Police Administration

POLICE ADMINISTRATION & MANAGEMENT CONCEPTS The setting setting below shows shows that that managem management ent is related with administration in an organizational environment. Management pertains to the utilization of available resources in an organ organiza izatio tion n while while administration refe refers rs to the the proces processes ses used. used. The organiz organizatio ation n with with managem management ent and administration is directed towards the achievement of goals and objectives objectives.. Goals are broad statements of general and long-term organizational purposes often used to define the role of the police, police, for instance, instance, to preven preventt crime, crime, maintain maintain order order or help solve solve commun community ity problem problems. s. Objectives are spec specif ific ic shor shortt term term stat statem emen ents ts cons consis iste tent nt with with an organization’s goal. Both goals and objectives are important because they help to identify the expectations of what the police are doing and how productively (efficient and effective) they perform. Police Productivity and Managerial Performance  An effect effective ive police police manager manager must must be concern concerned ed with the productivity of police work teams and their members. Productivity means the summary of measures of the quantity and and quali quality ty of polic police e work work perf perfor orma manc nce e achi achiev eved, ed, with with resource utilization considered. Good police managers establish and support the conditions needed to ensure high productivity for themselves, for individual contributors, contributors, for their work units, and for the organization as a whole. This involves a commitment to the accomplishme accomplishment nt of two different, but complimentary, complimentary, police performance outcomes: 

Police Police Effect Effectiven iveness ess,, whic which h measu easure res s whether whether or not important task goals are being attained

Police Efficiency, Efficiency , which measures how well resources are being utilized POLICE MANAGEMENT PROCESSES The management management process involves Plannin Planning g – Orga Organi nizi zing ng – Lead Leadin ing g – Cont Contro roll llin ing g the use of   organizational resources to achieve high performance results. 

1.

Planning – is the the proc proces ess s of setti setting ng perform performanc ance e objecti objectives ves and identify identifying ing the actions needed to accomplish them.

2.

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

3.

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

4.

Controlling – is the process of   monitoring performance, comparing results to objecti objectives ves and taking taking correc corrective tive action action as necessary. Police Managerial Activities and Roles Interpersonal Interpersonal Roles – working directly with other  people Figur Figureh ehead ead – hosti hosting ng and and atten attendin ding g offi officia ciall ceremonies Leadersh Leadership ip – creatin creating g enthusia enthusiasm sm and servin serving g people’s needs Liaison Liaison – maintai maintaining ning contac contacts ts with with importa important nt people and groups Informational Informational Roles –exchange –exchange information information with other people Monitor – seeking out relevant information Disseminator – sharing information with insiders Spokesperson – sharing information with outsiders 





  

Auth Author orit ity y and and Resp Respon onsi sibi bili lity ty – authority includes the right to command and the power to require obedience; one can not have authority without responsibility.



Discipline – Discipline is necessary for   an organ organiza izatio tion n to funct function ion effec effecti tive vely, ly, however, the state of the disciplinary process depends upon the quality of its leaders. Unity of Command - employee should receive orders from one superior only.



Unity of Direction – there should be one manager and one plan for a group of activities that have the same objective.



Subordination Subordination of individual individual interest to  gene general ral inte interes restt – the the inte intere rest st of one one employee or group of employees should not take preced eceden enc ce over those of the the organization as a whole. Remu Remune nera rati tion on of Pers Person onne nell  –  comp compen ensat sation ion shou should ld be fair fair to both both the the employee and the employer. Centralization   – the proper proper amount amount of  centralization depends on the situation. The objective is to pursue the optimum utilization of the capabilities of personnel



Scalar Chain – Chain – the hierarchy of authority is the order of ranks from the highest to the lowest levels of the organization. Besides this vert vertic ical al comm commun unic icat atio ion n shou should ld also also be encourage as long as the managers is in the chain are kept informed. 

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

Equity   – employees should be treated with kindness and justice



Stabi Stabili lity ty of perso personne nnell tenur tenure e - an employee needs time to adjust to a new job and reach a point of satisfactory performance; high turnover should be avoided.



Initiative – the ability to conceiv conceive e and execute a plan (through initiative and freedom) shou should ld be enco encour urag aged ed and and deve develo lope ped d throughout all levels of the organization. 

 Espi Espiri ritt de Corp Corps s –“union “union”” Unity Unity is stre streng ngth th;; Harm Harmon ony y and and team teamwo work rk are are essential to effective organizations.

1. Gulick and Urwick (1920-1937) - Pioneers of “The Science Science of a Administration Administration”” (1937). In this book, they have described the major functions of administration using the acronym POSDCORB. POSDCORB.

1. Planning   – working out in broad outline the things that need to be done and the methods for doing them to accomplish the purpose set for the enterprise.

2. Organizing   – establi establishm shment ent of the formal formal struct structure ure of authorit authority y through through which which work work subdiv subdivisi ision ons s are are arran arranged ged,, defin defined ed,, and and coordinated for the define objective.

Decisional Decisional Roles – make make decisio decisions ns that affect affect other people Entrepr Entreprene eneur ur – seekin seeking g problems problems to solve solve and opportunities to explore Disturbance handler – helping to resolve conflicts Reso Resourc urce e Alloc Allocat ator or – alloc allocati ating ng reso resourc urces es to various uses Negotiator – negotiating with other parties Henri Fayol (1841-1945)   – in his most influential work “Industrial and General Management”, 14 principles of  efficient management was identified.

personnel nel functio function n of bringin bringing g in 3. Staffing  – person

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

6. Reporting   – is keeping those to whom the



 





and out training the staff and maintaining the staff the favorable conditions of work. Filling the organization with the right people and right position.

4. Directing – task task of maki making ng decis decision ions s and and embo embodyi dying ng them them in spec specifi ific c and and gene general ral orders orders and instruc instruction tions s and serving serving as the leader of the enterprise

5. Coordina Coordinatin ting g - the the all-i all-imp mport ortan antt duty duty of  interrelating the various parts of the work. executive is responsible informed as to what is going on, which thus includes keeping himself 

and his subordinates informed records research and inspection.

through

7. Budgeting – with all that goes of budgeting in the form of fiscal planning, accounting, and control POLICE MOTIVATION Police organizations are replete with stories of  organizational restructuring and re-engineering. As a common trend in these stories are retrenchments or rightsizing (in police parlance are called attrition) as sometimes called. The direct outcome is that employees are expected to ‘do more with less’ and the creation of an atmosphere of uncertainty, insecurity, and fear of future retrenchment. For this, it is difficult to sustain high levels of employee commitment and loyalty. Thus, the challenge is to rebuild high loyalty and commitment for high level of performance. 1. Maslow’s Hierarchy of Needs theory  Abraham Maslow has suggested that human needs form a hierarchy from the most basic biological requirements to the needs for self-actualization – the highest of all needs. The pyramidal structures of human needs from the bottom to the top of the hierarchy, the levels of needs or  motive according to Maslow, are: 

Biological or Physiological Needs – these motives include the need for food, water, oxygen, activity, and sleep.



Safety Needs   – these pertain to the motives of  being cared for and being secured such as in income and place to live.



Love/Belongingness – Belongingness is integration into various kinds of social groups or  social organizations. Love needs means need for  affection.



Cognitive Needs – our motivation for learning and exploration



Esteem Needs – our motivation for an honest, fundamental respect for a person as a useful and honorable human being.



Aesthetic Needs - our motivation for beauty and order 



Self- actualization – pertains to human total satisfaction, when people are motivated not so much by unmet needs, as by the desire to become all they are capable of (self-realization).

2.

Aldefer’s ERG Theory Clayton Aldefer has developed the ERG theory which is a modification of the Maslow’s theory. ERG theory categorizes needs into Existence, Relatedness and Growth needs.  According to Aldefer: 

Existence Needs – are desires physiological and material well-being

for  



Relatedness Needs   – are desires satisfying interpersonal relationships

for 

Growth Needs – are desires for continued personal growth and development. 3. McClelland’s Acquired Needs Theory David McClelland identified three types of acquired needs. These are: 



Need for Achievement   – the desire to do something better or more efficiently, to solve problems, or to master complex task.



Need for Affiliation – the desire to establish and maintain friendly and warm relations with others

Need for Power  – the desire to control others, to influence their behavior, or to be responsible for others. POLICE PERSONNEL MANAGEMENT Police Personnel Management (Human Resources Management) may be defined as that area of  management concerned with human relations in the police organization. As an overview, Police Personnel Management uses planning, organizing, directing and controlling of day-today activities involved in procuring, developing and motivating 

them and in coordinating their activities to achieve the aims of  the police. Efficient management of human resources in any organization can spell the difference between its success and failure to attain its objectives or goals. Purpose of Police Personnel Administration The prime objective of an effective police personnel administration is the establishment and maintenance for the public service of a competent and well-trained police force, under such conditions of work that this force may be completely loyal to the interests of the government of all times. Police Personnel Policies

1.

Acquiring competent personnel - includes human resources planning, job description and job specification, police recruitment, selection, placement, transfer, layoffs, and separation.

2.

Holding and retaining competent police personnel - gives depth and meaning to good management philosophy, and involves the granting of fair wages, reasonable working hours, and other  employee benefits and services. These activities include the determination of an equitable wage and maintenance of an incentive system. This area also concerned with securing greater officer participation in activities and with strengthening officer morals and effectiveness. All these help make the organization a “good place to work in.”

3.

Developing and motivating personnel - deals with the education of the police officers, the appraisal of work performance, their promotion, and the suggestion system, which enables them to develop so they can rise to the police organization’s desired standards of performance.

4.

Labor and human relations - involves the development of harmonious relations between management on one hand and individual police officer the on the other hand. It also concerns the observance and application of laws and court decisions affecting human relations, and relationships with other government law enforcement agencies.

5.

Efficient administration of the program with adequate budget – this is to achieve a favorable climate for police officers. Good human relations should be the attitude in the applications, implementation and interpretation of the organization’s policies, rules and regulations. The important tools in this area are records and reports, personnel research and statistics, and evaluation of  the effects of current policies, activities, and programs. POLICE POLICIES AND PROCEDURES Nature of Police Policies Policies are tools of police management, which give life and direction to the police program of activities and set limits within which action is to be pursued by the personnel concerned. Policies define the authority and the responsibility of subordinates. They help the personnel understand their  mutual relationships. They are ahead to guide the men on the operational level, authority, and responsibility and to enable them to arrive at sound decisions. POLICY refers to a general plan of action that serves as a guide in the operation of the organization. It makes up the basic framework of management decisions that set the course what the organization should follow. It defines the authority and responsibility of supervisors in their job of  directing group efforts and implementing personnel programs. Policies form a code of procedure in that they broadly indicate the best method of conducting any portion of  the work at hand. They assist police officers in problem solving and decision-making. While policies must be consistent, they must be flexible enough to permit adjustments when the need for change arises. Types of Police Policies According to origin, policies are classified as:

1. Originated Policy - This type of policy comes from top management level and is intended to set up guidelines in the operation of the police organization.

2. Appealed Policy - This type of policy is born when problems arise at the lower levels of the organization and the man in charge does not know how to meet the problem. He then appeals to his superiors for guidelines and for guidance.

3. Imposed Policy - This type of policy comes from the government in the forms of laws, administrative orders, and rules and procedures or contract specifications. According to their subject matter, policies may be classified into:

1. General Statement of Principles - policies stated in broad terms, such as statement of objectives, philosophy and creed. Others stress in general terms management traits, such as fairness in dealing with officers, understanding and humane treatment of the work force.

2. Specific Rules - cover specific situations. They are more direct and are less flexible. They are more rigid in nature. Dissemination of Policies Police Handbooks - These handbooks are distributed to all personnel, and contain among other things, information about the benefits and services that the organization grants to its officers, the organization’s history, its organizational structure, its officers, and other information useful to the officers in understanding their relationship with the organization. Police Manual - A policy manual covering all police personnel policies and procedures, if made available to managers and supervisors, will be a great help in their  decision-making and employees relationship. Memoranda and Circulars - Memoranda and circulars are another common means of communicating police policies to all officers. They can be issued fast and they provide the greatest assurance of reaching every employee. They are built in means by which every member of the organization is reached. Bulletin Boards - Organizational policies, rules and regulations, and activities may be typed out of  mimeographed and the posted on bulletin boards. If  strategically located and well managed, bulletin boards are an effective medium for transmitting newly issued policies, rules and regulations to police officers. Meetings or Conferences - Meeting or   conferences are often held to inform officers about new policies, their objectives and implementation. One advantage of this type of policy dissemination is that it gives the officers the opportunity to ask questions and request clarification on vague and doubtful points. It is effective to smaller  departments, as they accommodate small groups and allow the scheduling of meeting at very convenient hours. Police Publications - Communication has gained such importance to and attention by management in recent years. To meet the needs of communicating with officers, police organizations have been spending amount of money on publications, internal or external. POLICE JOB DESCRIPTION   After a job is analyzed, the facts about it are gathered, summed up, and recorded in the job description and job specifications. Job description may be defined as an abstract of  information derived from the job analysis report, describing the duties performed, the skills, the training, and experience required the responsibilities involved, the condition under  which the job is done, and relation of the job to the other job in the organization. POLICE RECRUITMENT, SELECTION, AND PLACEMENT On Police Recruitment The first step in the recruiting procedure, and the one that should receive greatest emphasis, is that of attracting well-qualified applicants. The best selection devices available are of little value if the recruiting effort has failed to attract candidates of high caliber. Widespread publicity directed at the particular element of the population which it is hoped will be attracted to the examination is the best method of seeking outstanding applicants. Recruitment in the police service is dependent on the availability of national or regional quota of the PNP, which is determined by the NAPOLCOM. Standard Policy on Selection and Appointment

There shall be a standard policy for the selection of policy personnel throughout the Philippines in order to strengthen the police service and lay the groundwork for police professionalization. The general qualification for initial appointment to the police service shall be based on the provisions of  Republic Act No. 8551, which states: No person shall be appointed as uniformed member of the PNP unless he or she possesses the following minimum qualifications: 1. A citizen of the Philippines; 2. A person of good moral conduct; 3. Must have passed the psychiatric or psychological, drug and physical tests to be administered by the PNP or by any government hospital accredited by the Commission for the purpose of determining physical and mental health; 4. Must possess a formal baccalaureate degree from a recognized institution of learning; 5. Must be eligible in accordance with the standards set by the Commission; 6. Must not have been dishonorably discharged from military employment or dismissed for cause from any civilian position in the Government; 7. Must not have been convicted by final judgment of  an offense or crime involving moral turpitude; 8. Must be at least one meter and sixty-two centimeters (1.62m) in height for male and one meter and fifty-seven centimeters (1.57m) for  female; 9. Must weigh not more or less than five kilograms (5kgs) from the standard weight corresponding to his or her height, age, and sex; and 10. For a new applicant, must not be less than twentyone (21) not more than thirty (30) years of age. Except for the last qualification, the aboveenumerated qualifications shall be continuing in character and an absence of any of them at any given time shall be a ground for separation or  retirement from the service: Provided, that PNP members who are already in the service upon the effectivity of these Implementing Rules and Regulations shall be given five (5) years to obtain the minimum educational qualification and one (1) year to satisfy the weight requirement.  After the lapse of the reglamentary period for the satisfaction of a specific requirement, current members of the PNP who shall fail to satisfy any of the requirements enumerated under this Section shall be separated from the service if they are below fifty (50) years of age and have served in Government for less than twenty (20) years or  retired if they are from the age of fifty (50) and above and have served the Government for at least twenty (20) years without prejudice in either case to the payment of benefits they may be entitled to under existing laws. (Section 14, RA 8551 – IRR) On Selection Procedures The purpose of the selection process is to secure these candidates who have the highest potential for  developing into good policemen. The process involves two basic functions. The first function is to measure each candidate’s qualifications against whose ideal qualification that are established chiefly through job analysis. The second function, because of the comparative nature of the merit system, is to rank the candidates relatively on the basis of  their qualifications. The Screening Procedures Preliminary Interview - the applicant shall be interviewed personally by the personnel officer. If the applicant qualifies with respect to the requirements of  citizenship, education and age, he shall be required to present the following: Letter of application if none has been submitted  An information sheet  A copy of his picture (passport size) Birth Certificate Transcript of scholastic records and/ or  diploma Fingerprint card, properly accomplished. Clearance papers from the local police department PNP provincial headquarters, city or municipal court and city or provincial 

   

 

prosecutor’s office and his hometown police department, NBI, and others that may be required. Physical and Medical Examination - in order to determine whether or not the applicant is in good health, free from any contagious diseases and physically fit for police service, he shall undergo a thorough physical and medical examination to be conducted by the police health officer after  he qualifies in the preliminary interview. Physical Agility Test - the Screening Committee shall require the applicant to undergo a physical agility test designed to determine whether or not he possess the required coordination strength, and speed of movement necessary for  police service. The applicant shall pass the tests like Pull-ups6 Push-ups-27, Two minutes sit-ups-45, Squat jumps-32, and Squat thrusts-20 The Police Screening Committee may prescribe additional requirements if facilities are available. Medical Standards for Police Candidates

1.

General Appearance   – the applicant must be free from any marked deformity, from all parasite or systematic skin disease, and from evidence of intemperance in the use of stimulants or drugs. The body must be well proportioned, of  good muscular development, and show careful attention to personal cleanliness: Obesity, muscular  weakness or poor physique must be rejected. Girth of abdomen should not be more than the measurement of chest at rest.

temperamentally unstable, psychotic, or suffering from any mental disorder, the applicant shall take a psychological and/or neuro-psychiatric test to be administered by the NBI, the PNP, or other duly recognized institution offering such test after he has qualified and met all the requirements above. The Oral Interview - the Screening Committee shall interview the qualified applicants for suitability for police work. The interview shall aid in determining appearance, likeableness, and affability, attitude toward work, outside interest, forcefulness, conversational ability, and disagreeable mannerism. POLICE APPOINTMENT  Any applicant who meets the general qualifications for appointment to police service and who passes the tests required in the screening procedures shall be recommended for initial appointment and shall be classified as follows:

1. Temporary   – if the applicant passes through the waiver program as provided in under R.A 8551.

2. Probationary – if the applicant passes through the regular screening procedures.

3. Permanent – if the applicant able to finish the required field training program for permanency. Appointment in the PNP shall be affected in the following manner:

 A.

PO1 to SPO4   – appointed by the PNP Regional Director for regional personnel or by the Chief of  the PNP for National Head Quarter’s personnel and attested by the Civil Service Commission (CSC)

B.

Inspector to Superintendent   – appointed by the Chief PNP as recommended by their immediate superiors and attested by the Civil Service Commission (CSC).

C.

Sr. Supt to Dep. Dir. Gen.  – Appointed by the President upon the recommendation of the Chief  PNP with the endorsement of the Civil Service Commission (CSC) and with confirmation by the Commission on Appointment (CA).

D.

Director General   – appointed by the President from among the most senior officers down to the rank of Chief Superintendent in the service subject to the confirmation of the Commission on  Appointment (CA). Provided, that the C/PNP shall serve a tour of duty not exceeding four (4) years. Provided further, that in times of war or other  national emergency declared by congress, the President may extend such tour of duty.

2.

Nose, Mouth and Teeth – Obstruction to free breathing, chronic cataract, or very offensive breath must be rejected. The mouth must be free from deformities in conditions that interfere with distinct speech or that pre-dispose to disease of the car, nose or throat. There shall be no disease or  hypertrophy of tonsil or thyroid enlargement. Teeth must be clean, well cared for and free from multiple cavities. Missing teeth may be supplied by crown or  bridge work, where site of teeth makes this impossible, rubber denture will be accepted. At least twenty natural teeth must be present.

3.

Genitals – must be free from deformities and from varicole, hyrocole, and enlargement of the testicles, stricture of urine, and retained testicles.   Any acute and all venereal diseases of these organs must be rejected.

4.

Varicose Veins - a marked tendency to their formation must be rejected.

5.

Arms, Legs, Hands and Feet – must be free from infection of the joints, sprains, stiffness or  other conditions, such as flat foot, long nails or  hammer toes which would prevent the proper and easy performance of duty. First (index) second (middle), and third (ring) fingers and thumb must be present in their entirely. The toe must be the same.

6.

Eyes  – the applicant must be free from color blindness, and be able to read with each eye separately from standard test type at a distance of  twenty feet. Loss of either eye, chronic inflammation of the lids, or permanent abnormalities of either eye must be rejected, 20/20 or 20/30 in one eye, with binocular vision of 20/30.

7.

Respiration – must be full, easy, regular, the respiratory murmur must be clear and distinct over the lungs and no disease of the respiratory organ is present.

8.

Circulation   – The action of the heart must be uniform, free and steady, it’s rhythm and the heart from organ changes. Blood Pressure – systolic maximum 135; diastolic 90; pulse pressure 15 to 50. Brain and nervous system must be free from defects.

9.

Kidneys   – must be healthy and urine

normal. Character and Background Investigation - the Screening Committee shall cause a confidential investigation of the character and from among various sources.

order

Psychological and/or Neuro-Psychiatric Test - in to exclude applicants who are emotionally or 

Waiver for Appointment - Waivers for initial appointment to the police service shall be governed by Section 15 of Republic Act 8551, IRR. Appointment by Lateral Entry -In general, all original appointments of Commissioned Officers (CO) in the PNP shall commenced with the rank of inspector to include those with highly technical qualifications applying for the PNP technical services, such as dentist, optometrist, nurses, engineers, and graduates of forensic sciences. Doctors of  Medicine, members of the Bar and Chaplains shall be appointed to the rank of Senior Inspector in their particular  technical services. Graduates of the PNPA shall be automatically appointed to the initial rank of Inspector. Licensed Criminologist may be appointed to the rank of  Inspector to fill up any vacancy POLICE TRAINING The Need for Police Training Organized training is the means by which officers are provided with the knowledge and the skills required in the performance of their multiple, complex duties. In order that the recruit officer may commence his career with a sound foundation of police knowledge and techniques, it is most important that the entrance level training he soundly conceived, carefully organized and well-presented. Pre-and-post employment university training. Responsibility of Training The training of police officers shall be the responsibility of the PNP in coordination with the Philippine

Public Safety College (PPSC) which shall be the premier  educational institution for the training of human resources in the field of law enforcement (PNP, BFP, BJMP), subject to the supervision of the NAPOLCOM. Types of Police Training Programs The following are the training programs in the police service: Basic Recruit Training Field Training In-Service Training programs Department In-service training programs National and International Conventions on Policing The Basic Recruit Training – the most basic of all police training. It is a prerequisite for permanency of  appointment. The Basic Recruit Training shall be in accordance with the programs of instructions prescribed by the PPSC and the NAPOLCOM subject to modifications to suit local conditions. This course is conducted within not less than six (6) months. A training week shall normally consist of 40 hours of scheduled instructions. Full time attendance in the Basic Recruit Training – Attendance to this type of training is full time basis. However, in cases of emergency, recruits maybe required to render service upon certification of the Regional Director or  the City or Municipal Chief of Police the necessity of such service.

The rating system shall be based on the standards set by the NAPOLCOM and shall consider results of annual physical, psychological and neuro-psychiatric examinations. POLICE PROMOTION Promotion is a system of increasing the rank of a member of the police service. It has the following objectives:



1. To invest a member of the police force with the degree of authority necessary for the effective execution of police duties. 2. To place the police officer in a position of  increased responsibility where he can make full use of his capabilities. 3. To provide and promote incentives, thus motivating greater efforts of all members of the police force, which will gradually improve efficiency in police works.

   

Completion and Certification of Training – After  the Basic Recruit Training, the Regional Director shall certify that the police recruits have completed the training and has satisfied all the requirements for police service. The PNP Field T raining – 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 purposes and performs actual job functions with periodic appraisal on his performance and progress. Under R.A 8551, all uniformed members of the PNP shall undergo a field training program involving actual experience and assignment in patrol, traffic and investigation as a requirement for permanency of their appointment. The program shall be for twelve (12) months inclusive of the Basic Recruit Training Course for non-officers and the Officer  Orientation Course or Officer Basic Course for officers. (Section 20, RA 8551 – IRR)

Under the law, the NAPOLCOM shall establish a system of promotion for uniformed and non-uniformed members of the PNP, which shall be based on: 1. 2. 3.

The promotion shall be gender fair which means women in the PNP shall enjoy equal opportunity for promotion as that of men. Preferences for Promotion 1.   Appropriate Eligibility - Whenever two or more persons who are next in rank, preference shall be given to the person who is the most competent and qualified and who has the appropriate eligibility. 2. Competency and Vacancy - When competency, qualification, and eligibility are equal, preference shall be given to the qualified member in the organizational unit where the vacancy occurs. 3. Seniority - When all the foregoing conditions have been taken into account, and still the members in the next rank have the same merit and qualification, preference shall be given to the most senior officer. Factors in Selection for Promotion

1.

Efficiency of Performance – as an aid to fair  appraisal of the candidates’ proficiency, the performance-rating period shall be considered. Provided, that in no instance shall a candidate be considered for promotion unless he had obtained a rating of at least “satisfactory”.

The In-Service Training Programs   



Junior Leadership Training – for PO1 to PO3 Senior Leadership Training – for SPO1 to SPO4 Police Basic Course (PBC) – preparatory for OBC – for senior police officers Officers Basic Course (OBC) – for Inspectors to Chief Inspectors

2.

Education and Training – educational background which includes completion of in-service training courses, academic studies, training grants and the like.



Officers Advance Course (OAC) – for Chief  Inspectors to Sr Superintendent Officer Senior Education Course (OSEC) – Superintendent and above Directorial Staff Course (DSC) – for directors and above. POLICE APPRAISAL   Appraisal refers to the process of measuring the performance of people in achieving goals and objectives. It is also known as “performance evaluation system”. Purposes of Police Appraisal 1. It serves as guide for promotion, salary increase, retirement, and disciplinary actions. 2. It increases productivity and efficiency of police works. 3. It assimilate supervision 4. It informs the officer of the quality of his work for  improvements PNP Appraisal System The Performance Evaluation in the police service is the responsibility of the NAPOLCOM, which shall issue the necessary rules and regulation for the orderly administration of the appraisal process. Such performance evaluation shall be administered in a manner as to foster the improvement of  every individual police efficiency and behavioral discipline as well as the promotion of the organization’s effectiveness.

Merit – includes length of service in the present rank, and qualification. Seniority Availability of vacant position.

3.



Experience and Outstanding Accomplishment – this includes occupational history, work experience and other accomplishment worthy of commendation.



4.

Physical Character and Personality – the factors of physical fitness and capacity as well as attitude and personality traits in so far as they bear  on the nature of the rank and/or position to be filled. This means that the candidate should have no derogatory records which might affect integrity, morality and conduct.

5.

Leadership Potential   – the capacity and ability to perform the duties required in the new or  higher position and good qualities for leadership. Kinds of Police Promotion

1.

Regular Promotion - Regular promotion shall be based on the following requirements: a.

He or she has successfully passed the corresponding promotional examination given by the NAPOLCOM;

b.

c.

d. e.

2.

Passed the Bar or corresponding Board examination for technical services and other  professions; Satisfactory completion of the appropriate accredited course in the PPSC or equivalent training institutions; Passed the Psychiatric, Psychological, and Drug test; and Cleared by the People’s Law Enforcement Board (PLEB) and the Office of the Ombudsman for any complaints against him/her.

Promotion by Virtue of Exhibited Acts (Special Promotion)   Any uniformed member of the PNP who has exhibited acts of conspicuous courage and gallantry at the risk of his or her life above and beyond the call of duty, shall be promoted to the next higher rank. Provided, that such act shall be validated by the NAPOLCOM based on established criteria. 3. Promotion by Virtue of Position  Any PNP member 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 promotion, subject to the availability of vacant positions. Provided, that the member shall not be reassigned to a position calling for a higher rank until after two (2) years from the date of such promotion. Provided, further, that any member designated to the position who does not possess the established minimum qualifications thereof shall occupy the same for not more than six (6) months without extension. (Section 34, RA 8551 – IRR) POLICE ASSIGNMENT Police assignment is the process of designating a police officer at a particular function, duty or responsibility. Purpose of Police Assignment The purpose of police assignment is to ensure systematic and effective utilization of all the members of the force. Power to make designation or assignment The Chief of PNP (CPNP), Regional Director (RD), Provincial Director (PD), and the City or Municipal Chief of  Police (COP) can make designation or assignment of the police force with in their respective levels. They shall have the power to make designations or assignments as to who among the police officers shall head and constitute various offices and units of the police organization. The assignment of the members of the local police agency shall be in conformity with the career development program especially during the probationary period. Thereafter, shall be guided by the principle of placing the right man in the right job after proper  classification has been made. POLICE SALARIES, BENEFITS, AND PRIVILEGES On Salary The uniformed members of the PNP are considered employees of the National Government and draw their  salaries therefrom. They have the same salary grade that of a public school teacher. Police Officers assigned in Metropolitan Manila, chartered cities, and first class municipalities may be paid with financial incentives by the local government unit concerned subject to the availability of funds. On Benefits and Privileges 1. Incentives and Awards The NAPOLCOM shall promulgate standards on incentives and award system in the PNP administered by the Board of Incentives and Awards. Awards may be in the forms of decorations, service medals and citation badges or in monetary considerations. The following are examples of  authorized Decorations/medals/citation: Police Medal of Valor  Police Medal of Merit Wounded Police Medal Police Efficiency Medal Police Service Medal Police Unit Citation Badge Posthumous Award – in case a police officer dies. 2. Health and Welfare The NAPOLCOM is mandated to provide assistance in developing health and welfare programs for  police personnel. All heads of the PNP in their respective levels are responsible to initiate proper steps to create a good atmosphere to a superior-subordinate relationship and      

improvement of personnel morale through appropriate welfare programs.

3.

Longevity Pay and Allowances Under Republic Act 6975, PNP personnel are entitled to a longevity pay of 10% of their basic monthly salaries for every five years of service. However, the totality of such longevity pay does not exceed 50% of the basic pay. They shall also enjoy the following allowances: Subsistence allowance, Quarter’s allowance, Clothing allowance, Cost of  living allowance, Hazard pay and others 4. Retirement Benefit Monthly retirement pay shall be fifty percent (50%) of the base pay and longevity pay of the retired grade in case of twenty (20) years of active service, increasing by two and one-half percent (2.5%) for every year of active service rendered beyond twenty (20) yeas to a maximum of ninety percent (90%) for thirty-six (36) years of service and over: Provided, that the uniformed member shall have the option to receive in advance and in lump sum his or her retirement pay for the first five (5) years. Provided, further, that payment of  the retirement benefits in lump sum shall be made within six (6) months from effectivity date of retirement and/or  completion. Provided, finally, that the retirement pay of PNP members shall be subject to adjustments based on the prevailing scale of base pay of police personnel in the active service. (Section 36, RA 8551 – IRR) 5. Permanent Physical Disability Pay   A PNP member who is permanently and totally disabled as a result of injuries suffered or sickness contracted in the performance of duty as certified by the NAPOLCOM, upon finding and certification by the appropriate medical officer, that the extent of the disability or sickness renders such member unfit or unable to further perform the duties of  his or her position, shall be entitled to a gratuity equivalent to one year salary and to a lifetime pension equivalent to eighty percent (80%) of his or her last salary, in addition to other  benefits as provided under existing laws. Should such member who has been retired under  permanent total disability under this Section die within five (5) years from his retirement, his surviving legal spouse or, if  there be none, the surviving dependent legitimate children shall be entitled to the pension for the remainder of the five (5) year guaranteed period. (Section 37, RA 8551 – IRR) 6. Early Retirement Benefit  A PNP member of his or her own request and with the approval of the NAPOLCOM, retire from the service shall be paid separation benefits corresponding to a position two ranks higher than his present rank provided that the officer or  non-officer has accumulated at least 20 years of service. POLICE INSPECTION The purpose of police inspection is to ascertain the standard policies and procedures, review and analyze the performance, activities and facilities affecting operations and to look into the morale, needs and general efficiency of the police organization in maintaining law and order. Types of Police Inspection 1. Authoritative Inspection – those conducted by the head of subordinate units in a regular basis. 2. Staff Inspection – those conducted by the staff for  and in behalf of the Chief PNP or superior officers in command of various units or departments. Nature of Police Inspection 1. Internal Affairs – inspection on internal affairs embraces administration, training, operation, intelligence, investigation, morale and discipline as well as the financial condition of the police organization. 2. External Affairs – it embraces the community relationship of the organization, the crime and vice situation of the locality, and the prevailing public opinion concerning the integrity and reputation of  the personnel. Authority to Inspect In the PNP, the following are the authority to conduct inspection: 1. NAPOLCOM or its representative 2. PNP Chief or his designated representative 3. PNP Director for Personnel or his representative 4. PNP Regional Director or his representative 5. City/Municipal Chief of Police or his representative 6. Internal Affairs Service (IAS under RA 8551 The inspecting officer/s shall examine, audit, inspect police agencies in accordance with existing standards and with the following objectives:

1. 2.

To take note or discover defects and irregularities To effect corrections on minor defects being discovered 3. To bring to the attention of and recommend to the concerned officers for appropriate actions on defects noted. Where the irregularity noted during inspection is serious as to warrant administrative charges against a police officer, the inspecting officer shall immediately file the necessary charge or charges before the appropriate disciplinary action offices. POLICE DISCIPLINARY MECHANISM   Aside from higher police management levels that can impose disciplinary actions against subordinates, the following also serves as disciplinary mechanisms in the police service: Administrative Disciplinary Powers of the Local Chief Executive (LCE) - The City and Municipal Mayors shall have the power to impose, after due notice and summary hearings, disciplinary penalties for minor offenses committed by members of the PNP assigned to their respective   jurisdictions as provided in Section 41 of Republic Act No. 6975, as amended by Section 52 of Republic Act No. 8551. PLEB - the PLEB (People's Law Enforcement Board) is the central receiving entity for any citizen's complaint against PNP members. As such, every citizen's complaint, regardless of the imposable penalty for the offense alleged, shall be filed with the PLEB of the city or municipality where the offense was allegedly committed. Upon receipt and docketing of the complaint, the PLEB shall immediately determine whether the offense alleged therein is grave, less grave or minor. Should the PLEB find that the offense alleged is grave or less grave, the Board shall assume jurisdiction to hear and decide the complaint by serving summons upon the respondent within three (3) days from receipt of the complaint. If the PLEB finds that the offense alleged is minor, it shall refer the complaint to the Mayor or Chief of Police, as the case may be, of the city or municipality where the PNP member is assigned within three (3) days upon the filing thereof. If the city or municipality where the offense was committed has no PLEB, the citizen's complaint shall be filed with the regional or provincial office of the Commission (NAPOLCOM) nearest the residence of the complainant. Administrative Offenses that may be imposed against a PNP Member  The following are the offense for which a member  of the PNP may be charged administratively:

1. Neglect of duty or nonfeasance – it is the omission or refusal, without sufficient excuse, to perform an act or duty, which it was the peace officer’s legal obligation to perform; it implies a duty as well as its breach and the fast can never be found in the absence of a duty.

2. Irregularities in the performance of duty  – it is the improper performance of some act which might lawfully be done.

3. Misconduct or Malfeasance   – it is the doing, either through ignorance, inattention or malice, of  that which the officer had no legal right to do at all, as where he acts without any authority whatsoever, or exceeds, ignores or abuses his powers.

4. Incompetency – it is the manifest lack of adequate ability and fitness for the satisfactory performance of police duties. This has reference to any physical, moral or intellectual quality the lack of which substantially incapacitates one to perform the duties of a peace officer.

5. Oppression – it imports an act of cruelty, severity, unlawful exaction, domination, or excessive use of  authority. The exercise of the unlawful powers or  other means, in depriving an individual of his liberty or property against his will, is generally an act of  oppression.

6. Dishonesty – it is the concealment or distortion of  truth in a matter of fact relevant to one’s office, or  connected with the performance of his duties.

7. Disloyalty to the Government   – it consist of  abandonment or renunciation of one’s loyalty to the Government of the Philippines, or advocating the overthrow of the government.

8. Violation of Law  – this presupposes conviction in court of any crime or offense penalized under the Revised Penal Code or any special law or  ordinance. ORGANIZATION defined It is a form of human association for the attainment of a goal or objective. It is the process of identifying and grouping the work to be performed, defining and delegating responsibility and authority establishing relationships for the purpose of enabling people work effectively. POLICE ORGANIZATION defined Police organization is a group of trained personnel in the field of public safety administration engaged in the achievement of goals and objectives that promotes the maintenance of peace and order, protection of life and property, enforcement of the laws and the prevention of  crimes. The organization of the police force commonly requires the following organizational units: Functional Units

1. Bureau – the largest organic functional unit within a large department. It comprises of numbers of  divisions.

2. Division – a primary subdivision of a bureau. 3. Section – functional unit within a division that is necessary for specialization.

4. Unit – functional group within a section; or the smallest functional group with in an organization. Territorial Units

1. Post – a fixed point or location to which an officer is assigned for duty, such as a designated desk or  office or an intersection or cross walk from traffic duty. It is a spot location for general guard duty.

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

3. Beat – An area assigned for patrol purposes, whether foot or motorized.

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

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

6. Area – a section or territorial division of a large city each comprised of designated districts. Key Terminologies

1. Sworn Officers   – all personnel of the police department who have oath and who posses the power to arrest.

2. Superior Officer -

one having supervisory responsibilities, either temporarily or permanently, over officers of lower rank.

3. Commanding Officer  - an officer who is in command of the department, a bureau, a division, an area, or a district.

4. Ranking Officer  - the officer who has the more senior rank/higher rank in a team or group.

5. Length of Service - the period of time that has elapsed since the oath of office was administered. Previous active services may be included or added.

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

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

8. Special Duty - the police service, its nature, which requires that the officer be excused from the performance of his active regular duty.

9. Leave of Absence - period, which an officer is excused from active duty by any valid/acceptable reason, approved by higher authority.

10.

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

11.

Suspension - a consequence of an act which temporarily deprives an officer from the privilege of performing his duties as result of  violating directives or other department regulations.

12.

Department Rules - rules established by department directors/supervisors to control the conduct of the members of the police force.

13.

Duty Manual - describes the procedures and defines the duties of officers assigned to specified post or position.

14.

Order - an instruction given by a ranking officer to a subordinate, either a. General Order, b. Special, or c. Personal

15.

Report - usually a written communication unless otherwise specifies to be verbal reports; verbal reports should be confirmed by written communication. Types of Police Organizational Structures Line Organization The straight line organization, often called the individual, military or departmental type of organization, is the simplest and perhaps the oldest type; but it is seldom encountered in its channels of authority and responsibility extends in a direct line from top to bottom within the structures, authority is definite and absolute. Functional Organization The functional organization in its pure form is rarely found in present day organizations, except at or near the top of the very large organizations. Unlike the line type of  structure, those establishments organized on a functional basis violate the prime rule that men perform best when they have but one superior. The functional responsibility of each “functional manager” is limited to the particular activity over  which he has control, regardless of who performs the function. Line and Staff Organization The Line and Staff organization is a combination of  the line and functional types. It combines staff specialist such as the criminalists, the training officers, the research and development specialists, etc. Channels of responsibility is to “think and provide expertise” for the line units. The line supervisor must remember that he obtains advice from the staff specialists.. Classification of Line, Staff, and Auxiliary Function Whatever their method of grouping internal activities, all bureaucratic agencies segregate the function of  line, staff, and auxiliary personnel. The reasons for this tripartite classification are best explained by examining each of the functions. Line Functions: Line functions are the “backbone” of the police department; they include such operations as patrol, criminal investigation, and traffic control, as well as supervision of the personnel performing those operations. Line functions are carried out but “line members,” including the patrol officer, the detective, the sergeant, the lieutenant, the captain, and the chief of police. Line members are responsible for: Carrying out the majors purposes of the police department. Delivering the services provided by the department. Dealing directly with the department’s clientele. Making final decisions with respect to the activities they perform. Staff Functions: Staff functions are those operations designed to support the line functions, Staff  members are necessarily advisors who are typically assigned to planning, research, legal advice, budgeting, and educational services. Staff members are often civilians with specialized training who serve within the department but do not deal with daily operation son the street. Their main function is to study police policies and practices and to offer  proposals to the chief executive of the department. Staff  personnel tend to be: Highly specialized. Involved in an advisory capacity Detached from the public Not directly responsible for the decisions made by department executive. Auxiliary Functions: Auxiliary functions involve the logistical operations of the department. These include training, communications, jailing, maintenance, record keeping, motor vehicles, and similar operations. ELEMENTS OF ORGANIZATON Specialization Defined: Specialization is the assignment of particular workers to particular tasks. Thus, it can be thought of in terms of either jobs or people. •

•

•

•

• • • •

Example: Areas of police specialization include undercover  works, crime scene operations, legal advising, computer work, planning, community relations, drug reaction, gang activities, or SWAT operations. Hierarchy defined: A hierarchy represents the formal relationship among superiors and subordinates in any given organization. It can be visualized as a ladder, with each rung (or rank) representing a higher or lower level of authority. Each rank or position on a hierarchical ladder has specific rights, while at the same time owing specific duties to the positions above and below it. Any particular position of the ladder is expected to direct and control the activities of the ranks, while obeying the directions and instructions received from higher ranks. Authority Defined: Authority is the right to command and control the behavior of employees in lower  positions within an organizational hierarchy. A hierarchy thus serves as the framework for the flow of authority downward (and obedience upward) through the department. Example: Authority can be illustrated by the situation in which a subordinate abstains from making his or  her choice among several courses of action and instead automatically accepts the choice made by the supervisor  regardless of whether one personally agrees. Authority Roles: Authority within an organization must be viewed in terms of prescribed roles rather than of  individuals. A particular position within an organization carries the same authority regardless of who occupies that position. While the personality of the occupant may change the style or  manner in which authority is exercise, it should increase or  decrease the basic obligations of the occupant toward those in subordinate positions. Span of Control   A span of control is the maximum number of  subordinates at a given position that superior can supervise effectively. Determining the Span of Control Effective organization requires that only a manageable number of subordinates be supervised by one person at any given time. This number will, of course, vary – not only from one organization to another (depending on each organization’s definition of “effective supervision”) but also within each organization depending on the number of task and the size of personnel available at a given time. Delegation of Authority Delegation is the conferring of an amount of  authority by a superior position onto a lower-level position. The person to whom authority is delegated becomes responsible to the superior for doing the assigned job. However, the delegators remain accountable for  accomplishment of the job within the guidelines and quality standards of the agency. Unity of Command Traditional theories of organization insisted that each employee should have only one supervisor of “boss”, and considered this principle of “unity of command” the backbone of any organizational structure. Thus, a patrol officer, for example, would always receive orders from one sergeant and would always report to that same sergeant. If  the officer was instructed or advised by a detective, garage sergeant, or any other administrator (with the possible exception of the chief), the officer is expected to check with his or her sergeant before taking any action. Formal Communication Basically, communication is the process of sharing understanding and information on common subjects. More precisely, it is an intercourse between, through or more people by means of words, letters symbols, or gestures for  the purpose of exchanging information. Procedures, channels, and standardized languages are essential to effective communication within such large organization. PRINCIPLES OF POLICE ORGANIZATION Police organizations are either formal or informal. Formal organizations are highly structured while informal organizations are those without structures. Every formal police organization whether small or large are governed by the following principles:

1. Principle of Unity of Objectives - an organization is effective if it enables the individuals to contribute to the organization’s objectives.

2. Principle

of Organizational Efficiency  – organization structure is effective if it is structured in such a way to aid the accomplishment of the organization’s objectives with a minimum cost.

3. Scalar Principle – shows the vertical hierarchy of  the organization which defines an unbroken chain of units from top to bottom describing explicitly the flow of authority. The scalar principles are:

a. Line of Authority and Chain of  Command This principle of   organization suggests that communications should ordinarily go upward through established channels in the hierarchy. Diverting orders, directives, or reports around a level of  command usually has disastrous effects on efficiency of the organization.

b. The Span of Control of a supervisor  over personnel or units shall not mean more than what he can effectively direct and coordinate. In span of control, levels of authority shall be kept to a minimum.

c. The Delegation of authority shall carry with it a commensurate authority and the person to whom the authority is delegated shall be held accountable therefore. It implies that delegation must carry with it appropriate responsibility.

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

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

5. Line and Staff  – implies that a system of varied functions arrange into a workable pattern. The line organization is responsible for the direct accomplishment of the objectives while the staff is responsible for support, advisory or facilitative capacity.

6. Principle of Balance – states that the application of principles must be balanced to ensure the effectiveness of the structure in meeting organization’s objectives.

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

8. Principles of Absoluteness of Responsibility – explains that the responsibility of the subordinates to their superior for performance is absolute and the superior cannot escape responsibility for the organization on activities performed by their  subordinates

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

10.

Authority Level Principle – implies that decisions within the authority of the individual commander should be made by them and not be returned upward in the organizational structure.

11.

Principle of Flexibility – means that the more flexible the organization, the more it can fulfill its purpose THE PHILIPPINE NATIONAL POLICE (PNP) ORGANIZATION The PNP is composed of a national headquarter, regional headquarters, provincial headquarters, district headquarters or municipal stations. At the national level, the PNP maintains its national headquarter in Camp Crame, Metropolitan Manila which houses the directorial staff, service staff and special support units. PNP Staff and Support Units  A. The Chief of the Philippine National Police has the rank of Police Director General in the Armed Forces of the Philippines with a four-star rank. He is assisted by a Personal Staff composed of: The Inspector General  Aide-de-Camp Command Police Non-Commissioned Officer  B. Deputy Chief of Philippine National Police for   Administration. C. Deputy Chief of Philippine National Police for  Operations • • •

D.

The Chief of Directorial Staff is assisted by a Secretary, Directorial Staff. The two Deputies and the Chief of Directorial Staff have the rank of Police Deputy Director General, equivalent to a three-star rank in the Armed Forces of the Philippines. The Powers and Functions of the PNP 1. Enforce all laws and ordinances relative to the protection of lives and properties; 2. Maintain peace and order and take all necessary steps to ensure public safety; 3. Investigate and prevent crimes, effect the arrest of  criminal offenders, bring offenders to justice, and assist in their prosecution. 4. Exercise the general powers to make arrest, search and seizure in accordance with the Constitution and pertinent Laws. 5. Detain and arrest person for a period not beyond what is prescribed by law, informing the person so detained of all his/her rights under the Constitution; 6. Issue licenses for the possession of firearms and explosives in accordance with law; 7. Supervise and control the training and operation of  security agencies and issue licenses to operate security agencies, and to security guards and private detectives for the practice of their  profession; and 8. Perform such other duties and exercises all other  functions as may be provided by law. One of these is the Forestry law wherein the PNP is primary enforcer in coordination with the Department of  Environment and Natural Resources (DENR).  A. COMMISSIONED OFFICERS: Director General (DG) General Deputy Director General (DDG) Lt General Director (DIR) Maj General Chief Superintendent (CSUPT) Brig.Gen. Senior Superintendent (SR SUPT) Colonel Superintendent (SUPT) Lt Colonel Chief Inspector (CINSP) Major  Senior Inspector (SR INSP) Captain Inspector (INSP) Lieutenant B. NON-COMMISSIONED OFFICERS: Senior Police Officer IV (SPO IV) Master Sergeant Senior Police Officer III (SPO III) Tech. Sergeant Senior Police Officer II (SPO II) Staff Sergeant Senior Police Officer I (SPO I) Sergeant Police Officer III (PO III) Corporal Police Officer II (PO II) Private 1st Class Police Officer I (PO I) Private C. Cadets of the Philippine National Police Academy (PNPA) are classified above the Senior Police Officer IV and below the Inspector rank in the PNP Community Oriented Policing System (COPS) In the Philippines, a revolutionized concept in modern policing and a new strategy for delivering basic police services adhering to the following basic concepts have been adopted – the so called COPS: a. The police and community are co-producers of  police vices. Hence, peace and order is shared  joint responsibility of the community and the police. b. Puts emphasis on the proactive or preemptive system of policing capitalizing on the active and vigilant actions and participation of the citizenry. c. It is a problem oriented policing system (POPS), which is zeroed in to the root causes of the problem and its solution 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 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 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. 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 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 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 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.

9.

Plan and carryout implementation - The police administrator must be aware that the implementation requires a great deal of tact and skill. It maybe more important how an alternative is introduced to a police department than what actually is. Monitor and evaluate progress - Evaluation requires comparing what actually happened with what was planned for- and this may not be a simple undertaking. Feedback must be obtained concerning the results of the planning cycle, the efficiency 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.

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. 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. 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 Discipline – It is imposed by command or selfrestraint 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) 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. 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.

5.

accomplished or a problem is solved. Specific police programs or  projects such as drug crackdown, crime prevention program, and neighborhood clean-up campaign are good examples of time-specific plan 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.

Strategic Plans are designed to meet the longrange, 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.

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.

Operational Plans (OPLANS) are designed to meet the specific tasks required to implement strategic plans. There are four types of operational plan:

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.

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.

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

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 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 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.

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 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 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 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 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.

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 (ANTIPROSTITUTION/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.

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 SANDIGAN MASTER PLAN

DIAGRAM

OF

19. SOP #19 – ANTI-ILLEGAL LOGGING 20. SOP #20 – ANTI-ILLEGAL FISHING 21. SOP #21 – ANTI-ILLEGAL DRUGS DISASTER AND EMERGENCY PLANNING Emergency and disaster planning is one of the most important interrelated function in a security system. It is important in any organization as physical security, fire protection, guard forces, security of documents and personnel security.