. The second mainstream is critical of large-scale social processes and

how they permeate the character of social and economic life at all levels, which, in turn,

determine the structure and evolution of social problems.

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GETTING STARTED:

(WEEK 9&10)
Specific Objectives: At the end of this lessons, the student should be able to

understand the following:

1. To identify the Police Operational Planning process.

2. To understand the meaning of operational planning and plan.

3. To understand the classification of Police Plan.

CONSIDERATIONS IN POLICE PLANNING

a. Primary Doctrines

 Fundamental Doctrines – These are the basic principles in planning,

organization and management of the PNP in support of the overall pursuits of

the PNP Vision, mission and strategic action plan of the attainment of the

national objectives.

 Operational Doctrines – These are the principles and rules governing the

planning, organization and direction and employment of the PNP forces in the

accomplishment of basic security operational mission in the maintenance of

peace and order, crime prevention and suppression, internal security and

public safety operation.

 Functional Doctrines – These provide guidance for specialized activities of

the PNP in the broad field of interest such as personnel, intelligence,

operations, logistics, planning, etc.

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b. Secondary Doctrines

 Complimentary Doctrines – Formulated jointly by two or more bureaus in

order to effect a certain operation with regard to public safety and peace and

order. These essentially involve the participation of the other bureaus of the

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

(BFP), Philippine Public Safety College (PPSC), National Bureau of

Investigation (NBI) and other law enforcement agencies.

 Ethical Doctrines – These define the fundamental principles governing the

rules of conduct, attitude, behavior and ethical norm of the PNP.

c. The Principles of Police Organization

The principles of organization are presented in chapter three. These principles

are considered in police planning in order not to violate them but rather for the effective

and efficient development of police plans.

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

 Authority – The right to exercise, to decide, and to command by virtue of rank

and position.

 Doctrine – It provides for the organizations objectives. It provides the various

actions. Hence, policies, procedures, rules and regulations of the organization

are based on the statement of doctrines.

 Cooperation or Coordination - The process of working together to the same

end.

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 Discipline – It is imposed by command or self-restraint to insure supportive

behavior.

Classifications of Police Plan

According to coverage - Police Plans could be Local Plans (within police

precincts, sub-stations, and stations), Regional Plans, and National Plans.

According to Time - Police Plans are classified as:

1. Strategic or Long Range Plan – It relates to plans which are strategic or long

range in application, and it determine the organization’s original goals and

strategy.

Example: Police Action Plan on the Strategy DREAMS and Program P-O-L-I-C-E

2000, Three Point Agenda, and GLORIA (These are discussed on the latter part

of this Chapter).

2. Intermediate or Medium Range Planning – It relates to plans, which determine

quantity and quality efforts and accomplishments. It refers to the process of

determining the contribution on efforts that can make or provide with allocated

resources.

Example: 6 Masters Plans:

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

 Master Plan Sandugo (Support to Internal Security Operations Master

Plan)

 Master Plan Banat (Anti-Illegal Drugs Master Plan)

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 Master Plan Sang-ingat (Security Operations Master Plan)

 Master Plan Saklolo (Disaster Management Master Plan)

 Sangyaman (protection and Preservation of Environment, Cultural

Properties, and Natural Resources Master Plan)

3. Operational or Short Range Planning - Refers to the production of plans,

which determine the schedule of special activity and are applicable from one

week or less than year duration. Plan that addresses immediate need which are

specific and how it can be accomplished on time with available allocated

resources.

Examples of OPLANS

 Oplan Jumbo – Aviation Security Group Strategic Plan against terrorist

attacks

 Oplan Salikop – Criminal Investigation and Detection Group (CIDG)

Strategic Plan against Organized Crime Groups

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

apprehension of 110,975 persons, the confiscation of 470 unlawfully

attached gadgets to vehicles, and rendering various forms of motorists’

assistance.

 OPLAN BANTAY DALAMPASIGAN that sets forth the operational

guidelines on the heightened security measures and sea borne security

patrols. 

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TYPES OF PLANS in general

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

occur for which the department has no plan and must quickly develop one,

sometimes without careful preparation.

2. Proactive Plans are developed in anticipation of problems. Although not all

police problems are predictable, many are, and it is possible for a police

department to prepare a response in advance.

3. Visionary Plans are essential statements that identify the role of the police in the

community and a future condition or state to which the department can aspire. A

vision may also include a statement of values to be used to guide the decision

making process in the department.

4. Strategic Plans are designed to meet the long-range, overall goals of the

organization. Such plans allow the department to adapt to anticipated changes or

develop a new philosophy or model of policing (e.g. community policing). One of

the most important aspects of strategic planning is to focus on external

environmental factors that affect the goals and objectives of the department and

how they will be achieved. Important environmental factors include personnel

needs, population trends, technological innovations, business trends and

demand, crime problems, and community attitudes.

5. Operational Plans (OPLANS) are designed to meet the specific tasks required

to implement strategic plans. There are four types of operational plan:

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a. Standing Plans provide the basic framework for responding to

organizational problems. The organizational vision and values,

strategic statement, policies, procedures, and rules and regulations are

examples of standing plans. Standing plans also include guidelines for

responding to different types of incidents; for example, a civil

disturbance, hostage situation, crime in progress, and felony car stops.

b. Functional Plans include the framework for the operation of the major

functional units in the organization, such as patrol and investigations. It

also includes the design of the structure, how different functions and

units are to relate and coordinate activities, and how resources are to

be allocated.

c. Operational-efficiency, effectiveness, and productivity plans are

essentially the measures or comparisons to be used to assess police

activities and behavior (outputs) and results (outcomes). If one of the

goals of the police department is to reduce the crime rate, any change

that occurs can be compared to past crime rates in the same

community or crime in other communities, a state, or the nation. If the

crime rates were reduced while holding or reducing costs, it would

reflect an improvement not only in effectiveness but also in

departmental productivity.

d. Time-specific Plans are concerned with a specific purpose and

conclude when an objective is accomplished or a problem is solved.

Specific police programs or projects such as drug crackdown, crime

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prevention program, and neighborhood clean-up campaign are good

examples of time-specific plans.

KINDS OF POLICE PLANS

1. Policy and Procedural Plans – to properly achieve the administrative planning

responsibility within in the unit, the Commander shall develop unit plans relating

to policies or procedure, tactics, operations, extra-office activities and

management.

Further, standard-operating procedures shall be planned to guide members in routine

and field operations and in some special operations in accordance with the following

procedures:

a. Field Procedure – Procedures intended to be used in all situations of all

kinds shall be outlined as a guide to officers and men in the field.

Examples of these procedures are those related to reporting, to

dispatching, to raids, arrest, stopping suspicious persons, receiving

complaints, touring beats, and investigation of crimes. The use of physical

force and clubs, restraining devices, firearms, tear gas and the like shall,

in dealing with groups or individuals, shall also be outlined.

b. Headquarters Procedures – Included in these procedures are the duties

of the dispatcher, jailer, matron, and other personnel concerned which

may be reflected in the duty manual. Procedures that involve coordinated

action on activity of several offices, however, shall be established

separately as in the case of using telephone for local or long distance

calls, the radio teletype, and other similar devices.

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c. Special Operation Procedures – Certain special operations also

necessitate the preparation of procedures as guides. Included are the

operation of the special unit charged with the searching and preservation

of physical evidence at the crime scenes and accidents, the control of

licenses, dissemination of information about wanted persons, inspection of

the PNP headquarters, and the like.

2. Tactical Plans – These are the procedures for coping with specific

situations at known locations. Included in this category are plans for

dealing with an attack against buildings with alarm systems and an attack

against the PNP headquarters by lawless elements. Plans shall be

likewise be made for blockade and jail emergencies and for special

community events, such as longer public meetings, athletic contests,

parades, religious activities, carnivals, strikes, demonstrations, and other

street affairs.

3. Operational Plans – These are plans for the operations of special

divisions like the patrol, detective, traffic, fire and juvenile control divisions.

Operational plans shall be prepared to accomplish each of the primary

police tasks. For example, patrol activities must be planned, the force

must be distributed among the shifts and territorially among beats, in

proportion to the needs of the service, and special details must be planned

to meet unexpected needs. Likewise in the crime prevention and in traffic,

juvenile and vice control, campaigns must be planned and assignments

made to assure the accomplishment of the police purpose in meeting both

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average and regular needs. Each division or unit has primary

responsibility to plan operations in its field and also to execute the plans,

either by its own personnel or, as staff agency, by utilizing members of the

other divisions.

Plans for operations of special division consist of two types, namely:

(1) those designed to meet everyday, year-round needs, which are the regular

operating program of the divisions; and (2) those designed to meet unusual

needs, the result of intermittent and usually unexpected variations in activities

that demand their attention.

Regular Operating Programs – These operating divisions/units shall

have specific plans to meet current needs. The manpower shall be distributed

throughout the hours of operation and throughout the area of jurisdiction in

proportion to need. Assignments schedules shall be prepared that integrate such

factors as relief days, lunch periods, hours, nature, and location of regular work.

Plans shall assure suitable supervision, which become difficult when the regular

assignment is integrated to deal with this short time periodic needs.

Meeting unusual needs – The unusual need may arise in any field of

police activity and is nearly always met in the detective, vice, and juvenile

divisions by temporary readjustment of regular assignment.

4. Extra-office Plans – The active interest and the participation of individual

citizen is so vital to the success of the PNP programs that the PNP shall

continuously seek to motivate, promote, and maintain an active public

concern in its affairs. These are plans made to organize the community to

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assist in the accomplishment of objectives in the fields of traffic control,

organized crime, and juvenile delinquency prevention. The organizations

may be called safety councils for crime commissions and community

councils for the delinquency prevention. They shall assist in coordinating

community effort, in promoting public support, and in combating organized

crime. Organization and operating plans for civil defense shall also be

prepared or used in case of emergency or war in coordination with the

office of the Civil Defense.

5. Management Plans – Plans of management shall map out in advance all

operations involved in the organization management of personnel and

material and in the procurement and disbursement of money, such as the

following:

a. Budget Planning – Present and future money needs for personnel,

equipment, and capital investments must be estimated. Plans for supporting

budget request must be made if needed appropriations are to be obtained.

b. Accounting Procedures – Procedures shall be established and expenditure

reports be provided to assist in making administrative decisions and in

holding expenditures within the appropriations.

c. Specifications and Purchasing Procedures – Specifications shall be drawn

for equipment and supplies. Purchasing procedures shall likewise be

established to insure the checking of deliveries against specifications of

orders. Plans and specifications shall be drafted for new building and for

remodeling old ones.

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d. Personnel – Procedures shall be established to assure the carrying out of

personnel programs and the allocation of personnel among the component

organizational units in proportions need.

e. Organization – A basic organizational plan of the command/unit shall be

made and be posted for the guidance of the force. For the organization to be

meaningful, it shall be accompanied by the duty manual which shall define

relationships between the component units in terms of specific

responsibilities. The duty manual incorporates rules and regulations and shall

contain the following: definition of terms, organization of rank, and the like,

provided the same shall not be in conflict with this manual.

FIELD OPERATIONS: How planning affects them?

Field Operations shall be directed by the police commander and the

subordinate commanders and the same shall be aimed at the accomplishment of the

following primary tasks more effectively and economically:

Patrol – The patrol force shall accomplish the primary responsibility of

safeguarding the community through the protection of persons and property, the

preservation of the peace, the prevention of crime, the suppression of criminal activities,

the apprehension of criminals, the enforcement of laws and ordinances and regulations

of conduct, and performing necessary service and inspections.

Investigation – The basic purpose of the investigation division unit shall be to

investigate certain designated crimes and clear them by the recovery of stolen property

and the arrest and conviction of the perpetrators. To this end, the investigation division

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shall supervise the investigation made by patrolman and undertake additional

investigation as may be necessary of all felonies.

Traffic Patrol – Police control of streets or highways, vehicles, and people shall

facilitate the safe and rapid movement of vehicles and pedestrians. To this end, the

inconvenience, dangers and economic losses that arise from this moment, congestion,

delays, stopping and parking of vehicles must be lessened. Control of traffic shall be

accomplished in three (3) ways:

 Causes of accidents and congestion shall be discovered, facts gathered and

analyzed for this purpose;

 Causes shall be remedied, charges shall be made in physical condition that

create hazards, and legislation shall be enacted to regulated drivers and

pedestrians; and

 The public shall be educated in the provisions of traffic and ordinances.

Motorists and pedestrians shall be trained in satisfactory movement habits,

and compliance with regulations shall be obtained by enforcement. The

police shall initiate action and coordinate the efforts of the agencies that are

concerned in the activities.

Vice Control – It shall be the determined stand of the PNP in the control of vices

to treat vice offenses as they shall do to any violation, and to exert efforts to eliminate

them, as there attempt to eliminate robbery, theft, and public disturbance. Control of

vice, shall be based on law rather than on moral precepts, and intensive operations

shall be directed toward their elimination. A primary interest in vice control results from

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the close coordination between vice and criminal activities. Constant raids of known

vice dens shall be undertaken.

Juvenile Delinquency Control – Effective crime control necessitates preventing

the development of individuals as criminals. The police commander shall recognize a

need for preventing crime or correcting conditions that induce criminality and by

rehabilitating the delinquent.

STANDARD OPERATING PROCEDURES (SOPs)

Standard Operating Procedures or SOPs are products of police operational

planning adopted by the police organization to guide the police officers in the conduct of

their duties and functions, especially during field operations.

The following are Police Security Service Package of the PNP with the

following standard operating procedures and guidelines:

1. SOP #01 – POLICE BEAT PATROL PROCEDURES - This SOP prescribes the

basic procedures to be observed by all PNP Units and mobile patrol elements in

the conduct of visibility patrols.

2. SOP #02 – BANTAY KALYE - This SOP prescribes the deployment of 85% of

the PNP in the field to increase police visibility and intensifies anti-crime

campaign nationwide.

3. SOP #03 – SIYASAT - This SOP prescribes the guidelines in the conduct of

inspections to ensure police visibility.

4. SOP #4 – REACT 166 - REACT 166 was launched in 1992 as the people’s direct

link to the police to receive public calls for assistance and complaints for prompt

action by police authorities. This SOP prescribes the procedures in detail of Duty

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Officers, Telephone Operators and Radio Operators for REACT 166; and their

term of duty and responsibilities.

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

Anti-Organization Crime Task Force (PAOCTF), the PNP is now in support role

in campaign against kidnapping in terms of personnel requirements. SOP #5 sets

forth the PNP’s guidelines in its fight against kidnapping activities.

6. SOP #6 – ANTI-CARNAPPING - This SOP prescribes the conduct of an all-out

and sustained anti carnapping campaign to stop/minimize carnapping activities,

neutralize syndicated carnapping groups, identify/prosecute government

personnel involved in carnapping activities, and to effectively address other

criminal activities related to car napping.

7. SOP #7 – ANTI-TERRORISM - This prescribes the operational guidelines in the

conduct of operations against terrorists and other lawless elements involved in

terrorist activities.

8. SOP #8 – JOINT ANTI-BANK ROBBERY ACTION COMMITTEE (ANTI-BANK

ROBBERY) - This SOP provides overall planning, integration, orchestration or

coordination, and monitoring of all efforts to ensure the successful

implementation.

9. SOP #9 – ANTI-HIJACKING/HIGHWAY ROBBERY - This SOP sets forth the

guidelines and concepts of operations to be observed in the conduct of anti-

highway robbery/hold-up/hijacking operations.

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10. SOP #10 – PAGLALANSAG/PAGAAYOS-HOPE - This SOP sets forth the

concept of operations and tasks of all concerned units in the campaign against

Partisan Armed Groups and loose fire.

11. SOP # 11 – MANHUNT BRAVO (NEUTRALIZATION OF WANTED PERSONS) -

This SOP sets forth the objectives and concept of operation tasks of all

concerned units in the neutralization of wanted persons.

12. SOP #12 – ANTI-ILLEGAL GAMBLING - This SOP sets forth the

operational thrusts to be undertaken by the PNP that will spearhead the fight

against all forms of illegal gambling nationwide.

13. SOP #13 – ANTI-SQUATTING - This SOP sets forth the concept of operation in

the campaign against professional squatters and squatting syndicates.

14. SOP #14 – JERICHO - This SOP prescribes the operational guidelines to be

undertaken by the National Headquarter (NHQ) of PNP in the establishment of a

quick reaction group that can be detailed with the office of the Secretary of

Interior and Local Government (SILG), with personnel and equipment

requirements of that reaction group supported by the PNP.

15. SOP #15 – NENA (ANTI-PROSTITUTION/VAGRANCY) - This SOP sets forth

the operational thrusts to be undertaken by the PNP that will spearhead the fight

against prostitution and vagrancy.

16. SOP #16 – ANTI-PORNOGRAPHY - This prescribes the guidelines to be

followed by tasked PNP Units/Offices in enforcing the ban on pornographic

pictures, videos and magazines.

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17. SOP #17 – GUIDELINES IN THE CONDUCT OF ARREST, SEARCH, AND

SEIZURE -This SOP prescribes the procedures and manner of conducting an

arrest, raid, search and/or search of person, search of any premises and the

seizure of properties pursuant to the 1987 Philippine Constitution, Rules of Court,

as amended and updated decision of the Supreme Court.

18. SOP #18 – SCHEMATIC DIAGRAM OF SANDIGAN MASTER PLAN

19. SOP #19 – ANTI-ILLEGAL LOGGING

20. SOP #20 – ANTI-ILLEGAL FISHING

21. SOP #21 – ANTI-ILLEGAL DRUGS

GETTING STARTED:

(WEEK 11&12)
Specific Objectives: At the end of this lessons, the student should be able to

understand the following:

1. To understand the management/administrative functions of the PNP.

2. To understand the PNP recruitment procedure & functions of police personnel

management.

3. To know the NAPOLCOM participation in the PNP recruitment and promotion

programs.

MANAGEMENT OR ADMINISTRATIVE FUNCTIONS

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 PLANNING - refers to the determination in advance of how the objectives of the

organization will be attained.

 ORGANIZING - involves the determination and allocation of the men and women

as well as the resource of an organization to achieve pre-determined goals or

objectives of the organization.

 DIRECTING - involves the overseeing and supervising of the human resources

and the various activities in an organization to achieve through cooperative

efforts the pre-determined goals or objectives of the organization.

 STAFFING - the task of providing competent men to do the job and choosing the

right men for the right job. It involves good selection and processing of reliable

and well-trained personnel.

 CONTROLLING - involves the checking or evaluation and measurement of work

performance and comparing it with planned goals or objectives of the

organization, and making the necessary corrective actions so that work is

accomplished as planned.

 REPORTING - the making of detailed account of activities, work progress,

investigations and unusual in order to keep everyone informed or what is going

on.

 BUDGETING - the forecasting in detail of the results of an officially recognized

program of operations based on the highest reasonable expectations of

operating efficiency.

Classical Approach (Theories of Motivation)

Hierarchy of needs ( Abraham Maslow)

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 Physiological needs

 Safety needs

 Social needs

 Esteem needs

 Self- actualization

Scientific Management

Proposed by Frederick Taylor (1856- 1915) Under this theory, workers are

motivated by economic rewards and that if they are paid commensurate to work being

done they produce maximum amount of work. This management theory entails that

good salary and incentives must be given to workers to ensure their hard work,

innovative action and good will. “One best way” to do a job.

Bureaucratic Model (Max Webber 1864-1920)

Focus on the guidelines for structuring with formalization of rules, procedures

and a clear division of labor.

Administrative Management (Henry Fayol 1841- 1945).

Focus on Manager and basic managerial functions.

THEORY X AND Y (Douglas McGregor)

This behavioral science approach was introduced by D. McGregor. Theory X

assumes that people have little ambition, dislike work, and must be coerced in order to

perform satisfactory. Theory Y assumes that people do not inherently dislike work and if

properly rewarded, people will perform well on the job.

POLICE PERSONNEL MAMANGEMENT

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- The art of preparing, organizing and directing the efforts of members of a police

force in order that they may achieve the accomplishment of the police purpose. The

primary objective of an effective police personnel management is the establishment and

maintenance for the public service of a competent and well-trained police force.

FUNCTIONS OF POLICE PERSONNEL MANAGEMENT

1. Police Personnel Planning – study of the labor supply of jobs which are composed

of the demands for employees in an organization to determine future personnel

requirements which either increase or decrease.

2. Police Recruitment – is the process of encouraging police applicant form outside an

organization to seek employment in an organization. It consists of developing a

recruitment plan, recruitment strategy and maintaining a list of qualified applicants.

3. Police Screening/Selection – the process of determining the most qualified police

applicant for a given position in the police organization.

4. Police Placement – the process of making police officers adjusted and

knowledgeable in a new job and/or working environment.

5. Police Training and Development – refers to any method used to improve the

attitude, knowledge and skill or behavior pattern of an employee for adequate

performance of a given job. 

6. Police Appraisal – process of measuring the performance of people in achieving

goals and objectives. Also known as Performance Evaluation System

7. Police Compensation – constitute the largest single expenditure for most

organizations

RECRUITMENT

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 The process of attracting candidates who have maximum qualifications to be

eligible for selection procedure. It is the process of searching the candidates

for employment and stimulating them to apply for jobs in the organization.

SELECTION

 The process of screening out or eliminating undesirable applicants who do

not meet the organization’s criteria.

In the Philippine National Police, the recruitment and selection of applicants who

will be appointed to the police service is the responsibility of the Directorate for

Personnel and Records Management (DPRM). DPRM is tasked in the management

of PNP uniformed and non-uniformed personnel as individuals, manpower procurement

and control and in the records management of the organization.

SCREENING COMMITTEE

 Responsible for the widest dissemination of vacancies in their respective areas,

the evaluation of the applicant’s qualifications and the selection of the most

qualified applicants to be recommended for appointment to the police service.

 Established at the NHQ, NSU’s and PRO’s.

NATIONAL SUPPORT UNIT (NSU) SCREENING COMMITTEE:

Chairman: Deputy Director for Administration of the respective National Support Unit/

the Deputy Director General for Administration.

Vice Chairperson: Senior NAPOLCOM official with Salary Grade 24 or higher which

shall be designated by the Vice Chairperson and Executive Officer of the

NAPOLCOM.

Members:

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1. National Peace and Order Council (NPOC) member designated by the NPOC

Chairman;

2. Private Sector representative designated by the NPOC Secretary General; and

3. Women’s representative from private sector with known probity designated by

the NSU Director.

Secretariat: Assistant Director for Personnel and Records Management (ADPRM) /

Human Resource Management Officer (HRMO)

POLICE REGIONAL OFFICE (PRO) SCREENING COMMITTEE 

Chairman: Deputy Regional Director for Administration

Vice Chairperson: Senior NAPOLCOM official with Salary Grade 24 or higher which

shall be designated by the NAPOLCOM Regional Director

Members:

1. Regional Peace and Order Council (RPOC) member designated by the

RPOC Chairman;

2. Senior Regional DILG Officer designated by the DILG Regional Director;

3. Women’s representative from private sector with known probity designated by

the PNP Regional Director.

Secretariat: Chief, Regional Personnel on Human Resource and Doctrine Development

(RPHRDD)

PNP RECRUITMENT PROCEDURE (NAPOLCOM M.C. No. 2007-009)

1. Preparation and proper approval of quota allocation

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The PNP shall prepare, through the Directorate for Personnel and Records

Management (DPRM) and submit it to the NAPOLCOM for approval of the PNP annual

recruitment quota.

2. Posting and publication of Notice of Recruitment

The Notice of Recruitment shall include the following data for the information of

prospective applicants:

 Quota for the city/municipal police station;

 Vacancies are open to both male and female applicant;

 General qualification standards;

 Documentary requirements;

 Where to submit the application papers and documents;

 Deadline for submission; and

 Schedule of screening/evaluation.

3. Submission of the application folders

4. Selection and evaluation process by the PNP Screening Committee

5. Psychiatric/Psychological Examination (PPE)

6. Complete Physical, Medical and Dental Examination (PMDE)

7. Physical Agility Test

8. Final Committee Interview

9. Certification by the NAPOLCOM and attestation by the Civil Service

Commission

10. Issuance of appointment order and oath taking

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The final evaluation includes the sequential conduct of the following

examinations, test and interview:

1. Psychiatric/Psychological Examination (PPE) – to exclude applicants that may be

suffering from any mental disorder. It shall be administered to all applicants under the

supervision of the PNP Medical Officer and NAPOLCOM Representative. Only those

applicants who passed the PPE shall proceed to the next stage, the Physical, Medical

and Dental Examination (PMDE).

2. Complete Physical, Medical and Dental Examination (PMDE) – this test shall

determine whether or not the applicants are in good health and free from any

contagious diseases. It shall be conducted by the PNP Health Service under the

supervision of the PNP Medical Officer and NAPOLCOM Representative. Applicants

who passed the PMDE shall be indorsed for the conduct of the Physical Agility Test

(PAT).

3. Physical Agility Test (PAT) – this test shall determine whether or not the applicant

possesses the required coordination, strength and speed of movement necessary in the

police service. The PAT consists of the following:

- Pull-up for Men; Horizontal Bar Hang for Women;

- Two (2) Minutes Push-ups;

- Two (2) Minutes Sit-ups;

- 100 meter dash; and

- 100 meter run.

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4. Final Committee Interview (FCI) – it shall determine the applicants’ aptitude to join

the police service, likableness, affability, outside interest, conversational ability,

disagreeable mannerisms, etc.

The drug test (DT) shall not follow the sequential steps but shall be conducted on

passers only anytime after the PPE, PMDE, or PAT but before the Final Committee

Interview. It shall be administered by the PNP Crime Laboratory.

The conduct of the Physical Agility Test (PAT) and Neuro-Psychiatric (NP)

examination shall be simultaneous nationwide to prevent a retake in another place of

said tests by applicants who initially failed on the same.

The complete Character and Background Investigation (CBI) shall be conducted

on all PPE passers and must be completed before the start of the Final Committee

Interview. The complete CBI shall determine their reputation and possible involvement

in any questionable or criminal activities or violent incidents.

NAPOLCOM PARTICIPATION IN THE PNP RECRUITMENT AND PROMOTION

PROGRAMS

NAPOLCOM representatives to the PNP Recruitment Screening Committees are

actively involved in the recruitment and selection process including interview of

applicants, the PNP Neuro-Psychiatric Examinations, Physical/Medical and Dental

Examination, Physical Agility Test (PAT) and Drug Test.

There are also NAPOLCOM Representatives to the following PNP Promotion Boards:

1. PCO Promotion Boards;

2. PNCO Promotion Boards; and

3. Lateral Entry Board

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POLICE TRAINING

 Is a means of providing knowledge and skill to police officers which are needed

in the performance of their functions. It is the objective of police training to bring

the police force to the desired standards of discipline and efficiency by making

each police officer fully aware of his duties and responsibilities and by providing

him with a working knowledge of police procedures and techniques.

TYPES OF POLICE TRAINING PROGRAM

1. Basic Recruit Training – is the most basic of all police training. It is a pre-requisite

for permanency of appointment and is required for newly hired police officers. In the

Philippine National Police, a newly appointed Police Officer 1 is required to undergo a

Public Safety Basic Recruit Course (PSBRC) as a basic recruit training.

2. Field Training Program (FTP) – or on-the-job training is the process by which an

individual police officer who is recruited into the service receives formal instruction on

the job for special and defined purpose and performs actual job functions with periodic

appraisal on his performance and progress.

As provided for under R.A. 8551, police officers are required to undergo a Field

Training Program for twelve (12) months (inclusive of the PSBRC) involving actual

experience and assignment in patrol, traffic and investigation which is required for

permanency in the police service.

EXCEPTION FROM FIELD TRAINING PROGRAM

Under Section 33, R.A. 6975, PNPA Graduates shall be automatically

appointed to the initial rank of Inspector via Lateral Entry.

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Taking into consideration that the PNPA Cadetship Program is a four-year

course that includes academic subjects on core police functions such as patrol, traffic

and criminal investigation, and on-the-job training in urban and rural areas, PNPA

graduates are exempted to undergo the FTP and that they shall be issued with a

permanent status.

3. In-Service Training Program – or refresher training program.

The following are examples of in-service training programs as mandatory

requirement for promotion:

1. Junior Leadership Training – PO1 to PO3

2. Senior Leadership Training – SPO1 to SPO4

3. Police Basic Course (PBC) –for senior police officers

4. Officers Basic Course (OBC)– Inspectors to Chief Inspectors

5. Officers Advance Course (OAC) – for Chief Inspectors to Senior Superintendent

6. Officers Senior Executive Course (OSEC) – Superintendent and above

7. Directorial Staff Course (DSC) – for Directors and above.

Time in Grade:

2 years – from Sr Supt to Chief Supt.

3 years – from Supt to Sr Supt

5 years – Chief Insp to Supt

5 years – Sr Insp to Chief Insp

4 years – Insp to Sr Insp

3 years – SPO4 to Insp

3 years – SPO3 to SPO4

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3 years – SPO2 to SPO3

3 years – SPO1 to SPO2

3 years – PO3 to SPO1

3 years – PO2 to PO3

4 years – PO1 to PO2

4. Departmental Training Program

a. Roll-Call Training – instructional courses of several hours a day

concerning departmental activities

b. Supervisory Development, Specialized or Technical Training – seminars

or special sessions on criminal investigation, traffic, drug control, etc

c. Training conducted by other law enforcement units or agencies

POLICE ASSIGNMENT

Police assignment refers to the process of designation a police officer at a

particular function, duty or responsibility. The very purpose of police assignment is to

ensure systematic and effective utilization of all the members of the police force.

Police Officer 1s, specifically those who were recruited under the attrition

recruitment program, after undergoing the required Field Training Program (FTP), shall

be assigned with the Regional/Provincial/City Public Safety Battalion/Company of their

place of recruitment for a maximum period of two (2) years.

After their assignment with the Regional/Provincial/City Public Safety

Battalion/Company, they shall be downloaded/assigned to their respective

city/municipal police stations where they were recruited.

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THE PNP PROMOTION SYSTEM

Promotion is defined as the upward movement from one classification or rank to

another carrying higher benefits and more responsibility. It is the upgrading of ranks

and/or advancement to a position of leadership.

KINDS OF PROMOTION

1. Regular Promotion - promotion granted to police officers meeting the

mandatory requirements for promotion.

2. Special Promotion – promotion granted to police officers who have exhibited

acts of conspicuous courage and gallantry at the risk of his/her life above and

beyond the call of duty.

3. Promotion by Virtue of Position Any PNP personnel designated to any key

position whose rank is lower than that which is required for such position shall,

after six (6) months of occupying the same, be entitled to a rank adjustment

corresponding to the position.

PERFORMANCE EVALUATION

 Refers to the process of measuring the performance of PNP members. It is also

known as “performance evaluation system”. The Performance Evaluation System

in the PNP is focused on two (2) areas: administrative (40%) and operational

(60%). It is conducted every six (6) months or twice a year.

FREQUENCY OF RATING

The frequency of the individual performance shall be undertaken every six (6)

months. Evaluation report covering the period of January to June shall be submitted on

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the 1st week of July and the report from July to December shall be submitted on the 1 st

week of January of the succeeding year.

PURPOSES OF PERFORMANCE EVALUATION

1. Serves as guide for promotion, salary increase, retirement and disciplinary

actions.

2. Increases productivity and efficiency of police works

3. Assimilates supervision

4. Informs the officer of the quality of his work for improvements

WELFARE AND BENEFITS IN THE PNP

The uniformed members of the PNP are considered employees of the National

Government and shall draw their salaries there from. The salary of a Police Officer 1 of

the PNP is equivalent to a salary of a public school teacher 1 with salary grade scale of

10 under existing laws as of year 2012.

The PNP members assigned in Metropolitan Manila, chartered cities and first

class municipalities may be paid financial incentive by the local government unit

concerned subject to the availability of funds.

LONGEVITY PAY AND ALLOWANCES

A uniformed personnel of the PNP is entitled to a longevity pay of ten percent

(10%) of basic monthly salaries for every five (5) years of service, which is reckoned

from the date of the personnel's

original appointment in the AFP, or appointment in the police, fire jail or other allied

services to the integration of the PC and the INP.

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The totality of such longevity pay should not exceed fifty percent (50%) of the

basic pay. It should also continue to enjoy the subsistence allowance, quarter’s

allowance, clothing allowance cost of living allowance, hazard pay, and all other

allowances as provided by existing laws.

The total earnings of a police officer consist of the following:

1. Base pay;

2. Longevity pay;

3. Personnel Economic Relief Allowance (PERA);

4. Incentive pay;

5. Hazard pay;

6. Subsistence allowance;

7. Quarter allowance;

8. Additional compensation;

9. Clothing allowance;

10. Laundry allowance; and

11. Gratuity

PERMANENT PHYSICAL DISABILITY

Total Permanent Physical Disability refers to any impairment of the body

which renders PNP member indefinitely incapable of substantially performing the

mandated duties and functions of his positions.

- entitled to one year's salary and to lifetime pension equivalent to eighty percent

(80%) of his last salary, in addition to other benefits as provided under existing laws

“Committed to the total development of the students.”

 South East Asian Institute of Technology, Inc.
NATIONAL HIGHWAY, BRGY. CROSSING RUBBER, TUPI, SOUTH COTABATO
Tel. No. (083) 226-1202 EMAIL ADDRESS: [email protected]

RETIREMENT PROGRAM

Retirement is the separation of the police personnel from the service by reason

of reaching the age of retirement provided by law, or upon completion of certain number

of years in active service

A PNP uniformed personnel shall retire to the next higher rank for purposes of

retirement pay.

Active Service shall refer to services rendered as an officer and non-officer,

cadet, trainee or draftee in the PNP.

TYPES OF RETIREMENT IN THE PNP

1. Compulsory retirement – separation from the PNP upon reaching the age of

fifty-six (56), the compulsory age of retirement.

2. Optional Retirement - separation from the PNP upon accumulation of at least

twenty (20) years of satisfactory active service.

RETIREMENT BENEFITS

The PNP member who has been retired from the service is entitled to a monthly

retirement pay of fifty percent (50%) of the base pay and longevity pay of the retired

grade in case of twenty (20) years of active service, increasing by two and one-half

percent (2.5%) for every year of active service rendered beyond twenty (20) years to

a maximum of ninety percent (90%) for thirty-six (36) years of active service and over.

“Committed to the total development of the students.”