PNP

PNP FUNDAMENTAL
DOCTRINE
(Revised)
October 2013
Philippine National Police
Camp Crame, Quezon City
Copyright 2013
All rights reserved. No part of this manual, may be reproduced or copied in any form by
means of graphic, electronic, or mechanical, including photocopying, or information storage and
retrieval system without written permission from the Director, Directorate of Human Resource and
Doctrine Development (DHRDD) with present address at the National Headquarters Building,
Camp Crame, Quezon City.
Published by PNP DHRDD

Republic of the Philippines
National Police Commission
NATIONAL HEADQUARTERS, PHILIPPINE NATIONAL POLICE
OFFICE OF THE CHIEF, PNP
Camp Rafael Crame, Quezon City
MEMORANDUM
TO : All Concerned
FROM : Chief, PNP
SUBJECT : Promulgation
DATE : OCT 16, 2013
1. The Technical Working Group on the PNP Fundamental Doctrine under the supervision of
the Directorate for Human Resource and Doctrine Development initiated the revision of the Manual
for ready reference of all PNP Units and personnel.
2. The revised PNP Fundamental Doctrine embodies the spirit, basic principles and beliefs
of the PNP in fulfilling its primary mandate “to serve and protect” the Filipino people through
consistent and fair enforcement of the law.
3. All PNP units and personnel are therefore enjoined to read and know by heart its
applicability in the conduct of police activities.
4. This doctrine is promulgated for the information and guidance of all concerned effective
immediately.
ALAN LA MADRID PURISIMA

Police Director General
“Serbisyong Makatotohanan”
Department of the Interior and Local Government
NATIONAL POLICE COMMISSION
371 Sen. Gil Puyat Ave, Makati City
MESSAGE
The publication of the Revised PNP Fundamental Doctrine is
again another feather on the hat of the Philippine National Police.
This remarkable achievement is indeed laudable considering

that this Manual serves as the anchor upon which all police
procedures and policies are based.
I fervently hope that this Manual would be the primary guide

of every PNP personnel as they make their individual contributions in
the attainment of a truly progressive community.
I urge the Philippine National Police to continue to be vigilant

in the enforcement of laws and remain dedicated and committed in
the performance of their sworn duties.
MAR ROXAS
Chairman, NAPOLCOM
NATIONAL HEADQUARTERS PHILIPPINE NATIONAL POLICE
OFFICE OF THE CHIEF, PNP
MESSAGE
It is with great pleasure that I congratulate the members of the

PNP Technical Working Group who exerted tremendous effort in
accomplishing this project.
The revision of the PNP Fundamental Doctrine is part of the

PNP's continuing effort to develop and improve its services in support
to national goals and policies which are among the significant
aspects of our CODE-P Program and the PNP PATROL Plan 2030.
I enjoin every member of the PNP to take to heart the

provisions of this Manual for this will serve as our guide in providing
“Serbisyong Makatotohanan” that our society truly deserves.
ALAN LA MADRID PURISIMA

Police Director General
“Serbisyong Makatotohanan”
NATIONAL HEADQUARTERS, PHILIPPINE NATIONAL POLICE
DIRECTORATE FOR HUMAN RESOURCE AND
DOCTRINE DEVELOPMENT
PREFACE
The creation of the Philippine National Police (PNP) as a
separate and distinct law enforcement institution that is “national in
scope but civilian in character”, necessitates the establishment of the
Fundamental Doctrine, upon which all other doctrines and policies are
aligned.
The PNP Fundamental Doctrine comprises the basic principles

for the employment of PNP forces and personnel in support to the
attainment of national objectives. It serves as a guide to the realization of
the PNP vision, mission and functions. Hence, it is the authority upon
which all other types of PNP doctrines should be anchored.
The evolution of the PNP and the establishment of its own

identity, separate and distinct from its military predecessor, necessitated
the call for the revision of the existing Fundamental Doctrine.
This doctrine has been formulated based on studies, tests and syntheses of existing rules
and regulations, as well as experiences accumulated by the PNP through the years. It shall
continue to be in effect until modified or amended.
The format of the PNP Fundamental Doctrine has been patterned largely from the basic
Doctrine of the defunct Philippine Constabulary but with major revisions and inceptions of
provisions consistent with the vision, mission, and functions of the PNP pursuant to R.A. 6975 duly
amended by R.A. 8551 and R.A. 9708.
The contents of this doctrine include the fundamental principles for the employment and
deployment of PNP elements in support of national goals and policies that is aimed to provide
information and reference to Service Schools, Training Units and policy makers towards the
refinement of police operational procedures and other police functions.
The NHQ-TWG on the Revised PNP Fundamental Doctrine had carefully and seriously
deliberated on the contents of this Manual in a series of researches and discussions to come up with
its revised form in accordance with the standards set forth by the PNP and NAPOLCOM.
During its revision, various obstacles where encountered by the TWG which hindered the
otherwise smooth process of revision. One of which is the difficulty of finding references and other
resources to support the inception of new provisions. Given the fact that most of the provisions of
the original doctrine was derived from the military doctrine, the TWG needed to conduct extensive
research on the existing set-up of the PNP and its current policies and proceduressome of which are
not yet documented.
Doctrine development work is a tedious process--though hardly a few people appreciate its
importance. Doctrine development requires patience, determination, commitment and dedication
to accomplish what has been started and to create something tangible that could provide an anchor
from which the PNP could derive its actions and programs. It calls for the integration of thoughts and
ideas, creativity and a never-give-up attitude. It invokes great challenge, both intellectually and
physically.
However tedious the process is, DHRDD never looked at it as a hindrance. Instead it was a
welcome opportunity as the PNP starts to recognize the importance of doctrine development when
it was made a part of the Strategic Focus of the Chief, PNP under the CODE-P Program in support
of the PNP PATROL 2030.
With these, I would like to extend my heartfelt gratitude and appreciation to the men and
women of the Philippine National Police who shared their knowledge and grains of wisdom to finally
put into fruition the Revised PNP Fundamental Doctrine.
To PCSUPT RONILO V. QUEBRAR, Deputy Director, Directorate for Human Resource and
Doctrine Development (DHRDD) for providing guidance and inspiration to the members of the
DHRDD Technical Working Group.
To the NHQ-TWG headed by PCSUPT ISAGANI R. NEREZ, Secretary to the Directorial

Staff, by steering the group towards the successful realization of this project.
My greatest appreciation goes out to our predecessors, who spearheaded the formulation
of the original PNP Fundamental Doctrine in 1994.
To the Technical Staff the General Doctrine Development Division led by PSSUPT
AGUSTIN E. SENOT and NUP Angelica G. Ruetas - for their inexhaustible energy and
commitment as they carried out all the groundwork in the revision of this Manual.
To PDG ALAN LA MADRID PURISIMA, Chief, PNP for his firm leadership and focus on the
development of responsive doctrines to guide our personnel in all aspects of PNP operations and
administration.
With this, I enjoin all PNP personnel to understand and adhere to this Doctrine so that each
of us may be guided and continue to become effective and efficient in performing our duties and
responsibilities as a police officer and a public servant.
SAMUEL B. DICIANO
Police Director
The Director, DHRDD
Publisher's Note:
This PNP Fundamental Doctrine contains the use of
masculine pronouns and terms which refers to both male and
female. The generic uses of these words in this publication are not
intended to disregard social equality or promote gender biases.
The information contained in this doctrine shall be
communicated either directly or indirectly to the internal public for
their information and adherence.
TABLE OF CONTENTS
PRELIMINARY Pages
CPNP’s Letter of Promulgation i
Messages
Chairman, NAPOLCOM ii
Chief, PNP iii
Preface iv
NHQ-TWG Resolution v
Publisher's Note
CHAPTER 1. INTRODUCTORY PRINCIPLES 1

Section 1-1. General 1
1-2. Manuals and Doctrines 2
1-3. Document Security Classification 4
CHAPTER 2. POWERS OF THE STATE 7

Section 2-1. General 7
2-2. Police Power of the State 9
2-3. Fundamental Principles of Law Enforcement 11
CHAPTER 3. THE PHILIPPINE NATIONAL POLICE 13

Section 3-1. Mandate, Vision and Mission 13
3-2. Philosophy, Core Values and Ethics 14
3-3. Symbols 16
3-4. Functions 19
3-5. Organization 20
CHAPTER 4. ORGANIZATION, COMMAND AND STAFF PRINCIPLES 23

Section 4-1. General Concepts in Organization 23
4-2. Broad Bases of Organizations 27
4-3. Application of Principles 29
4-4. Command and Staff Principles 33
4-5. Command Principles and Procedures 34
4-6. Leadership and Development 41
4-7. Staff Principles and Procedures 44
CHAPTER 5. CRIME PREVENTION AND SOLUTION 53

Section 5-1 General Concepts of Crime 53
5-2. Crime Reporting 54
5-3. Crime Prevention 54
5-4. Crime Solution 56
CHAPTER 6. PUBLIC SAFETY AND SECURITY 59
Section 6-1. Concepts in Public Safety and Security 59
6-2 Fundamental Principles 61
6-3 Role in Public Safety and Security 63
6-4 The Peace and Order Council 65
6-5 Strategy on Public Safety and Security Operations 68
CHAPTER 7. RESOURCE MANAGEMENT 71

Section 7-1. Personnel Management 71
7-2. Training Administration and Management 79
7-3. Budgeting System 94
7-4. Procurement System 96
7-5. Accounting and Auditing System 99
CHAPTER 8. STRATEGY MANAGEMENT 101

Section 8-1. General Concepts 101
8-2. Change Agenda 102
8-3. Governance Scorecard 104
CHAPTER 9. GENERAL PROVISIONS 107

Section 9-1. Administrative Sanctions 107
9-2. Separability Clause 107
9-3. Effectivity 107
9-4. Amendment 107
GLOSSARY OF TERMS 109

LIST OF ABBREVIATIONS 118
SUMMARY OF CHANGES 121
APPENDICES 123
A PNP Organizational Structure 124
B Functions of PNP Key Officers, Offices/Units 125
C PNP Training System 135
D PNP OPIF Logical Framework 136
E PNP PATROL Plan 2030 Roadmap 137
REFERENCES 138
DHRDD-TWG Members 140
The Philippine National Police is a civilian law enforcement
organization guided by the rule of law. It acts deliberately
and responds to situations according to prescribed
doctrines, rules and procedures.
PNPM-D-0-1-2-13 RESTRICTED
CHAPTER 1
INTRODUCTORY PRINCIPLES
Section 1-1 General
1.1 Purpose. This doctrine prescribes the Philippine National Police's (PNP)
Fundamental Manual. Its purpose is to guide the Command Group, Directorial Staff,
National Support Unit Directors, Regional, Provincial and City Directors, Chiefs of Police,
Police Commissioned Officers, Police Non-Commissioned Officers (PNCOs) and Non-
Uniformed Personnel (NUP) in the pursuit of organizational objectives primarily designed to
support the attainment of established national goals. More specifically, it serves as a
reference for all PNP personnel in discharging their assigned missions, functions and
responsibilities. Furthermore, it serves as a guide and authority for all other manuals to be
formulated in the Philippine National Police.
1.2 Scope
a. The contents of this doctrine include the fundamental principles for the
employment of PNP elements in support of national goals and policies;
information materials which could be used by training schools and units in
their instructional functions; information which could be very useful to
internal, as well as public information campaigns; and other material relevant
to the PNP organization such as those which support budgetary and
procurement programs and those which prescribe PNP procedures when
confronted with new and contingent mission and function;
b. This manual applies primarily to the Philippine National Police in dispensing

its mandate. With appropriate modifications, it can also apply to other
organizations performing almost the same functions as the Philippine
National Police; and
c. The PNP fundamental doctrine is in accordance with established standards

of the PNP and the National Police Commission.
1.3 Recommended Changes. No changes to this fundamental doctrine shall be

made within the next five (5) years from its promulgation. Users of this manual are
Chapter 1 RESTRICTED 1
encouraged to submit recommended changes and comments for further improvement. Any
suggested revision or comment should indicate the specific page, paragraph and line of the
publication for which it is made in order to provide easy reference and evaluation. It should
be forwarded to the Chief, Philippine National Police (Attn: Director for Human Resource
and Doctrine Development, Camp Crame, Quezon City.)
Section 1-2. Manuals and Doctrines
1.4 Definition. PNP Doctrine a body of officially sanctioned beliefs and fundamental
principles that guides the organization in support of national objectives. It is authoritative but
not directive in nature and provides guidance in the acquisition, utilization, and employment
of human and materiel resources to achieve the plans and programs of applied strategies in
the PNP. It is based on accumulated knowledge gained through time-honored culture and
tradition, studies, tests and analyses. It is taught methodically and reviewed periodically.
a. They are prescribed by the Chief, Philippine National Police. Being

prescribed by the Chief, Philippine National Police, they constitute in fact a
directive for all PNP personnel to observe and attain a conscious and orderly
management of PNP human and materiel resources. Unless changed or
disproved, they shall remain standing for continuous application; and
b. They are largely based on knowledge gained through time-honored

traditions, police experiences, studies, analyses and tests.
1.5 Characteristics of the PNP Fundamental Doctrine
a. This manual is designed for continuing applicability at all times.
b. It serves as a guide to action, and a reference for the formulation of other

manuals within the PNP. It further provides a common frame of reference
across the PNP, facilitates the standardization of operations, and
synchronizes major police functions by establishing common ways of
accomplishing police tasks.
c. It seeks to provide a common framework for offices/units and field operatives

given a particular situation. It serves to answer the following basic questions:
1) What is the PNP all about? Who does it serve?
2) What is its mandate and functions in reference to the State?
3) How must it carry out its missions? To what end?
2 RESTRICTED Chapter 1
1.6 Factors to consider in formulating Fundamental Manuals
a. Available Technology
b. Geography
c. Current Peace and Order situation
d. PNP units' capabilities
e. Community support/participation
f. Laws, Regulations and Policies
g. Latest Trends in international policing
1.7 Categories of PNP Doctrines and Manuals. Different categories of PNP manuals
are required due to the wide range of missions and responsibilities assigned to the PNP.
a. Primary PNP Doctrines
1) Fundamental Doctrine. It contains rules, policies, procedures or

guidelines pertaining to the operational and administrative functions
of a particular unit in its fields of interest. It covers the operational,
administrative, and technical areas that are functionally relevant to
the PNP unit concerned. This manual shall be the primary manual of
the PNP and shall therefore be indexed as PNPM-D-0-01.
2) Ethical Doctrine. It defines the fundamental principles governing

the rules of conduct, attitude, behavior, and ethical norms of the PNP.
(Refer to PNP Code of Conduct and Ethical Behavior)
b. Categories of PNP Manuals
1) Operational Manual. It contains the principles and rules governing

the planning, organization, direction, and employment and
deployment of PNP forces in the accomplishment of basic security
operational mission in crime prevention and solution, law
enforcement, public safety and security.
2) Administrative Manual. It provides guidance on the

accomplishment of general administrative functions or tasks of the
PNP. They set guidelines, formats or general policies that must be
followed in accomplishing periodic administrative tasks.
3) Functional Manual or Administrative and Operations Manual

(AOM). It contains the functional doctrine of a PNP office/unit. It may
include the internal processes of a particular unit in the
administration of its affairs, sets of rules, procedures, functions,
policies, objectives, or guidelines to be observed and followed by the
personnel of an office/unit and how these should be implemented.
4) Complementary Manual. This manual is jointly formulated by two or

more bureaus/agencies/organizations in order to effect a certain
operation. With regard to Public Safety and Peace and Order, this
essentially involves inter-agency collaboration with: 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 other than
the PNP.
Section 1-3. Document Security Classification
1.8 Document Security. Information and material in any form or any nature, the
safeguarding of which is necessary in the interest of national security and is classified for
such purpose by the responsible classifying authority.
PNP Doctrines and documents shall be classified as follows:
1) Top Secret. Information and material the authorized disclosure of

which would cause exceptionally grave damage to the nation,
politically, economically and militarily. Top Secret documents may be
copied, extracted or reproduced only when classifying authority has
authorized such action. When so authorized, the reproduction shall
be carried out under the supervision of an authorized officer.
2) Secret. Information and material, the unauthorized disclosure of

which would endanger to the national security, cause serious injury
to the interest or prestige of the nation or any government activity or
would be of advantage to a foreign nation. Secret documents may
be copied, extracted or reproduced only when classifying authority
has authorized such action. When so authorized, the reproduction
shall be carried out under the supervision of an authorized officer.
3) Confidential. Information and material, the authorized disclosure of

which would be prejudicial to the interest or prestige of the nation or
government activity or would cause administrative embarrassment
or unwarranted injury to an individual or would be an advantage to a
foreign nation. The copying, extracting from or production of
confidential matter is authorized, unless the originator or higher
authority has specifically desired such authority.
4) Restricted. Information and material which requires special

protection other than that determined to be Confidential, Secret and
Top Secret matters.
CHAPTER 2
POWERS OF THE STATE
Section 2-1 General
2.1 The Right to Self-Preservation. Universally accepted as a moral and legal right of
every state, the act of self-preservation is explicitly mandated in Article II, Section 4, of
the1987Philippine Constitution that reads:
“The prime duty of the Government is to serve and protect the people.
The Government may call upon the people to defend the State and, in
the fulfillment thereof, all citizens may be required, under conditions
provided by law, to render personal, military or civil service.”
2.2 National Interest
a. Definition. National interest refers to any or all particular ends from which a
nation finds benefits or advantages for the welfare of its own people. A
national interest may consist of an undertaking or involvement in any
particular concern which redounds to the security and well-being of the
people. National interest provides guidance along which a nation acts. They
are secured and enhanced by setting up certain objectives.
b. National Interest of the Philippines. The Constitution of the Philippines

clearly indicates the national interest of the Republic. They include, among
others, political independence and stability, democratic governance, socio-
economic well-being, territorial integrity, ecological equilibrium and cultural-
preservation.
2.3 Principles and State Policies. The Philippines is governed by the following
principles as set forth under Article II of the 1987 Philippine Constitution.
a. The Philippines is a democratic and republican State. Sovereignty resides

inthe people and all government authority emanates from them.
b. The Philippines renounces war as an instrument of national policy, adopts
the generally accepted principles of international law as part of the law of the
land and adheres to the policy of peace, equality, justice, freedom,
cooperation, and amity with all nations.
c. Civilian authority is, at all times, supreme over the military. The Armed Forces
of the Philippines is the protector of the people and the State. Its goal is to
secure the sovereignty of the State and the integrity of the national territory.
d. The maintenance of peace and order, the protection of life, liberty, and
property, and promotion of the general welfare are essential for the
enjoyment by all the people of the blessings of democracy.
e. The separation of Church and State shall be inviolable.
2.4 National Objectives. National objectives are the aims, goals or ends toward which
a national strategy is directed. They support the national interests and provide the bases for
which policies are formulated and implemented. The Philippines adopts the following
national objectives:
a. To preserve the territorial integrity of the Philippine archipelago in

accordance with the “Archipelago Theory” which states that an archipelago
or a group of islands comprising a state shall be treated as a national unit;
b. To promote the general welfare under a regime of justice, peace, liberty and
equality;
c. To establish and maintain friendly and peaceful relations with all nations on
the basis of mutual respect and understanding and of the principles of equal
rights and self-determination of all people;
d. To achieve national unity through the encouragement of involvement by the

people and the exhortation of cooperation of all sectors;
e. To insure internal security by maintaining a high state of law and order and
gain people's support strong enough to suppress lawlessness and disorder.
2.5 National Strategy
a. Definition. National Strategy is the art and science of employing the

political, economic, psycho-social and military/police powers of a nation in
times of peace or war to achieve national objectives. It is concerned with

broad matters that vitally affect the national interest and objectives. It pays a
special attention to relatively uncontrollable environmental factors by the
projection of future events in the light of unexpected eventualities. It is a long
range plan that involves total power and assets of a nation to realize national
ends; and
b. National Strategy of the Philippines. “The Philippines renounces war as

an instrument of national policy”. The statement embodies the national
strategy of the Republic, that is, it shall attain its national objectives through
peaceful means and reject aggression as an alternative course of action.
However, it shall deter and suppress any form of aggression by utilizing
military/police power if necessary in the exercise of the right to self-
preservation.
Section 2-2. Police Power of the State
2.6 General Concepts
a. National power refers to the total strength and ability of the state to gain
desired objectives. It involves the various components combined in
appropriate mix and magnitudes. They are the political, economic, psycho-
social and police/military components. The degree of strength or weakness
of a nation vis-à-vis each component is a measure of its national power;
b. Political power is largely determined by the stability and credibility of the

government in whatever form it may be, its administrative machinery, the
character of its people, and the soundness of its domestic and foreign
policies. The police forms part of the political power;
c. Economic power depends on a variety of economic factors such as

magnitude of human and natural resources, agro-industrial capacity, extent
of grade and commerce, communication, system and others;
d. Psychological power is determined by the nationalistic temperament of the

people, the kind of social and moral fiber they have, the degree of faith they
keep towards their own institution, be it social, religious, educational, or
cultural; and
e. Police power depends largely but not solely on the strength of a nation's
police forces. It likewise depends on the foregoing three components of
national power. Therefore, police power is the combination of both the
strength of the psycho-social and political components. A truism as it
appears to be, police powers becomes almost synonymous to national
power so that in the pursuit of the desired national ends, greater reliance is
placed on the police. It is designated to exert legal force or pressure. It
becomes a national tool for the implementation of national goals and
objectives and the measure of its effectiveness.
2.7 Objectives of the Political Instrument of National Power
The fundamental objectives of Police power are:
a. To uphold the sovereignty of the state from all threats;
b. To suppress any violation of law that threatens the security of the state; and
c. To insure compliance of the law by everyone.
2.8 Sovereignty and Territory. The Philippines is a friendly and peace-loving nation. It
affirms, however, the right to uphold and defend its sovereignty and territorial integrity. Its
constitution does not waive the right to self-preservation in case of attack or violation of its
sovereignty or territorial domain.
2.9 Adherence
a. Conceived as the foundation of the overall effort to achieve internal security,

compliance to all laws of the state is given a high bearing -usually all the
instruments of national power- this becomes the most important objective of
the political instrument of national power; and
b. Adherence is a state of mind resulting from a religious compliance of the law.
2.10 Program and Missions. In addition to purely police functions, the political
instrument may conduct campaign and execute programs in support of national objectives.
Units of the PNP may be employed in socio-economic programs, in the operation and
maintenance of essential public services and utilities, and in providing public assistance in
time of national disasters and calamities.
Section 2-3. Fundamental Principles of Law Enforcement
2.11 General. The consistent application of fundamental principles in law enforcement

is necessary to avoid human rights violation and maintain respect of the profession. Thus,
PNP members must be guided by the following principles (Robert Peele's,1829):
a. opinion but by constantly demonstrating absolute impartial service to the

law. The basic principle for which the police exist is to prevent crime and
disorder.
b. The ability of the police to perform their duties is dependent upon public
approval of police actions.
c. Police must secure the willing cooperation of the public in voluntary

observance of the law to be able to secure and maintain the respect of the
public.
d. The degree of cooperation of the public that can be secured diminishes

proportionately to the necessity of the use of physical force.
e. Police seek and preserve public favor not by catering to public
f. Police use physical force to the extent necessary to secure observance of the
law or to restore order only when the exercise of persuasion, advice and
warning is found to be insufficient.
g. Police, at all times, should maintain a relationship with the public that gives
reality to the historic tradition that the police are the public and the public are
the police; the police being only members of the public who are paid to give
full-time attention to duties which are incumbent on every citizen in the
interests of community welfare and existence.
h. Police should always direct their action strictly towards their functions and
never appear to usurp the powers of the judiciary.
i. The test of police efficiency is the absence of crime and dishonor, not the
visible evidence of police action in dealing with it.
CHAPTER 3
THE PHILIPPINE NATIONAL POLICE
Section 3-1 Mandate, Vision and Mission
3.1 General. It is the policy of the State to establish a highly efficient and competent
police force which is national in scope and civilian in character administered and controlled
by a national police commission. The Philippine National Police (PNP) shall be a community
and service oriented agency responsible for the maintenance of peace and order and public
safety. The PNP shall be so organized to ensure accountability and uprightness in police
exercise of discretion as well as to achieve efficiency and effectiveness of its members and
units in the performance of their functions. (Title 1, Section 2, R.A. 8551)
The PNP is adopting the Performance Governance System (PGS) as its strategy in
accomplishing its mandated mission and functions complemented by the Balanced
Scorecard system as its management tool in measuring progress and performance of PNP
units and individual personnel. (see Annex E “PNP PATROL Plan 2030 Roadmap)
3.2 Legal Bases
a. Republic Act 6975 (An Act Establishing the Philippine National Police under
a Reorganized Department of the Interior and Local Government, and for
Other Purposes).
b. Republic Act 8551 (An Act Providing for the Reform and Reorganization of
the Philippine National Police and for Other Purposes, Amending Certain
Provisions of R.A. 6975).
c. Republic Act 9708 (An Act Extending for Five Years the Reglementary Period
for Complying with the Minimum Educational Qualification for Appointment
to the Philippine National Police and Adjusting the Promotion System
Thereof, Amending for the Purpose Pertinent Provisions of R.A. 6975 and
R.A. 8551).
3.3 Vision. Imploring the aid of the Almighty, by 2030, we shall be a highly capable,
effective and credible police service working in partnership with a responsive community
towards the attainment of a safer place to live, work and do business. (PNP Patrol Plan
2030)
3.4 Mission. The PNP is mandated to enforce the law, prevent and control crimes,
maintain peace and order, and ensure public safety and internal security with the active
support of the community.
Section 3-2 Philosophy, Core Values and Ethics
3.5 Philosophy. “Service, Honor, Justice”. These words describe the embodiment of
ideals of the officers, men and women of the PNP to insure efficiency, integrity,
cohesiveness, camaraderie and equanimity towards enhancing community acceptance
and support and to attain its mission of peace keeping and law enforcement.
3.6 Core Values. The police service is a noble profession which demands from its
members specialized knowledge and skills, as well as high standards of ethics and morality.
Hence, the members of the PNP must adhere to and internalize the enduring core values of
love of God, respect for authority, selfless love and service for people, sanctity of marriage,
and family life, responsible dominion and stewardship over material things, and
truthfulness(PNP Ethics and Values Formation Manual,2007).These core values are
summarized in the following:
a. MakaDiyos (God-fearing. Pro-God)
b. Makatao (Humane. Pro-People)
c. Makabayan (Patriotic. Pro-Country)
d. Makakalikasan (Environment-friendly. Pro-Environment)
3.7 The Police Officer's Creed (Chapter II, Section 2 of the PNP Ethical Doctrine:
1995)
I believe in God, The Supreme Being, The Great Provider, and The
Creator of all men and everything dear to me. In return, I can do no less than
love Him above all obeying His word, seek His guidance in the performance of
my sworn duties and honor Him at all times.
I believe that respect for authority is a duty. I respect and uphold the
Constitution, the laws of the land and the applicable rules and regulations. I
recognize the legitimacy and authority of the leadership, and obey legal orders
of my superior officers.
I believe in selfless love and service to people. Towards this end, I

commit myself to the service of my fellowmen over and above my personal
interest.
I believe in the sanctity of marriage and family life. I shall set the
example of decency and morality, shall have high regard for family life and
value of marital fidelity.
I believe in the responsible dominion and stewardship over material

things. I shall inhibit myself from extravagance and ostentatious display of
material things. I shall help protect the environment and conserve nature to
maintain ecological balance.
I believe in the wisdom of truthfulness. I must be trustworthy and I

shall uphold the truth at all times.
3.8 Law Enforcers' Code of Conduct. (Adopted thru United Nations General
Assembly Resolution 34/169 on December 17, 1979)
a. Law enforcement officials shall at all times fulfill the duty imposed upon them
by law, by serving the community and by protecting all persons against illegal
acts, consistent with the high degree of responsibility required by their
profession.
b. In the performance of their duty, law enforcement officials shall respect and
protect human dignity and maintain and uphold the human rights of all
persons.
c. Law enforcement officials may use force only when strictly necessary and to
the extent required for the performance of their duty.Matters of a confidential
nature in the possession of law enforcement officials shall be kept
confidential, unless the performance of duty or the needs of justice strictly
require otherwise.
d. No law enforcement official may inflict, instigate or tolerate any act of torture
or other cruel, inhuman or degrading treatment or punishment, nor may any

law enforcement official invoke superior order or exceptional circumstances
such as a state of war, a threat to national security, internal political instability
or any other public emergency as a justification of torture or other cruel,
inhuman or degrading treatment or punishment.
e. Law enforcement officials shall ensure the full protection of the health of
persons in their custody and, in particular, shall take immediate action to
secure medical attention whenever required.
f. Law enforcement officials shall not commit any act of corruption. They shall
also rigorously oppose and combat all such acts.
g. Law enforcement officials shall respect the law and the present Code. They
shall also, to the best of their capability, prevent and rigorously oppose any
violation of them.
Section 3-3 Symbols
3.9 PNP Seal Symbolism and Meaning (as registered at the National Historical
Institute on December 1991)
a. The Native Shield The symbol of the Philippine Constabulary, the first
National Police by virtue of Organic Act No. 175, enacted by the Philippine
Commission on July 18, 1901. The Philippine Constabulary for the close to 90
years of service to the nation has performed with honor, professionalism and
courage. The PC has carved out a large part of the glorious pages of Philippine
history, as attested by its proud and deserving 86 of the total 92 “Medals of

Valor” the highest honor that a grateful Filipino nation can bestow to its gallant
sons in the service of the Republic. Most appropriately therefore, the PC
became the nucleus of the Integrated National Police in 1975 to nurture the
then embryonic concept of the nationalization of the country's local police
forces.
b. The Sun Rays- Symbolizes the flowering, maturing and ultimate realization of
the glorious evolution of the PC/INP into a National Police Organization that is
national in scope and civilian in character as enshrined in the 1986
Constitution. The traditional light rays which represent the provinces which
fought for the country and inspired the members of the National Police with
ideals of courage and patriotism that all PNP members must possess.
c. Lapu-Lapu The great Filipino hero of Mactan, the prototype of the best and
most noble in Filipino manhood who is the symbol and embodiment of all the
genuine attributes and traits of leadership, courage, nationalism, self-reliance
and a people-based and people-powered community defense. The benevolent
and heroic warrior who derived added strength from a cohesive, determined
and loyal people is today a fitting symbol of people power to preserve our
values, customs, traditions, way of life and the rule of law through a solid
community-based police system. Lapu-Lapu also personifies for us today
civilian constitutional authority.
d. The Three Stars- Luzon, Visayas and Mindanao and the 1,700 islands and the
territorial integrity wherein the National Police must enforce the law and
maintain peace and order with professionalism, zeal and dedication in keeping
with the highest ideals and traditions of service to our country and people.
e. Service, Honor, Justice Added distinct ideals for the officers, men and women
of the PNP to insure efficiency, integrity, cohesiveness, camaraderie and
equanimity to enhance community acceptance and support to attain its mission
of peacekeeping and law enforcement.
f. Laurel Leaves- Green laurel leaves symbolizes the Regional Commands. It is

also a symbol of the honor, dignity and the privilege of being a member of a
noble organization where the call to public service par excellence is a
commitment to public trust.
3.10 The PNP Badge, Symbolism and Meaning (as registered at the National Historical
Institute and Intellectual Property Office of the Philippines dated January 2012)
a. Philippine Eagle represent the Philippine national bird-symbol of swiftness,

power, courage and immortality.
b. Shield - symbol of protection of all citizens.
c. Three (3) Stars - stands for Luzon, Visayas and

Mindanao which constitute the Republic's territorial
integrity over which the PNP must enforce the law and
maintain peace and order with professionalism, zeal
and dedication in keeping with the highest ideals and
traditions of service to God, country and people.
d. Sun with Eight (8) Raysderived from the Philippine national flag to which the
eight (8) rays represent the eight provinces whose ideals of courage,
gallantry and patriotism led to their revolt against Spain.
e. Lapu-Lapu - symbolizes the bravery of the Philippine National Police.
f. Scroll with inscription- represents the PNP's motto:
Service - is the vibrant and cogent deeds and action in response to

the needs and wants of the people in distress.
Honor - is the over-riding criterion and consideration in the
performance of their entrusted task or mission.
Justice - dispensed to everyone whatever is due to him without
favoritism or discrimination of any sort.
g. Laurel Leaves - symbolizes the competency, brilliance and honor expected

from each and every member of the PNP.
h. Philippine National Police inscription - depicts the identity of solidarity.
i. Rank - represents the rank of the police officer.
j. Serial Number- represents the serial number of the police officer.
Section 3-4 Functions
3.11 Powers and Functions of the PNP. (As defined in Section 24 of Republic Act 6975)
a. Enforce all laws and ordinances relative to the protection of lives and
properties;
b. Maintain peace and order and take all necessary steps to ensure public
safety;
c. Investigate and prevent crimes, effect the arrest of criminal offenders, bring
them to justice and assists in their prosecution;
d. Exercise the general powers to make arrest, search and seizure in

accordance with the Constitution and pertinent laws;
e. Detain an arrested person for a period not beyond what is prescribed by law,
informing the person so detained of all his rights under the constitution;
f. Issue license for the possession of firearms and explosives in accordance

with laws;
g. Supervise and control the training and operations of security agencies, and
issue licenses to operate security agencies and to security guards and
private detective for the practice of their professions; and
h. Perform such other duties and exercise all other functions as may be
directed by law.
3.12 Collateral Functions. A collateral function of the Philippine National Police is

always in collaboration with other law enforcement agencies and police volunteers. They
are:
a. To maintain forces and establish police volunteers to sustain the need of law
enforcement;
b. To maintain readiness in mobile forces and police volunteers, trained and

equipped for employment in emergencies;
c. To provide adequate, timely and reliable intelligence for use by the PNP, and
in assistance to other agencies;
d. To organize, train and equip a force for assignment to an insurgent-affected

area;
e. To prepare and submit budgets to NAPOLCOM Chairman for the PNP units
and offices; justify before the competent authority budget request as
approved by NAPOLCOM; and administer funds for maintaining, equipping
and training the forces of the Police Regional Offices (PROs) including the
National Support Units;
f. To conduct research and develop doctrines, procedures, tactics, techniques,

develop and procure weapons, equipment and supplies essential to the
fulfillment of the functions assigned;
g. To develop, supply and maintain police camps/bases and other installations

including lines of communication; and
h. To assist other law enforcement agencies when called/requested/directed.
i. To support the AFP through information gathering and performance of its

ordinary police functions, on matters involving the suppression of
insurgency.(Title II, Section 3, RA 8551 amending RA 6975)
j. To support the AFP in combat operations involving the suppression of

insurgency and other serious threats to national security. (Executive Order
No. 546 Directing the Philippine National Police to Undertake Active Support
to the Armed Forces of the Philippines in Internal Security Operations for the
Suppression of Insurgency and Other Threats to National Security,
Amending Certain Provisions of Executive Order No. 110 Series of 1999 and
for Other Purposes dated July 14, 2006)
Section 3-5 The Organization
3.13 Organization. The Philippine National Police includes the National Headquarters
Philippine National Police, PNP National Support Units-Operational and Administrative,
Major Subordinate commands and such other units as may be established to meet the
necessary requirements in the execution of the PNP mission and functions. (Title III, Section
25 of RA 6975)
a. National. At the national level, the PNP shall maintain its office in
Metropolitan Manila which shall house the directorial staff, service staff and
special support units.
b. Regional. At the regional level, the PNP shall have regional offices,
including that of the National Capital Region, which may be divided into two
(2) separate regions without prejudice to the pertinent provisions of the
Organic Act for the Autonomous Regions of the Cordilleras and Muslim
Mindanao relative to the creation of a regional police force in the area of
autonomy. Each of these regional offices shall be headed by a Regional
Director for peace and order.
c. Provincial. At the provincial level, there shall be a PNP office, each headed
by a Provincial Director. In the case of large provinces, police districts may be
established by the Commission to be headed by a District Director.
d. City or Municipal.At the city or municipal level, there shall be a PNP station,
each headed by a Chief of Police.
(Note: Refer to Annex A for details on the organizational structure of the PNP and respective
functions of each unit)
CHAPTER 4
ORGANIZATION, COMMAND AND STAFF PRINCIPLES
Section 4-1 General Concepts in Organization
4.1 Definition of Organization
a. An organization is a system of coordinating activities of a group of people

working in a concentrated manner towards a common goal under authority
and leadership.
b. A system of coordinated activities means that all organizations are

composed of parts and relationships. The parts of organization are the
activities or functions being performed and they are organized when they
assume certain logical relationships.
c. In all organizations, a group of people are needed to implement or execute

the activities or functions.
d. Cooperation towards a common goal is important in an organization.

Cooperation is strictly a human phenomenon. For rational behavior,
cooperation among individuals always has a purpose. Objectives of the
organization spell out that purpose. Its general purpose is to obtain
organizational efficiency.
e. Organizations are normally structured on a superior-subordinate

relationship. Therefore, authority is a universal element of all organizations.
Leadership is a personal quality which exhorts willing collaboration towards
a common goal.
4.2 Four Primal Conditions of Organizations. Organizations as mentioned above

provide unity of action to realize a common purpose. However, before any unity of action is
possible, four primal conditions must exist:
a. Authority. This is the supreme source of government for any particular

organization. It is the right exercise, to decide and to command by virtue of
rank and position.
b. Mutual Cooperation/Coordination/Consultation. An organization exists

because it serves a purpose. This purpose is viewed by society as beneficial
to it. This becomes the social legitimacy for the organization to perform its
functions in the society. It constitutes recognition by an agreement with the
public on the rationality of its existence.
c. Doctrine. This defines the organization's objectives. It also provides the very
source of various actions which are performed to assure organizational
coordination. Hence, policies, procedures, rules and regulations of the
organization are based on the statement of doctrines.
d. Discipline. In any organization, discipline is necessary to promote

coordination. Understood as comprising behavioral regulations, it is
imposed either by command or self-restraint to insure supportive behavior
from people composing the organization.
4.3 Principles of Organization. The primal foundations stated above are broad
enough to apply to any organization regardless of structural design and form. However,
certain principles of organization find particular application in the rational structuring of
organizations.
a. Principle of Unity of Objective. An organization structure is effective if it

enables individuals to contribute to the organizations/unit objectives.
b. Principle of Organizational Efficiency. An organization structure is

effective if it is structured to aid the accomplishment of the organization's
objectives with a minimum, of unsought consequences or costs.
c. The Scalar Principle. It prescribes the vertical hierarchy of organizations. It

defines an unbroken chain or scale of units from top to bottom describing
explicitly the flow of authority. This principle demands the following
conditions to achieve effective coordination:
1) Unity of Command. It defines a hierarchical system in which a

subordinate is accountable to one and only one immediate superior.
This is indispensable to achieve effective coordination. Any violation
to this principle undermines authority, jeopardizes discipline,
disturbs order and threatens stability in the organization.
2) Span of Control. This relates to the number of subordinates a
superior can effectively supervise. There is no exact mathematical

ratio in superior-subordinate relationship. A satisfactory span of
control is instead determined by the four (4) factors combined:
(a) Managerial ability of superior;
(b) Effectiveness of organizational

communication system;
(c) Effectiveness of management control exercised over

operations; and
(d) Organizational Philosophy on centralization versus

decentralization of authority and function.
3) Delegation of Authority. Scalar process refers to the growth of the

chain of command resulting in the creation of additional levels in the
organizational structure. Span of control necessitates delegation of
authority.
d. Functional Principle. Prescribes the horizontal growth of the organization.

The growth referred to here is applicable to the line as well as to the
emergence of staff functions in organizations. The dynamic foundation of the
functional process is called the division of labor. It simply means the breaking
up of work units to achieve specialization. As the organization grows, the job
must be divided so that it won't become so inclusive to an extent that it could
hardly be performed. Such division must be defined to identify clear areas of
specialization. The division of work will support the operational performance
of the organization.
e. Line and Staff Principle. Organizations must provide an orderly

arrangement of functions so that objectives can be accomplished effectively.
The line and staff principle provides two basic structures in organization: 1)
the line structure and 2) the staff structure. A line organization refers to the
direct accomplishment of objectives. The staff on the other hand, refers to
organizations operating in an advisory or facilitative capacity. Another
viewpoint contends that those having relatively unlimited authority over
those to whom orders are given are considered line officials while those
having authority restricted to their functional area are called staff officials.
f. Directorial Staff Principle. Prescribes the directorial authority of the

Directorate in the national and regional levels and other equivalent units.
g. Principle of Balance. In every structure there is a need for balance. The

application of principles or techniques must be balanced to ensure the
overall effectiveness of the structure in meeting the organization's
objectives.
h. Principle of Delegation. Authority delegated to all individual managers

should be adequate to ensure their ability to accomplish the expected
results.
i. Principle of Absoluteness of Responsibility. The responsibility of

subordinates to their superiors for performance is absolute, and superiors
are accountable for their subordinates' activities.
j. Principle of Parity of Authority and Responsibility. The responsibility for

actions cannot be greater than that implied by the authority delegated, nor
should it be less.
k. Authority-Level Principle. Maintenance of intended delegation requires

that decisions within the authority of individual commander should be made
by them and not be referred upward in the organizational structure.
l. Principle of Flexibility. The more provisions are made for building flexibility
in an organizational structure, the more adequately an organization's
structure can fulfill its purpose. Devices and techniques for anticipating and
reacting to change must be built into every structure. Every unit moves
toward its goal in a changing environment, both external and internal. The
unit that develops inflexibilities, whether these are resistance to change, too-
complicated procedures, or too-firm department lines, is risking inability to
meet the challenges of behavior, technical, biological, political and social
change.
m. Principle of Leadership Facilitation. The more an organization's structure

and its delegation of authority enable leaders/commanders to design and
maintain an environment for performance, the more they will help the
leadership abilities of those in command.
If the authority allocation and the structural arrangements create a situation
in which heads of departments tend to be looked upon as leaders and in

which their task of leadership is aided, organization structuring has
accomplished an essential task.
Section 4-2. Broad Bases of Organizations
4.4 General. The Philippine National Police observes several broad bases in organizing
units of the command. Organizations comprising the command are not organized out of
vacuum but are determined using bases. In most cases, two or more of these bases are
equally applied in actual situations, they are as follows:
a. Area basis. Organization according to area is defined as the grouping of

subordinate units or elements under a commander who is made responsible
by higher authority for some continuing operations within a specified
geographic area. Reasons for organizing on area basis are:
1) To provide centralized direction among units within the area;
2) To provide a medium of coordination between higher levels of the

command and the command organization itself in the area;
3) To establish the specific responsibility of the commander;
4) To maximize coverage of the overall command, thus enabling it to

accomplish its missions and functions more effectively; and
5) To serve as an integrative force for all units within the area.
b. Functions basis. Organization according to function is defined as the

grouping together of subordinate units or elements under a commander who
is charged with specific functions without respect to any geographic area.
Reasons for organizing on functions basis are:
1) To obtain expeditious performance of a given task or solution to a

given problem without restriction to a given geographic area;
2) To achieve concerted actions toward the accomplishment of

objectives by avoiding overlapping or duplication of functions;
3) To fix responsibility to a specific functional area; and
4) To effect proper coordination for specialized logistics support

required for particular operations.
In some instances, organizations are created on the bases of both area

and function depending on the nature of missions and responsibilities
confronting the commander.
c. Clientele basis. Under special circumstances, organizations, maybe

established to serve a particular sector of the client public. Such
organizations are created on a clientele basis usually without respect to
geographical area or to functions for which they have been specifically
dedicated. Normally, these organizations are also created with respect to
work processes to effect satisfactory service to public demands. Reasons for
organizing on a clientele basis are:
1) To concentrate on a specific service required by client;
2) To fix the responsibility of the commander;
3) To make the organization responsive in delivering its assigned tasks.
d. Work process basis. Organization on the basis of work processes means

the grouping together of subordinate units or elements primarily trained to
practice a given or related job. Reasons for organizing on the basis of work
processes are:
1) To maximize utilization of up-to-date skill derived from training;
2) To obtain more effective coordination as a result of homogeneous

training and skill; and
3) To make the organization responsive in delivering its assigned tasks.
e. Contingency basis. Organization on the basis of contingency means the

creation of a contingent small unit in a short term period comprising the
organic elements tactically organized to address a specific situation or
phenomenon occurring in the area of responsibility. Reasons for organizing
on the basis of contingency are:
1) To maximize utilization of existing elements whose expertise or

technical knowledge are needed and applicable;
2) To obtain facts and immediate solution of the existing problem by

which the unit was tactically organized; and
3) To support generally the organization of various bases as mentioned

above.
The nature of the missions, functions and responsibilities assigned to a

command organization determine which basis should apply in its creation.
The boundaries of these bases when applied are vague. In any case,
however, the more dominant reason should be considered.
Section 4-3. Application of Principles
4.5 Fundamental considerations in Command Organization
a. The primary concerns in organizing command organization are:
1) Determination of specific activities that are necessary to accomplish

the pre-determined objectives; and
2) Grouping and assigning the activities to specific positions and

people.
b. A sound command organization should provide for:
1) Centralized direction;
2) Decentralized execution; and
3) A common doctrine
c. Centralized direction is necessary to coordinate as well as to integrate the

total efforts of the component forces. This underscores the importance of
central planning and control. Equally important is the decentralized
execution because no commander is physically and mentally capable of

knowing and executing every detailed action of a large organization. This
simply means delegation of authorities and assignment of various
categories of responsibilities to lower commanders in view of the span of
control. A common doctrine is likewise indispensable to promote mutual
understanding and confidence between a director and his subordinates and
to provide guidelines in the absence of specific instructions.
4.6 The Chain of Command. It is the hierarchal relationship of positions through which
the primary functions of the organization are performed. It is a line or chain of superior from
the top to bottom; the route taken for all communications which may either start from or go to
thru top authority in the chain. A Unit Director exercises his authority and responsibility
through a “chain of command.” It consists of different levels as follows:
a. Top Echelon. The top most level in the chain where the overall responsibility
and authority over subordinate commands and units is placed.
b. Middle Echelon. The next lower echelon constitutes subordinate

commands/units apportioned by the commander in order to accomplish his
tasks. Each of these subordinate commanders is responsible to the common
superior for the accomplishment of his assigned task. The Regional
Commands and the National Support Units, Provincial/City
Commands/NCR Districts belong to the middle echelon. However for
purposes of clarity, this echelon is further categorized as follows:
1) Police Regional Offices/NSU's Top-middle echelon
2) Provincial/CityPoliceOffices/NCR District Offices intermediary

middle echelon
3) Municipal Police Offices/Numbered Police Stations lower middle

echelon
c. Lower Echelon. The lower echelon is comprised of the subordinate units

further apportioned by subordinate commanders, such as the municipal and
city police stations. A commander may apportion his tasks to subordinates to
an extent dictated primarily by the nature of the task and the availability of
material and human resources.
4.7 Principles in Structuring Command Organizations
a. Division of Work. The process of dividing work shall be guided primarily by

the break-up of work into its fundamental components and increase
specialization at the lower levels of command. The lowest unit should be
constituted into a complete job to be occupied by one or more persons at a
given time.
b. Goal Orientation. The grouping of functions when setting up the structural

framework of an organizational unit should be oriented towards the
accomplishment of the goals of the whole organization.
c. Levels of Authority. The levels of authority should be as minimal as

possible so that the chain of command will be short. This can be done by
eliminating all unnecessary intermediate levels of authority provided that the
span of control will not be unreasonably wide.
d. Simplicity. A structurally simple organization is defined by its adequate size
and targeted positions, functions or units.
e. Unity of Command. This requires that a subordinate is responsible to only

one commander. It also provides that for a responsive work direction, an
organizational unit, position, or element should be responsible for policy
directions without impairment, however, the free exchange of ideas and
information at all levels is encouraged.
f. Responsibility and Authority. The areas of responsibility should be clearly

delineated and the location of authority logically established at every level
throughout the organization without impairing the responsibility and
authority in the highest executive of the organization.
g. Span of Control. The limits of effective supervision should be observed on

the basis of the nature of the work, the capabilities of commanders and
subordinates, organizational communication system and physical lay-out of
the organization so that the span of control of every commander is not overly
extended.
h. Balance and Symmetry. Balance and symmetry in organizational

structuring particularly in the proportional relationships of line and staff,
central headquarters and field elements, hierarchy and nomenclature of
organizational units, and levels of authority and titles or positions should be

consistently observed together with the other principles of organization.
i. Equality. For every responsibility there should always be a commensurate

authority and vice-versa to specify limits of power to avoid its abuse.
j. Homogeneity. Homogeneous grouping of work should give way to

necessary divisions where grouping will result in focusing resources towards
the upholding of basic organizational interests.
k. Duplication and Overlap. Overlapping of work functions and duties should

continually be avoided. Accountabilities and responsibilities must be clearly
identified for every work function.
4.8 Delegation of Authority and Assignment of Responsibility. It is the action by

which the Chief, PNP assigns part of his authority to his Deputies, Directorial Staff, Regional
Directors and NSU Directors. The act of delegating authority and assigning responsibility to
subordinate elements of the PNP is considered a necessary prerequisite to the organization
of these elements into units. The commander therefore must:
a. Clearly state the mission or tasks to enable subordinates to determine their

individual contribution to the overall mission of the command organization.
b. Allocate to his subordinate, resources necessary for the accomplishment of

their assigned tasks.
c. Delegate sufficient authority and functions to subordinates commensurate to

the assigned responsibility.
d. Provide an adequate communication system between him and his

subordinates to ensure subordinates' conformity to pre-established plans
and policies and avoid abuse of authority.
e. Provides an effective control procedure without stifling innovativeness.
f. Create special committee when undertaking special projects. In assigning

committee chairmanship and membership, it must be on a positional
designation basis rather than individual designation basis.
Section 4-4 Command and Staff Principles
4.9 Purpose. The purpose of this is to outline selected basic principles and procedures
of command staff applicable to the organizational set up of the Philippine National Police.
4.10 Definitions
a. Command. Within the context of this chapter, the term "Command" shall be
taken to mean the authority vested in an individual of the police service over
his subordinates by virtue of his rank or assignment.
b. Staff. It is a coordinating body assigned to help the commander accomplish

his missions. It is composed of the officers exercising directorial authority,
each having a functional area or responsibility which the commander is
interested in.
c. Authority. It is the right to decide and command.
1) In a police organization, authority consists of rights such as to:
(a) Make decisions within the bounds of his authority;
(b) Assign tasks to subordinates; and
(c) Expect and require satisfactory performance from

subordinates.
2) Authority must be coupled with commensurate responsibility for

planning, organizing, directing, coordinating, and controlling police
forces for the effective accomplishment of assigned mission.
(a) Responsibility. It is the obligation to do something.

Responsibility is the duty that one has to perform in the
organizational tasks, functions and assignments.
(b) Accountability. This refers to the obligation to account for

the authority delegated and tasks assigned to subordinates.
Subordinates must answer to his commander with regard to
the discharge of his authority granted him by his superior. In

other words, each subordinate is obligated to support to his
superior measured by the manner he exercised his
responsibility and the use of the authority delegated to him.
(c) Mission. The term refers to a duty assigned to a police unit or

an individual. In a larger sense, it may refer to the effect
desired through the discharge of one or more functions by a
PNP unit or an individual.
Section 4-5. Command Principles and Procedures
4.11 Command Authority. This provides the commander with the right to plan,
organize, direct, coordinate and control PNP forces or units in order to accomplish an
assigned mission or task. Essentially, this inextricably goes with a commensurate
responsibility not only on the foregoing function but also on matters of health, welfare,
morale, training and discipline of subordinates.
4.12 Command Responsibility. The commander is responsible for all that his unit
does or fails to do. This responsibility can never be delegated otherwise it would constitute
an abdication of his role as a commander. He alone answers for the success or failure of his
command in all circumstances.
4.13 The Commander
a. The commander exercises command authority and responsibility over

subordinates by virtue of his rank and assignment. Such authority should be
within the scope of law, policies and PNP service regulations.
b. He discharges his responsibilities through a chain of command. All orders

are issued by the commander of the highest unit to commander(s) of
subordinate units.
Only in urgent situations when intermediate commanders may be by-

passed. In such instances, intermediate commanders should be notified of
the context of the order as soon as possible by both the commander issuing
the order and the commander receiving it.
c. The commander alone is responsible for what his unit does or fails to do. He
can delegate authority but not his responsibility.
d. He performs vital functions such as planning, organizing, motivating,

communicating and controlling the command organization.
4.14 Responsibility and Authority of a Commander
a. A commander is responsible for the satisfactory accomplishment of the

functions and missions assigned to his command. His authority shall be
commensurate with his responsibilities subject to law, Civil Service
Commission (CSC), National Police Commission (NAPOLCOM) and PNP
rules and regulations. He exercises authority normally through the
Directorial Staff and his immediate subordinate commanders may
communicate directly with any of his subordinate should he deems it
necessary.
b. Subject to the policies and orders of higher office/headquarters, a

commander may issue such regulations and instructions as may be
necessary for the proper administration and operation of his command.
c. A commander is responsible for the care, preservation, and proper utilization

of all equipment issued to his command and for the proper observation of
supply discipline. As such he is expected to inventory the equipment and
materials in his unit prior to his relief and should properly turn over to the
incoming commander.
d. A commander shall encourage among his officers' harmonious relations and

a spirit of camaraderie in the performance of their duties.
e. A commander shall be responsible for the security and strict observation of

secrecy discipline within his command.
f. Commander shall be responsible for the assignment of his personnel based

on the positional qualification standard.
4.15 Impossibility of Delegation of Responsibility. A commander may assign duties

to his subordinates accompanied by an appropriate authority. The responsibility over the
satisfactory performance of these duties however, remains with the commander. A
commander's own responsibility is not in the least diminished when he delegates authority
to his subordinates. In other words, no amount of delegating authority will reduce the
commander's responsibility. Delegation of authority may even actually increase the
burden/risk of commander's responsibility because he should then be held responsible for
the personal supervision of subordinates in addition to his responsibility of seeing that the
work of his organization is accomplished. In extreme cases, the commander may choose to
do the work himself and, therefore, he does not have to supervise his subordinates. In either
event, the commander retains complete responsibility for the accomplishment of his work.
4.16 Source of Responsibility. Responsibility is created within a commander when

he accepts an assignment together with a delegation of appropriate authority. It is not the act
of delegating authority or assignment of tasks that creates responsibility. Rather,
responsibility is created by the commander within himself when he agrees to perform a task.
If the commander is not agreeable to the conditions of his assignment, and is, therefore,
unwilling to accept responsibility, then he should reject the assignment. An unjustified
rejection of an assignment, amounting to a refusal to be responsible, could lead to
disciplinary action or even dismissal from the service.
4.17 Guiding Principles of Responsibility
a. Position of Major Responsibility (PMR). A position that has a major

decision-making prerogative and ultimate assumption of responsibility or a
key position of leadership. It is the one that assumes the primary
responsibility as a Commander or Director. The position of major
responsibility encompasses: Chief PNP; Director of Directorial Staff NHQ-
PNP; Regional Director (Regular or Special Police Regional Offices;
Director of National Support Units; Provincial/City Police Office Director;
District Director-NCR); and Regional Public Safety Battalion Commander.
b. Position of Collateral Responsibility (PCR). A position that has direct

bearing on the accomplishment of the mission/function of an officer holding
the position of major responsibility. It is a position that assumes the
secondary responsibility to the officer holding the position of major
responsibility. The position of collateral responsibility includes: Chief of
Division of the Directorial staff NHQ-PNP; Directorial staff of the Regional
Commands/NSU's/Districts; Personal Staff; and the Chief Executive Senior
Police Officer of NHQ, PROs and National Support Units.
c. Position of Supervisory Responsibility (PSR). A position that assumes a

primary responsibility to supervise and orchestrate the activities of the
command/unit or office supportive/vital to the accomplishment of the
mission/function of the officer holding the position of major responsibility.
The Position of Supervisory Responsibility includes: Deputies of CPNP;
TCDS; Deputies and Executive Director of the Directorial Staff, NHQ-PNP;
Deputies and Regional Chief Directorial Staff of PROs/NSU's/Districts; and

Deputies of Provincial/City Offices/Districts.
d. Position of Front-Line Responsibility (PFLR). A position that assumes

the: primary field command responsibility. The position of Front-Line
Responsibility includes: Public Safety BattallionComdrs; Chiefs of Police;
Directors of Provincial District Office; Chief of Special Units/Office of PROs
and NSU's; Section Chief of the Divisions of the Directorial Staff NHQ-PNP
and Regional offices and Staff of NSU's; Provincial and city office staff
officers; and Command Police Non-Commissioned officer of the
Provincial/City District, Special Units/Office of PROs/NSUs.
e. Position of Hands-on/Lineman Responsibility (PHLR). A position that

has the immediate hands-on responsibility in the machine/equipment
operation, clerks, resources operation or plan execution such as lineman,
fieldman, streetman, operator, beatman and patrolman. It includes all
personnel assigned in the Police Districts, Police Stations, Public Safety
Battallions, Provincial Offices, National Support Units, and NHQ-PNP who
are not included in the definition of the other categories of Responsibility.
4.18 Acceptance of Responsibility and Accountability. To avoid organizational

ineffectiveness and friction, commanders of police organizations must accept responsibility
and accountability.
4.19 Flow of Accountability. Since responsibility is largely retained with the

commander it does not flow downwards or upwards in the organization. However,
accountability does flow upwards in the organization for the reason that a commander's
responsibility is not enough to ensure coordinated performance in organizations in the same
manner that a commander cannot reduce his responsibility. In delegation of authority, he
also cannot reduce his accountability to his subordinates.
4.20 Balance of Authority, Responsibility and Accountability. An important task of a

superior is to continuously seek an acceptable authority, responsibility and accountability
both for himself and his subordinates in order to promote an equilibrium in his organization.
Authority must not exceed responsibility or accountability. The extra authority might be used
arbitrarily, capriciously, or without due consideration on the effect on others. Likewise,
responsibility or accountability must not exceed authority otherwise a commander might be
held accountable for things he cannot change or control.
4.21 The Chain of Command
a. Effective Police operations require strict adherence to the established Chain

of Command. This consists of a hierarchy of officers given respective
command authority at varying levels through which command action should
be channeled.
b. Under extraordinary circumstances, the chain of command may be by-

passed when such adherence becomes impractical or may cause
unacceptable delay. The senior commander, by-passing the chain of
command, assumes responsibility for the order he has given to a
subordinate commander. Intermediate commanders who have been by-
passed should be informed of such orders and action taken at the first
practicable opportunity.
c. The chain of command should be institutionalized by having all commanders

of the various echelons of command to make provisions of succession of
command in case of contingencies like absence or death of commander.
4.22 Command and Communication
a. The maintenance of an effective communication system is a function and a

direct responsibility of the command. Success or failure of police operations
depends greatly on the ability of commanders to observe the closest
coordination possible among force employed. The key to an effective
coordination is the reliability of the communication system between forces.
b. The purposes of communication in command organization are classified into

five (5) broad areas:
1) Becoming informed, or informing others. This is the basic

purpose of routine day to day communication events.
Communication enables all subordinates to affirm their purposes in
command organizations so that they can all work towards
compatible objectives. All decisions shall only be implemented or
reflected in command operations after all subordinates involved are
properly informed.
2) Evaluating one's own inputs, or another's outputs, or some

ideological scheme. The dynamic nature of command
organizations demands that constant evaluation be made of the

activities which can be attained. Thus, the effective communication
system includes a feedback of the effectiveness of one's own
decisions, other decisions and actions and evaluation of alternate
proposals to keep the organization on the right track. Evaluation
involves many recurring communications. Detailed plans, budgets
and formal report all aid in the evaluation of internal and external
factors affecting the organization.
3) Directing others or being directed or instructed. Communication

between the commander and the human and physical resources of
his command is imperative so that he can direct them toward
organizational objectives. Job training depends on communication
Delegation of authority is impossible without communication.
4) Influencing others or being influenced. Motivation is provided and

stimulated by the commander through communication. The balance
between efficiency lies on the ability to motivate and influence
4.23 Mutual Responsibility for Coordination
a. In any given echelon, coordination among commanders is required. Each

commander is responsible to the common superior for the performance of
his assigned tasks. Coordination of effort among these commanders is the
duty of both the common superior and the individual commander.
b. As far as conditions would permit, commanders should keep each other

informed of their positions, movements and intentions, and of contacts with
enemies/ criminals. It is not necessary to burden the communication system
with frequent report when operations are being executed as planned, or with
reports on the enemy/ criminal containing no information value. It is essential
however, to report new information on the enemy/criminal and to report
delays or modifications in the execution of certain parts of a directive.
4.24 Announcement of Assumption of Command. Upon assuming command and

likewise units under his command, when appropriate, the commander shall also inform the
senior commanders of other PNP units and officials of other government agencies and
foreign government agencies located within his area of responsibility about his assumption
of command.
4.25 Readiness. A commander/Director shall take practicable steps to maintain his

command in a state of readiness. In conformity with the orders and policies of higher
authority, he shall:
a. Organize all personnel under his command and assign mission and duties to
his subordinate commanders.
b. Prepare plans for the employment of personnel to meet all prevailing and
future situation.
c. Coordinate on a wide range of important matters with the commanders of

other PNP units and with appropriate government officials located within the
area covered by his command.
d. Make or cause an inspection to insure discipline and efficiency in his

command.
4.26 Observance of International Law
a. In the event of war between nations with which the Republic of the
Philippines has peaceful relationships, a commander shall observe or
require his command to observe the principles of international law. He shall
make all efforts consistent with prescribed principles to preserve and protect
the lives and properties of the citizens of the Republic.
b. When the Republic is at war, he shall observe and require his command to
observe the principles of International Law. He shall respect the rights of
neutral nations pursuant to International Law and the pertinent provisions of
treaties.
4.27 Information and Reports. A commander should keep his superior appropriately
informed of:
a. The organization of his command, the prospective and actual movement of

the units of his command and the location of his headquarters; and
b. The plan of employment of his forces.
Section 4-6 Leadership and Development
4.28 Introduction. To any organization nothing could be more important than the
responsibility for leadership and its development. The PNP recognizes this fact, for without
leadership, it is a muddle of men, weapons, and machines. Nothing but leadership can bind
together the officers and men and motivate them towards goals. The Commander's
functions of planning, organizing, directing, controlling and deciding become dormant and
meaningless until he triggers the power of leadership among his men and guides them
toward the accomplishment of his mission.
"Leadership therefore transforms potential into reality. It is the ultimate act which
brings to success all the clusters of potentials that are in the organization and its members”
(Morrison: 1994, p.47). Leadership is so important to the Philippine National Police and this
is the very reason why it is being treated separately under this section.
4.29 Definition of Leadership
a. Leadership is a part of command functions, but not all of it. A

commander is required to discharge his functions, like planning and
deciding, but no less important, he must also get others to follow. The fact
that he can influence others to follow him is no guarantee that he is going in
the right direction. This implies that a strong leader can be a weak
commander for the reason that he is lacking strength in some other
managerial abilities like planning and organizing. He may be able to motivate
his command to keep on moving but only tangential to organizational
objectives. The reverse is also possible. It is therefore imperative that a
commander should have an excellent managerial capability and reasonably
high leadership ability.
b. Leadership is something an individual does, not something he has.

Leadership, however, should not be confused with mere activity as may be
implied herein. Dynamic interactions with people will not necessary result
into leadership. What could be more appropriate as a leadership action is "to
stay in the background keeping pressures off the group, to keep quiet so that
others may talk, to be calm in times of uproar, to hesitate and to delay
decisions”.
c. The quality of a person's leadership is appraised in practice by

studying his followers. The number and kind of followers and the strength
and stability of their commitment to organizational goals can define the

quality of leadership in a person.
d. Leadership is situational. Different problems, different groups and

different attitudes within the same organization demand different leadership
qualities and styles.
4.30 Personal Traits of a leader. Personal traits, although they exist in person, shall
only become active when a certain group or situation calls for them. It must be understood,
therefore, that these traits can only be shown or measured after a person becomes a leader.
On the other hand, there are various traits of a person which do not necessarily make him a
leader. It appears that several traits of most leaders are likewise found among non-leaders.
These traits consequently do not define a cause-and-effect relationship with leadership.
However, the following personal traits have been found to be the most correlated to
successful organizational leadership.
a. Intelligence. Leaders usually possess higher intelligence than the average

of his followers. The difference may not be so great but still it normally exists,
he needs an excellent analytical ability and communication capacity to tackle
the board problems and complicated relationships in organizations.
b. Social Maturity and Breadth. A leader usually has broad interests and
activities. He is emotionally matured and possesses a high frustration
tolerance. His anti-social tendencies are at a minimum and he prudently
displays a reasonable self-assurance and self-respect.
c. Inner Motivation and Achievement Drives. A leader has a strong personal

motivation to keep on accomplishing things. He is an achiever. After reaching
one goal, he strives to attain a higher level of goal to satisfy his inner drives.
He always keeps in mind that the essence of leadership is the acceptance of
responsibility.
d. Human Relations Attitude. A leader preserves and develops a healthy

respect for people. He maintains the dignity and mutual interest among his
followers realizing that the job is always done through them. He approaches
problems and identify solutions in consultation with the people involved. In
short, he is a subordinate-oriented leader.
4.31 Leadership as Role Behavior
a. Strong leadership has become increasingly evident that it is the result of an

effective role behavior. Leadership is tangibly shown by a person's acts more
than by his traits. It is true that traits considerably influence acts but so do the
subordinates, goals, and the environment where the acts occur. In short,
there are a number of variables highly influencing the acts of a leader.
b. Leadership therefore is a role behavior which unites and stimulates

subordinates toward particular objectives in particular environment.
c. In his role behavior, leaders use three different skills. In application, these
skills are interrelated and used in combinations.
1) Technical. Knowledge or proficiency in any type of process. A

leader deals with things.
2) Human. Ability to interact effectively with people and exhort

teamwork or cooperation. A leader is concerned about the people.
3) Conceptual. Ability to deal with long-range plans, broad

relationships and other attractions. A leader deals with ideas.
4.32 Some Leadership Functions in Practice. In a dynamic organization such as the

police, it is not enough that the commander performs his functions as required by his
authority and responsibility. The vital functions of planning, organizing, motivating,
communicating, and controlling command or units describe the core of the commander's
job. However, there are other functions which may influence the success or failure of the
organization. These are called leadership functions. They are as follows:
a. Arbitrating. In every organization, conflict among members often arises. An

effective leader will resolve such disagreement by arbitrating or making a
decision on the matter. While it is always expected that the leader will make
the right decision, it becomes more important that his decisions redounds to
making the organization more productive and efficient.
b. Suggesting. A skillful leader applies the power of suggestion in making

decisions. Suggesting often permits the subordinate to retain decisions and
allow him to preserve his dignity. In this manner, a subordinate feels
empowered compared to being given a direct order.
c. Supplying Objectives. A leader usually supplies the objectives of the
organization by clearly defining them. This enables the subordinate to work

together towards it. Normally, organizational objectives do not appear
automatically and therefore unknown to members of the organization. Thus,
it must be supplied by the leader together with suitable objectives and
measures of performance.
d. Catalyzing. In organizations, some kind of force is needed to stir

subordinates into action. A leader must provide that force. When he does, he
is acting as a catalyst.
e. Providing Security. One very important factor to members of an

organization is personal security. A leader can provide a large measure of
security by maintaining stability under pressure or assuming a positive or
optimistic attitude even in the face of adversities. A leader challenged by
difficulties yet exhibits a positive attitude can contribute to a successful
leadership. Subordinates under this kind of leadership tend to assimilate the
attitude of their leader.
f. Representing. A leader represents the entire organization. He serves as its

symbol. As such, the impression he creates impacts the image of the
organization he represents.
g. Inspiring. Subordinates work more productively when their leader gives

them due recognition on their job. When they are inspired, they work more
enthusiastically towards the accomplishment of organizational objectives.
A leader must let his subordinates know that their work is worthwhile and
important.
h. Praising. Being considered as important in an organization is a human need

of every subordinate. He wants his work to be appreciated. A leader can
satisfy this need not by an empty flattery but by a sincere pat on the back for a
job well done. This will make subordinates pleased and more involved in his
work.
Section 4-7. Staff Principles and Procedures
4.33 Staff Authority. It is the commander that delegates authority to a particular staff
officer to take action on matters within the bounds of command policies. The staff issue
orders in the name of the commander who retains responsibility for such. The authority
delegated to individual staff officers varies with the level and mission of the command, the
urgency of operations and the relationship of the staff officer's functional area with the
primary mission of the command.
4.34 Staff Responsibility. Staff officers are each assigned with a functional areas of
interests. Each is responsible for the accomplishment of all staff actions within his area of
interest. This does not carry, however, command authority over other staff officer or other
elements of the command.
4.35 Staff Functions
a. The staff is organized as a Directorial body to assist the commanders to

discharge his functions. It is composed of staff officers specifically ordered or
detailed to take charge of the various broad fields of interests over which the
commander is concerned with.
b. The staff is commanded by the commander. It is supervised by the Chief

Directorial Staff.
The following are the five (5) functions which are common to all staff officers:
1) Provide the commander with pertinent and evaluated information in

usable form;
2) Make estimates to assist the commander in deciding on a course of

action;
3) Make recommendations to assist the commander in reaching

decisions and in formulating policies;
4) Convert the commander's decisions into plans and orders; and
5) Supervise the execution of plans and orders.
4.36 Relationship between the Staff and Commanders and Staff of Subordinate
Commands
a. Staff officers should avoid usurping the prerogatives and responsibilities of

commanders and staff of subordinate commands to promote coordination
and avoid unnecessary friction.
b. Staff officer may contact a subordinate commander to transmit orders and

instructions of higher commanders, to provide pieces of advice and
recommendations or to disseminate or exchange information. This condition
is applicable in the following situations:
1) When the higher commander specially authorizes staff members to

issue orders and instructions;
2) When the commander delegates operational control of a unit to a

staff officer;
3) When the technical or professional nature of certain activities

requires a special relationship; and
4) When the command organization includes a subordinate unit that is

assigned or attached for administrative control only.
c. The advice or recommendation of a staff officer may be accepted or rejected

by a subordinate commander in the same manner he handles such with his
own staff.
d. Respective staff officers of higher and lower commands may take staff-to-
staff contact for purposes of coordination and cooperation only. In this case,
the higher headquarters staff may not exercise independent authority over
the subordinate headquarters staff.
4.37 Staff Procedures
a. Staff officers should at all times closely follow standard procedures and
techniques in discharging their functions. These are the methods used to
accomplish staff functions or the "how's" of staff operations.
b. Staff procedures expedite the accomplishment of staff and techniques used

in good staff work. More particularly, they must know the detailed procedures
and techniques applied in their respective areas of interests.
c. In accordance with scalar arrangements, staff officers must always

remember that the bases for all their actions are the command mission and
the commander's responsibilities, and that all their actions are only means to
accomplish an end and not the ends themselves.
4.38 Completed Staff Work (CSW). Actions of staff officers must be complete staff
work. A completed staff work includes a thorough analysis of a problem, consideration of all
feasible courses of action, and his recommended solution in finished form which the
commander can approve or disapprove. This procedure usually gives more work for staff
officers, but provides the commander more freedom to think and decide.
4.39 Staff Coordination
a. Three reasons for coordination within a staff.
1) To ensure expeditious and harmonious staff work in carrying out the

commander's plan;
2) To delineate particular tasks within the staff in order to avoid conflicts

and duplications; and
3) To make the necessary adjustments in plans and policies before their

implementation.
b. The Chief of Directorial Staff establishes procedures of coordinating the

various directorial staff's operations.
c. In specific staff work, the action officer assigned to a particular task is

responsible for staff coordination.
d. Staff coordination may be achieved through the following methods;
1) Informal and formal conferences of various staff members;
2) Briefings;
3) Prompt distribution of essential information, decisions and orders

within or among headquarters staff division/sections;
4) Formal routing of staff papers to appropriate directorial staff for

comment and concurrence; and
5) Close contact and exchange of information by each staff

division/section with the corresponding staff at higher, lower,
adjacent and supporting headquarters.
e. Staff coordination is time consuming. Obtaining complete coordination or

concurrence from the staff members when immediate action is desired is not
always possible. In such cases, the action officer presents the plan or
recommendation to the proper authority explaining the urgency of a quick
action on the matter. The referral authority may call all concerned parties to
obtain their concurrence or may approve the recommendation without it.
However interested staff elements are later on informed of the action taken.
4.40 Staff Supervision
a. The staff must constantly supervise the execution of plans and order issued
by, or in the name of the commander to ensure proper implementation or
compliance.
b. Staff supervision may be conducted through:
1) Analysis of reports;
2) Staff visits; and
3) Staff inspections.
c. Through the analysis of reports, the staff can determine the progress of
command operations. Staff visits to subordinate units are made to provide
the guidance and assistance in their respective areas of responsibilities.
Staff inspections are conducted by staff officers as directed by the
commander.
4.41 Means of Communication by Staff
a. In accomplishing their functions and responsibilities, staff officers avail of the

following means of communication:
1) Personal contact as in the case of staff visits and inspections;
2) Police communication networks like telephone and radio;
3) Written communication like memorandum, letters, endorsements,

radio messages, etc.; and
4) Liaising. Liaising duties are not restricted to liaison officers

specifically designated as such; any staff officer may also perform
these duties.
b. Channels which may be used by staff in communicating with subordinate

units are the following:
1) Command Channels. These are used for commander-to-

commander interaction where all orders are issued in the name of the
commander;
2) Staff Channels. These are used for coordination and exchange of

information between counterpart staff element; and
3) Technical Channels. These are used by special staff officers and by

functional specialists of the coordinating staff for routine technical
reports and instructions as prescribed by the commander.
4.42 Procedures for Making Estimates
a. Estimates are prepared to meet particular requirements. A staff officer can

make a rapid mental, oral or written estimate depending on the time available
and the specific requirements of the commander.
1) A rapid mental estimate is made whenever a new item of

information is considered significant. It is limited in scope and is
intended for his use only.
2) An oral estimate is usually presented to the commander and other

staff officers upon request or during a briefing.
3) The written estimate which is normally more formal and

comprehensive is made for planning purposes of the commander.
b. An estimate may have to be prepared before the availability of extensive

information in order to formulate tentative plans for future operations. Such
preliminary estimate is largely based on current information and a number of

assumptions on factors which cannot be definitely established. These
assumptions are usually about the disposition and capabilities of friendly and
hostile forces, the resources available, and the material time needed to
accomplish a certain course of action. It is very important that the staff officer
informs the commander when the estimate is usually made to ascertain the
feasibility factors that point towards a decision on a certain course of action.
c. The preparation of estimates is a continuing process. As new items of

information are received, estimates are revised to improved the quality of
recommendations and decisions of the commander.
4.43 Procedures for Presenting Recommendations
a. A staff officer should always be prepared to make a recommendation to the

commander on matters within his functional areas of interest. Such
recommendation should be based on the thorough analysis of alternatives
presented. Any observation concerning a functional area which is not his
primary responsibility is normally endorsed to the appropriate staff officer.
b. In the analysis of problems and presentation of recommendations, a staff

officer may follow both the formal and informal procedures, provided they are
systematic. He must clearly explain the advantages and disadvantages of
each alternative and then present his recommendation candidly and
objectively.
c. Whether the procedure is formal or informal, a staff officer must carefully

analyze and compare all feasible alternatives based on accurate information
available. He must clearly define the procedure which may consist of written
estimates, staff studies, or formal briefings. An informal procedure may be
verbal or on a person-to-person basis.
d. The staff officer must be thoroughly prepared to make positive

recommendations when desired by the commander. When such
recommendation affects the functional areas of other staff officers, he should
coordinate with them. He should clearly identify the best alternative from his
point of view and state it in an appropriate forum which requires the approval
of the commander.
4.44 Procedures of Preparing Plans and Orders
a. The over-all responsibility in the preparation of plans is given to a single staff

officer. The other staff officers provide some elements or positions of the plan
or order that are applicable to their respective functional scope.
b. Staff officers supplying some portions of the plan or order must interpret the
commander's desire with respect to their areas of interest, prepare initial
drafts, conduct necessary coordination and submit final draft to staff officer
responsible for the overall preparation.
c. The staff officer having responsibility for over-all preparation reviews the
component elements to insure consonance with the commander's decision.
He then assigns identification numbers to the plan or the order and to
annexes and appendixes, as needed; accomplishes final staff coordination
and submits the complete document to the Chief Directorial Staff for
command approval and signature. When the plan or order has been signed,
the responsible staff officer authenticates copies as necessary and
reproduces and distributes the document
d. Staff officers may prepare and issue fragmentary/supplementary orders,

either orally or in writing. Usually, these orders concern immediate
operational requirements. The Staff officer confers informally with other staff
officers concerned, and secures the Chief Directorial Staff's guidance. When
time is critical, staff officers with delegated authority write and issue
fragmentary/supplementary orders in the name of the commander, then
promptly inform the Chief Directorial Staff and any other concerned staff
officers about such orders.
4.45 Briefings. Briefings are made by the staff to keep the commander informed with
the current situation and problems facing the command.
4.46 Staff Studies. A staff study is a study technique in command organizations

depicting an analysis of problems and their corresponding solutions.
4.47 Reports and Summaries
a. Reports and summaries are used frequently to disseminate information to

higher, lower, and adjacent commands. Every staff division, section or
branch extensively prepares reports and summaries. The format and time of
distribution should be standardized within a command.
b. Only the minimum number of reports and summaries consistent with the
commander's need for information are required of subordinate commands.
c. Reports and summaries should be submitted on time for the commander to

be able to use them in decision making.
CHAPTER 5
CRIME PREVENTION AND SOLUTION
Section 5-1. General Concepts of Crime
5.1 General. The PNP, being a law enforcement organization is primarily tasked to
prevent crime before they are committed; and solve them when they have been committed.
It is therefore necessary for all PNP personnel to have a basic knowledge and
understanding of these two major concepts in policing - crime prevention and crime solution.
5.2. Definition of Crime. As defined under Book I, Title 1, Chapter 1, Art. 3 of the Revised
Penal Code of the Philippines, “crime is an act or omission punishable by law”.
The word crime is derived from the latin root word cernō, meaning "I decide, I give
judgment". Originally the Latin word crīmen meant "charge" or "cry of distress." The Ancient
Greek word krima, from which the Latin cognate is derived, typically referred to an
intellectual mistake or an offense against the community, rather than a private or moral
wrong. The meaning "offense punishable by law" dates back to the late 14th century
(http://en.wikipedia.org/wiki/Crime).
5.3 Elements of a Crime. In the commission of a crime, criminologists and law

enforcers are required by law to prove the presence of three (3) elements of a crime. They
are:
a. Motive. The reason or intent of an individual to commit a crime.
b. Opportunity. The chance for an individual to commit a crime at a given

space and time.
c. Means. The ability of an individual to commit a crime.
In recognizing and identifying these elements, the commission of a crime may be

prevented by taking away any one (1) of the three (3) elements. This is the essence of crime
prevention activities.
Section 5-2 Crime Reporting
5.4 Crime reporting. It is the act of reporting a crime committed by the victim or
concerned citizens to the police and other similar law enforcement
agencies/institutions.The police unit with the territorial jurisdiction where the crime was
committed shall have the primary responsibility of recording and reporting the same.
Crime reports are compiled by the PNP and presented in the form of crime statistics
which is a mathematical measure of the level or amount of crime prevalent in a given area at
a given time. It usually refers to figures compiled by the police and similar law enforcement
agencies to depict the picture of a crime based on the following:
a. Crime Volume. The number of crime incidents committed in a given area

over a period of time which include index and non-index crimes.
b. Index Crimes. Are crimes which are serious in nature and which occur with
sufficient frequency and regularity such that they serve as an index to the
crime situation. These are the crimes of murder, homicide, physical injuries,
carnapping, cattle rustling, robbery, theft and rape.
c. Non-Index Crimes. Are violations of special laws such as illegal logging or

local ordinances.
d. Crime Rate. The number of crime incidents in a given period of time for every
100,000 inhabitants of an area.
e. Average Monthly Crime Rate. Crime rate divided into the number of
months in a year.
Section 5-3 Crime Prevention
5.5 Definition. Crime prevention as the word suggests, aims to prevent the commission
of crimes by adopting measures that leads to the early detection, deterrence or denial of a
crime. It involves intensifying police presence and implementing strategies that removethe
opportunities or means in committing crimes. Crime prevention is a core function of the PNP.
5.6 Role in Crime Prevention. Anchored on the concept that law enforcements’
principal objective should be prevention, the PNP has adopted crime prevention strategies
that are responsive to the needs of the community for public safety and security. As Robert
Peel theorized, “the police are the people, and the people are the police”. Thus, crime
prevention efforts must be a collaborative effort between the police and the community that it
serves.
5.7 Basic Principles in Crime Prevention.
a. PNP members must lead the fight against all forms of criminality, including
insurgency, by utilizing active citizen involvement and community
empowerment. While law enforcement agencies have a major role in the
prevention of crime, they cannot effectively do the job alone. Community
members must be willing to participate actively in prevention strategies.
b. Crime Prevention efforts must be responsive to the unique peace and order,
cultural and economic conditions of the Philippines. A community crime
prevention program should address all elements of crime towards a holistic
approach to policing.
c. Crime prevention must be based on a thorough and accurate analysis of

demographics, crime statistics, and other related data. To be most effective,
the analysis should drive the development of a comprehensive plan, not just
isolated prevention activities. The plan should address all constituent groups
within the community, especially those groups and/or neighborhoods at risk
of criminal activity.
d. Crime prevention plans must adapt to the changing environment. Crime

Prevention may be achieved and complemented by the following police
initiatives:
1) Increased police presence;

2) Employment of PNP Integrated Patrol System (PIPS);
3) Active Police-Community Relations (PCR);
4) Employment of force multipliers/police volunteers;
5) Pro-active police investigation and intelligence networking; and
6) Utilization of crime data/statistics and analysis.
Section 5-4 Crime Solution
5.8 Definition. When crime prevention efforts fail to deny the commission of a crime,
the police take on its other crucial role of “solving the crime”. Crime solution is the act of
investigating the crime leading to the prosecution of its perpetrators.
5.9 Role in Crime Solution. The primary role of the PNP in crime solution is the
conduct of investigation. Investigation is the collection of facts to accomplish a three-fold
aim (Criminal Investigation Manual, 2011):
a. To identify the suspect;

b. To locate the suspect; and
c. To provide evidence of his guilt.
A crime/case is considered “solved” when:
a. the offender/perpetrator has been identified;

b. the offender/perpetrator has been charged based on evidence;
c. the offender/perpetrator has been taken into custody; and
d. the offender/perpetrator has been charged before the prosecutor's office or
court of appropriate jurisdiction.
e. elements beyond police control prevent the arrest of the offender, as when
the victim refuses to prosecute or the death of the offender;
f. arrest of one offender can solve several crimes or offenders maybe arrested
in the process of solving crime.
A crime/case is considered “cleared” when:
a. at least one of the offenders has been identified;

b. there is sufficient evidence to charge the offender;
c. the offender has been charged in court, absent the taking of the offender into
police custody.
5.10 Principles of Investigation
a. Investigation is Jurisdictional. The Police Unit which has territorial

jurisdiction of the area of the armed confrontation, together with the SOCO
team, if any, shall immediately undertake the necessary investigation and
processing of the scene of the encounter. In cases where there is a slain
suspect, it shall submit the incident for inquest before the duty inquest
prosecutor prior to the removal of the body from the scene, except in areas
where there are no Inquest Prosecutors. In which case, the police can
proceed with the investigation (PNP Operational Procedures: 2010).
b. Investigation respects and upholds Human Rights. In the conduct of

police investigation, all PNP personnel must promote and protect the
citizen's right to dignity, privacy, and freedom of movement. Suspects shall
be apprised of their rights by reciting the “Miranda Warning”.
c. Investigation ensures due process. All PNP personnel must protect the
citizen's right to due process, presumption of innocence until proven guilty by
the court, and equal protection of the law.
d. Investigation subscribes to human-rights based policing. During citizen

contacts, all police personnel must exhibit professionalism, courtesy, and
respect for the rights and dignity of all persons.
5.11 Measures of Efficiency. Police efficiency in solving crime shall be measured

through the following:
a. Crime Solution Efficiency (CSE). The percentage of solved cases out of

the total number of crime incidents handled by the police for a given period of
time.(LOI 02/09 “Unit Periodic Crime Report” April 22, 2009)
b. Crime Clearance Efficiency (CCE). The percentage of cleared cases out of

the total number of crime incidents handled by the police for a given period of
time. (LOI 02/09 “Unit Periodic Crime Report” April 22, 2009)
CHAPTER 6
PUBLIC SAFETY AND SECURITY
Section 6-1 Concepts in Public Safety and Security
6.1 Definition. Public safety and security involves operations geared towards
protecting lives and properties, including measures that will save lives, minimize injuries
and establish control structures for rehabilitation of the community.
Public safety and security operations likewise include enforcing appropriate actions
on disaster management that includesnatural and man-made disasters including Chemical,
Biological, Radiological, Nuclear and Explosives (CBRNE).
As pronounced by our President during his term as a Senator in 2010, “Our quest
must not only focus on ensuring the stability of the State and the security of our nation. Our
ultimate goal must be the safety and well-being of our people”(Sen.Benigno S Aquino III,
Peace and Security Forum 2010).
6.2 National Security Goals. The government shall pursue the human development
approach in pursuing internal peace and security instead of military victory
The following elements are the primary goals of national security(NationalSecurity

Policy 2011-2016):
a. Socio-Political Stability. This aims to achieve peace and harmony among

all Filipinos, regardless of creed, ethnic origin, and social status. The
government and the people must engage in nation-building under the rule of
law, constitutional democracy, and the full respect for human rights. At the
same time, the government is accountable to the people and as such, must
ensure socio-political stability through good governance by focusing on its
purpose and outcomes for its citizenry and performing efficiently and
effectively in clearly defined roles and functions.
b. Territorial Integrity. This means that the territory of the country is intact and
under the effective control of the government. It is to ensure the permanent
inviolability of our national territory and its effective control by the
Government and the State. This includes the preservation of our Exclusive
Economic Zone (EEZ) and its protection from illegal incursions and resource
exploitation.
It is this geographic fact that the national interest is enhanced whereby, the
land territories as well as bodies of water within our Philippine maritime
jurisdiction are effectively secured.
c. Economic Solidarity. It is to collectively pursue and build the economy to

be strong and capable of supporting national endeavors based on the
strength and solidarity of the Filipino people who have an organic stake in it
through participation and ownership.
This is the core interest of the national vision- to ensure that Filipinos become
stakeholders in economic and business enterprises so that they will
collectively defend, protect, and improve the economic system for
themselves and the future generations of Filipinos.
d. Ecological Balance. The national survival rests upon the effective

conservation of our natural environment in the face of industrial and
agricultural expansion and population growth. This dimension of national
security seeks to support development that is environmentally sustainable
for the benefit of the nation.
As the country sustains its economic growth, there is a clear indication that
the ecological balance is being threatened by natural calamities and other
man-made destructive activities. The environment, with its life support
systems, is in a position to sustain and secure development for the benefit
both of the present and future Filipino generations. Ecological balance is a
shared responsibility of all Filipinos, as individuals, families, and
communities.
e. Cultural Cohesiveness. This element implies that the Filipinos have

shown their collective sense of value to the principles of freedom and human
dignity of a person. These inherent manifestations of the Filipino values have
been shown when our forebears fought for our freedom against their
colonizers, authoritarian rulers and oppressive powers as exemplified by the
resistance of Lapu-Lapu, Jose Rizal, ApolinarioMabini, Andres Bonifacio
and Jose Abad Santos.
This also means that our people is imbued by a common set of values and
beliefs handed down by our forebears on moral and ethical standards.These
are drawn from our traditions and cultural heritage, embodying a Filipino
identity transcending socio-economic, religious, ethnic, and linguistic
differences.
f. Moral-Spiritual Consensus. The Filipino people must be propelled by the

national vision manifested in words and deeds, by patriotism, national pride
and the advancement of our national goals and interests. The primordial
element for our national survival is national unity, where people are proud of
their country, their culture and tradition, and their history. Consequently,
there is a moral and spiritual consensus among the Filipinos on the wisdom
of our shared national vision, as enunciated by the President. This shared
vision motivates the citizens to participate vigorously in the programs that
promote the country's security and development objectives.
e. Peace and Harmony. The Philippines as a democratic country is committed

to world peace and the preservation of world order. National security is
engendered and sustained through harmonious relations with our neighbors
and allies. For this purpose, it is for the enduring interest of the country to
forge harmonious engagement and relationship with other nations starting
with the member-countries of the ASEAN.
The country and the people must pursue constructive and cordial relations
with all nations, and should be free from any control, interference or threat of
aggression from any of them.
Section 6-2 Fundamental Principles
6.3 Principles of Public Safety and Disaster Management (R.A 10121)
a. Uphold the people's constitutional rights to life and property by addressing

the root causes of vulnerabilities to disasters, strengthening the country's
institutional capacity for disaster risk reduction and management and
building the resilience of local communities to disasters including climate
change impacts;
b. Adhere to and adopt the universal norms, principles and standards of

humanitarian assistance and the global effort on risk reduction as concrete
expression of the country's commitment to overcome human sufferings due
to recurring disasters;
c. Incorporate internationally accepted principles of disaster risk management

in the creation and implementation of national, regional and local sustainable
development and poverty reduction strategies, policies, plans and budgets;
d. Adopt a disaster risk reduction and management approach that is holistic,

comprehensive, integrated, and proactive in lessening the socio-economic
and environmental impacts of disasters including climate change, and
promote the involvement and participation of all sectors and all stakeholders
concerned, at all levels, especially the local community;
e. Develop, promote, and implement a comprehensive National Disaster Risk

Reduction and Management Plan (NDRRMP) that aims to strengthen the
capacity of the national government and the local government units (LGUs),
together with partner stakeholders, to build the disaster resilience of
communities, and to institutionalize arrangements and measures for
reducing disaster risks, including projected climate risks, and enhancing
disaster preparedness and response capabilities at all levels;
f. Adopt and implement a coherent, comprehensive, integrated, efficient and

responsive disaster risk reduction program incorporated in the development
plan at various levels of government adhering to the principles of good
governance such as transparency and accountability within the context of
poverty alleviation and environmental protection;
g. Mainstream disaster risk reduction and climate change in development

processes such as policy formulation, socio-economic development
planning, budgeting, and governance, particularly in the areas of
environment, agriculture, water, energy, health, education, poverty
reduction, land-use and urban planning, and public infrastructure and
housing, among others;
h. Institutionalize the policies, structures, coordination mechanisms and

programs with continuing budget appropriation on disaster risk reduction
from national down to local levels towards building a disaster-resilient nation
and communities;
i. Mainstream disaster risk reduction into the peace process and conflict
resolution approaches in order to minimize loss of lives and damage to
property, and ensure that communities in conflict zones can immediately go
back to their normal lives during periods of intermittent conflicts;
j. Ensure that disaster risk reduction and climate change measures are gender
responsive, sensitive to indigenous knowledge systems, and respectful of
human rights;
k. Recognize the local risk patterns across the country and strengthen the
capacity of LGUs for disaster risk reduction and management through
decentralized powers, responsibilities, and resources at the regional and
local levels;
l. Recognize and strengthen the capacities of LGUs and communities in

mitigating and preparing for, responding to, and recovering from the impact
of disasters;
m. Engage the participation of civil society organizations (CSOs), the private

sector and volunteers in the government's disaster risk reduction programs
towards complementation of resources and effective delivery of services to
the citizenry;
n. Develop and strengthen the capacities of vulnerable and marginalized

groups to mitigate, prepare for, respond to, and recover from the effects of
disasters;
o. Provide maximum care, assistance and services to individuals and families

affected by disaster, implement emergency rehabilitation projects to lessen
the impact of disaster, and facilitate resumption of normal social and
economic activities.
Section 6-3 Role in Public Safety and Security
6.4 Role in Disaster Risk Reduction and Management. The PNP is a member of the
National, Regional, City and Provincial Disaster Risk Reduction and Management Council.
As such, it shall perform functions as prescribed by the council. (IRR on R.A. 10121 or the
Philippine Disaster Risk Reduction and Management Law and PNP LOI Saklolo for details).
a. The PNP's inherent duty for disaster risk reduction and management
includes the following:
1) Provision of area security;

2) Search, Rescue and Recovery operations;
3) Evacuation;
4) Assistance in Relief Operations; and
5) Facilitation of Community Rehabilitation efforts.
6.5 Roles in Public Safety and Security Operations
a. The Department of the Interior and Local Government (DILG) shall exercise
coordination with various government instrumentalities created for purposes
of enhancing peace and order, public safety and security.
b. The President of the Philippines shall be advised on peace and order, public
safety and security matters by the National Peace and Order Council
(NPOC) through its chairman- the SILG. The NPOC is composed of various
representatives from different sectors, who by virtue of their assigned
missions and functions have a role to discharge in the overall peace and
order, public safety and security effort.
c. The President of the Philippines shall exercise control and supervision over
the Philippine National Police thru the SILG, in a dual capacity as Chairman
of the National Police Commission (NAPOLCOM) and as Head of the
Department of Interior and Local Government. As chairman of NAPOLCOM,
he heads the collegial body which exercises administrative control and
supervision over the PNP. As Secretary of the DILG, he is authorized to
delegate substantive and administrative power to any officer of rank in the
Department (Sec 10c, RA 6975).
d. The Chief, Philippine National Police shall assume direct command

responsibility over the PNP. He shall likewise be the principal police adviser
to the President, the National Security Council and the Secretary of the
Interior and Local Government.
Section 6-4 The Peace and Order Council
6.6 The Peace and Order Council
a. The Peace and Order Council is reorganized on the national, regional,

provincial, city and municipal levels of government (Executive Order Nr. 773,
series 2009) to be constituted as follows:
1) The National Peace and Order Council (NPOC). It shall perform

the following functions:
(a) To contribute to the strategies of the National Security

Council that would effectively respond to peace and order
problems;
(b) To coordinate and monitor peace and order plans;
(c) To provide a forum for inter-disciplinary dialogue and

deliberation of major issues and problems affecting peace
and order;
(d) To perform such other duties and functions as the President

may direct.
2) It shall be composed of the following:
(a) The Chair of the National Peace and Order Council (NPOC)
shall be the Secretary of Interior and Local Government
(SILG).
(b) The members of the Council shall be composed of the

following:
o The Director-General of the National Security Council

o The Executive Secretary
o The Secretary of Foreign Affairs
o The Secretary of National Defense
o The Secretary of Justice
o The Secretary of Agriculture
o The Secretary of Agrarian Reform

o The Secretary of Public Works
o The Secretary of Social Welfare and Development
o The Secretary of Health
o The Secretary of Trade and Industry
o The Secretary of Transportation
o The Secretary of Education
o The Secretary of Environment and Natural Resources
o The Press Secretary
o The Chairman of the Dangerous Drugs Board
o The Chairman of the National Commission on
Indigenous Peoples
o The Presidential Adviser on the Peace Process
o The Director-General, Presidential Management Staff
o The Director-General, Philippine Information Agency
o The Chairperson of the Presidential Anti-Graft
Commission
o The Chief of Staff of the Armed Forces of the Philippines
o The Chief of the Philippine National Police
o The Director of the National Bureau of Investigation
o Three (3) representatives from the private sector who
shall be appointed by the President of the Philippines.
3) The Regional Peace and Order Council (RPOC). It shall be

composed of the region's Provincial Governors, the Mayors of the
Highly Urbanized Cities, the Presidents of the Leagues of
Municipalities, the regional counterparts of the departments, offices
and agencies enumerated in paragraph (b) above, wherever
applicable, with the Chairman and Vice-Chairman to be appointed by
the SILG with the approval of the President of the Philippines from
among the members of the Council. In addition, there shall be one
representative of the Mayors of the Component Cities to be chosen
from among themselves. The Chairman of the RPOC shall appoint
the three (3) representatives of the private sector, upon consultation
with the members of the Council and upon acquiring appropriate
security clearances. The regional counterpart of the CSAFP shall be
the Commander of the Infantry Division. Departments, offices and
agencies with no regional and/or field offices shall not sit in the
RPOC.
4) The Provincial Peace and Order Council (PPOC) shall be

composed of the provincial counterparts of the departments, offices
and agencies as enumerated in paragraph (b) above, wherever
applicable, with the Provincial Governor as Chairman and the Vice
Governor as Vice Chairman. In addition there shall be one
representative of the SangguniangPanlalawigan to be chosen by it
from among its members. The Chairman of the PPOC shall appoint
the three (3) representatives of the private sector, upon consultation
with the members of the Council and with the approval of the
Commander of the Infantry Division and the Regional Director of the
PNP. The provincial counterpart of the CSAFP shall be the Brigade
Commander or, in the case of Palawan, the Commander of the
Western Command. Departments, offices and agencies with no
provincial and/or field offices shall not sit in the PPOC.
5) The City or Municipal Peace and Order Council (CPOC or

MPOC) shall be composed of the city or municipal counterparts of
the departments, offices and agencies as enumerated in paragraph
(b) above, wherever applicable, with the Mayor as Chairman and the
Vice Mayor as Vice Chairman. In addition, there shall be one
representative or the Sangguniang Panlungsod or Sangguniang
Bayan, as the case may be, to be chosen by the said Sanggunian
from among its members. The Chairman of the CPOC or MCOP shall
appoint the three (3) representatives from the private sector, upon
consultation with the members of the Council and upon acquiring
appropriate security clearances. Departments, offices and agencies
with no city, municipal, and/or field offices shall not sit in the CPOC or
MPOC.
6.7 Functions of the RPOC, PROC, CPOC and MPOC. These Peace and Order
Committees shall have the following functions and responsibilities:
a. Provide a forum for dialogue and deliberation of major issues and problems
affecting peace and order, including insurgency;
b. Recommend measures which will improve or enhance peace and order and
public safety in their respective areas of responsibility, including anti-
insurgency measures;
c. Recommend measures to converge and orchestrate internal security

operations efforts of civil authorities and agencies, military and police;
d. Apply moral suasion to and/or recommend sanctions against local chief

executives who are giving material and political support to the Communist
rebels;
e. Monitor the provision of livelihood and infrastructure development programs

and projects in the remote rural and indigenous population areas adopted to
isolate them from the Communist rebels' “Agitate/Arouse, Organize and
Mobilize” and ideological, political and organization works;
f. Perform all other functions assigned by law, the President or the NPOC.
g. The Civilian Volunteer Organizations (CVOs) shall be managed and

supervised by the respective Regional, Provincial, City or Municipal
Directors of the PNP.
Section 6-5 The PNP's Strategy on Public Safety and Security Operations
6.8 Three-tiered Defense System.(refer to the PNP Three-Tiered Defense System

Manual for details)
a. Target Hardening. Target hardening is a deliberate and planned action that

makes it difficult for the criminals/terrorists to succeed in hitting their targets.
Once the potential criminal/terrorist target is identified, government
agencies, the private sector as well as the community, must work closely
together to create asecurity umbrella, within the internal and external
environs of the target. If necessary, organizational and individual behavior
must be modified to mitigate the consequences of incident and crisis, and
enhance linkages among key players. Target hardening also involves
preparation to minimize waste of lives and property as the consequence of
unstoppable incident. It is in this tier when the crisis management team deals
both with the law enforcement part and emergency operation preparations.
In the light of Weapons of Mass Destruction, late deployment of emergency
facilities may cause more wasted lives and property than what can be
prevented. The needs of law enforcement to arrest the suspect/s and thus
prevent an “incident” to happen at all must be considered.
b. Intelligence Monitoring. Intelligence is knowing the threat and identifying

its potential targets. The community through the Local Government
Executives (LGE) must have its own intelligence activities in every village,
residential and commercial areas and elsewhere, making every citizen a
vigilant watch person. It is necessary that suspicious persons, unusual
movements or incidents and other irregular activities be adequately
monitored and reported to authorities.
c. Incident Management. Incident management refers to the sequence of

actions to be undertaken in case of disaster/disorder/crisis to mitigate their
effects and expedite the return to normalcy. In like manner, this involves
partnership among the Security Forces, LGUs and the Community. The
LGEs take the lead role and perform such acts of leadership to demonstrate
control of the situation, care of victims, justice to bear on the suspects,
orderly deployment and employment of resources and facilities and
dissemination of correct information and advice on the incident. The
Crisis Manager must take the community out of the “panic and freeze” mode
and help the community spring back to normalcy.
d. Legal offensive. It involves the efficient and well-coordinated conduct of

investigation, documentation and prosecution of all terrorism-related cases,
in coordination with the Department of National Defense (DND)/Armed
Forces of the Philippines (AFP), Department of Justice (DOJ) and the
Commission on Human Rights (CHR). It aims to coordinate all government
efforts to effectively charge, prosecute and adjudicate terrorism-related
cases to ensure that terrorists are placed behind bars.
CHAPTER 7
RESOURCE MANAGEMENT
Section 7-1 Personnel Management
7.1 Purpose. This chapter outlines policies, procedures and principles of personnel
administration in the Philippine National Police in view of the overriding objective of
developing competent, disciplined and values-oriented PNP personnel.
7.2 Meaning and Scope of Personnel Administration
a. In the traditional sense, it is one which consists of administrative procedures

by “which PNP personnel are recruited, appointed, utilized and treated in
their employment relationship and replaced when they are separated from
the service”.
b. In the more modernized progressive view, it is a system by which competent

personnel are obtained and provided a climate most conducive to the
development of proper attitudes and work ethics. These are the essential
factors that contribute to service excellence and efficient performance of
duty. It is the art of selecting new personnel and making use of old ones in
such a manner that quantity of output and service are obtained from the
working force.
c. In another sense, personnel administration is a method of developing the

potentials of personnel so that they can get maximum satisfaction in their
work and contribute their best to the organization.
d. Personnel administration, as much as it is a broad field of interest in the PNP

covering a wide range of personnel matters involving the structuring of
personnel system from recruitment planning and processes to retirement
systems and procedures. Essentially, it underscores a variety of policies,
procedures and principles governing the effective utilization of manpower
resources and the development of personnel potential capabilities.
7.3 Importance of Personnel Administration. The foremost task of personnel

administration is the management of human resources. The heavy emphasis on this score
is based on the fact that the high caliber and strongly motivated personnel constitute the
most valuable asset of the PNP. The enthusiasm, loyalty and cooperation brought about by
sound personnel policies and procedures applied on these vital assets are indisputably the
basis for personnel satisfaction and for ensuring cost- effectiveness.
7.4 Objectives of Personnel Administration
a. The recruitment, screening, appointment and probation of personnel in order

to get the most qualified.
b. The selection of competent, service-oriented and disciplined work force.
c. Career and personnel development through training programs, on-the-job

training, job rotation and development programs following the principle--
"actual career training is the basis of positioning."
d. Maintenance of high morale and discipline among personnel with emphasis

on proper attitudes and good human relations.
7.5 Personnel Program. The preceding objectives are designed to blend both
efficiency and human relations equations. To pursue them, the personnel program shall put
emphasis on the following:
a. The development of a sound and responsive organizational structure to

carry out the personnel program where all responsibilities and participants
are clearly defined;
b. The establishment of a systematic process to entice competent personnel

through strategic and aggressive recruitment methods and techniques;
c. A sound system of selection; appointing only those most qualified applicants

and placing them in jobs where they are best fitted and establishing a
standard maximum tenure in certain positions;
d. To enhance the officer's progress in his career, each shall cycle through a
system of assignment rotation in commander or staff and training duties and
exposure to a variety of field/frontline responsibilities, headquarters/office
And instructor experiences designed to enable him to advance his career

development within the organization.
All officers in their respective grades, except the technical service, are
required to serve or undertake the duties in the general police operations
work, police community operations job and administrative and technical
service;
e. The improvement of personnel skills, maintenance of high morale, and

preparation for promotions through comprehensive in-service training
programs;
f. A periodic evaluation of personnel efficiency to improve their performance

and to identify the most competent ones;
g. A promotion plan should be based on both merits and fitness. Only qualified
people brought into the service, in accordance with their performance are
promoted until they reach the highest ranking position. Pending case is not a
bar to promotion based on the principle of law that an accused is presumed
innocent until proven otherwise.
h. Greater emphasis on human relations factors and on the improvement of

human relations skills of commander; and
i. Maintenance of high state of morale and discipline among personnel.
7.6 Emphasis on Merit. Without demeaning the importance of competence or technical

expertise of personnel and the methods of ascertaining its presence among applicants, the
PNP shall put equal or higher degree of recognition on the intangible.
Nonetheless every important factor of interest and zeal of personnel in the police
service is considered. The PNP shall find ways and means of judging the degree to which
every personnel is "committed" to his service, for this is the very factor that principally
constitutes merit. In the PNP, one man with enthusiasm and loyalty is worth ten who
consider their jobs merely as a source of income.
7.7 Openness of the Service and Mobility. To make the most of talents among all
personnel, the PNP service shall be open and shall facilitate mobility within the entire
organization. It shall occasionally infuse new blood into the organization and stimulate new
fields of assignment for personnel. Personnel policies shall not inhibit movement of
personnel within the organization. Under special circumstances, assignment outside of the
organization shall be encouraged. Interchange and movement of personnel among other
agencies of the government, however, based on exigencies of the service, may be allowed
only provided that it does not jeopardize police recruitment.
7.8 Training as Part of Work Career. Training shall be viewed as an inherent phase of
the service instead of being an absence from or an exception to normal police duties. In-
service training and education programs shall be planned as a regular part of the work
career of personnel.
Following this line, all PNP uniformed personnel are bound to develop themselves
through regular career training in pursuit of service excellence. Career schooling and
continuous training shall be considered a “public duty” and not an “option” or “privilege” that
can be disregarded or skipped.
7.9 The Concept of Shared Decision-Making
a. The PNP adopts the concept of shared decision-making especially in

personnel decisions in order to motivate subordinates in their assigned jobs.
It shall forego all unreasonable restraints and inhibitions brought about by
vertical authority particularly on such matters as selection for promotion,
providing opportunities for training, recruitment, assignment of personnel,
judgment of performance and other vital personnel decisions. More clearly,
no single, commander shall affect the lives and future of subordinates on the
basis of his own limited perspective.
b. In order to tap the varied sources of achievement motivation among

subordinates, delegation of authority shall generally be based on faith,
confidence and competence. This is the core of shared responsibility down
the line. However selection of staff in the staff functions shall be based on
shared experience principle. He who has much experience in the field has
rich experience to relate.
7.10 Concept of Assignment. Assignment of an officer in a position of major

responsibility more particularly Provincial/City Director and Chief of Police shall strictly
observe the two-year maximum tour-of-duty. The officer concerned shall be responsible for
ascertaining that he has not exceeded the maximum number of years in his assignment. He
shall see to it that no intervention from external forces shall over rule this doctrine.
Likewise, assignment of officers in a position of collateral responsibility more

particularly major staff in the Police Regional Offices shall strictly observe the qualification
standards set forth by the authorities. Both commanders and the individual concerned must
be responsible in observing this doctrine.
7.11 Basic Personnel Management Policy. The Philippine National Police personnel
management is guided by the basic policy stipulated as the cornerstone of personnel
administration-- the treatment of PNP personnel as individual human beings and not as
machines impervious to feelings of affection and understanding. The best of personnel
policies becomes ineffective unless management applies it intelligently and tempered with
understanding. The PNP recognizes the compelling necessity to make use of its personnel
efficiently and productively.Thus, it shall primarily develop policies and standards that will
insure fair treatment of personnel without necessarily jeopardizing
organizationalobjectives.
7.12 Doctrine on Anonymous and Fictitious letter complaints. Anonymous or

fictitious letter-complaints shall be immediately validated by the personnel officer. Evidence
should be gathered on its origins and the matter being complained about which shall serve
as a basis in determining its validity. If the material allegations in the anonymous/fictitious
letter-complaint are validated, the subject of the complaint shall be recommended for the
filing of an administrative case. If it is not validated, the same shall be recommended for
outright dismissal.
Anonymous letter-complaints are unsigned letters of which their origin cannot be

immediately established. Fictitious letter-complaintsare letters which has a name and
signature but its origin/author cannot be ascertained/ traced.
No complaint shall be entertained unless there is obvious truth or merit to the

allegation and is supported by documentary evidence. In which case, the person
complained of may be required to comment and may be a basis of the formal complaints
provided that the material allegations contained therein are validated.
7.13 Responsibilities
a. Commanders and staff officers are inherently responsible for the efficient
use of human resources in accordance with personnel management in order
to accomplish assigned tasks.
b. The Staff Officer on personnel is especially tasked to supervise the

application of personnel management principles and procedures, to make
appropriate recommendations for submission to the chief of staff or to the
commander, and to issue orders and instruction in the name of commander
when necessary.
c. It is a shared responsibility of both the commander and the officer concerned

to strictly follow the required tenure in a certain position. Nopersonnel should
be allowed to exceed the maximum two (2) years of assignment to a major
position of responsibility.
d. The responsibilities of personnel officers at all levels of command of the PNP

are generally the same; they only differ in scope and emphasis.
e. All officers and PNCOs are inherently responsible for the efficient
performance of their duties, obligations, and responsibilities.
7.14 Personnel Management. All section staff shall assist the commander in personnel
management. However, it is the Personnel Officer who has the primary staff responsibility to
supervise the personnel administrator. He directly supervises the implementation of and
compliance to personnel management policies. He also evaluates and makes
recommendations on personnel management procedures to improve the management of
personnel matters involving police and civilian personnel.
a. Personnel Officer
1) The Personnel Officer is responsible for the procurement,

assignment, reassignment and replacement of individuals.
2) He assists in maintaining a high state of morale and welfare by

supervising the execution of personnel policies (i.e. working hours,
leaves and passes).
3) He also supervises the implementation of policies on promotions,

awards and decorations, pay and allowances and training and
supplementary education program.
4) Through constant reevaluation of personnel activities, the Personnel

Officer measures the effectiveness of those activities and makes
recommendations for changes if necessary.
b. Non-Uniformed Personnel (NUP)
1) The Personnel Officer through the Non-Uniformed Personnel

Administration Division (NUPAD) is responsible for the formulation of
rules on recruitment, examination, assignment, compensation,
rating, promotion and also dismissal of non-uniformed personnel.
2) He assists in the development and maintenance of conducive

working conditions and good employee relationships.
3) He ensures compliance with general Non-Uniformed Personnel

policies and may take the necessary personnel action in the name of
the commander to include activities to improve NUP management.
7.15 Unit Strength. It is the primary responsibility of the Personnel Officer to keep the
commander informed of the personnel strength of the command and to accomplish the
necessary staff actions in order to maintain unit strength. In doing so, he makes a
continuous estimate of the personnel situation and likewise furnishes other staff officers the
necessary information to enable them to formulate plans and recommendations on the
same matter.
7.16 Morale and Welfare
a. It shall be the staff responsibility of the Personnel Officer to determine and

maintain the state of morale of personnel under his command. He
discharges his responsibility through the evaluation of morale indicators
derived from staff officers on the morale of personnel. He advises the
commander on the state of morale of his personnel and make appropriate
recommendations thereto. He may at times take personal supervision on
some command activities that have direct bearing on the morale of
personnel.
b. The PNP Legal Assistance Board mayact on applications for legal

assistance filed by PNP uniformed personnel relative to service-related
cases and may provide direct legal representation or allow for the
reimbursement of legal expenses as may be prescribed by PNP policies.
c. Awards and decorations shall be given to deserving personnel in

accordance with the regulations and policies of the command and of higher
authorities. All recommendations for awards and decorations shall be acted
upon properly, efficiently and rapidly.
Awards and decorations shall be categorized into three, namely:

Operational Award for achievements related to police operations;
Administrative Award for achievements pertaining to administrative and
technical achievements; and Miscellaneous Awards for achievements
related to Police Community Relations and others. Each category will have
its parallel highest to lowest classification of award.
7.17 Discipline, Law and Order
a. The law creating the PNP -- RA 6975 provides the basic law on discipline, law
and order for the Philippine National Police and is administered in
accordance with various forum like civil court, People's Law Enforcement
Board (PLEB), Summary Dismissal Authority, Director's Authority (all levels)
and local government's authority.
b. The staff officer on personnel shall be responsible for the preparation of

enforcement policies on all matters pertaining to discipline, law and order.
c. The Inspector General on the other hand is responsible for the enforcement
of laws, regulations and orders within the command. He shall advise the
commander on all matters concerning the maintenance of law and order.
d. Discipline, law and order shall be maintained through both preventive and
corrective measures.
7.18. Principle of Standard Uniform. The PNP uniform is the show window of discipline
within the organization. It is the tie that binds the organization and the standard that is
maintained by the organization. Therefore all PNP personnel must adhere to the standard
uniform set by the proper authority. Hence, any PNP personnel found wearing unauthorized
PNP uniform shall be sanctioned pursuant to standing policies and regulations of the PNP.
Section 7-2 Training Administration and Management
7.19 Purpose and Scope. This section provides broad guidance and assistance to all
PNP personnel at all levels of Command who are responsible for the training of individuals
and units of the Philippine National Police. It includes the concepts, principles and
procedures involved in the training of PNP personnel. It likewise explains the training
objectives, methods and techniques adopted by the PNP along with the various types of
training conducted in order to accomplish the assigned PNP mission.
7.20 Training Authority. Republic Act No. 6975 provides a system to train the PNP thru
the Philippine Public Safety College for career courses. However, the enhancement and
specialized courses shall be undertaken by the PNP thru the Directorate for Human
Resource and Doctrine Development (DHRDD) and its operating arm--the PNP Training
Service (PNPTS).
7.21 Training System. PNP In-service Training is administered by the PNP Training
Service (PNPTS) as the operating arm of the Directorate for Human Resource and Doctrine
Development (DHRDD) where training policies and directions emanate.Other police
training particularly career/mandatory trainings are provided by the Philippine Public Safety
College (PPSC) which is a separate and distinct government bureau under the Department
of the Interior and Local Government.The delineations of their functions are as follows:
a. Directorate for Human Resource and Doctrine Development (DHRDD).

Created to assist the Chief, PNP in the formulation of policies and in the
planning, direction, coordination and supervision of all matters pertaining to
human resource and doctrine development; rationalizes and upgrades the
development of systems and doctrine for PNP units and personnel toward
the attainment of the PNP vision and missions and continuously develops
the moral, spiritual, physical and mental competence of PNP personnel;
b. Philippine Public Safety College (PPSC). Is mandated by Republic Act

No. 6975 Section 66 as the premier educational institution for the training,
human resource development and continuing education of all personnel of
the Philippine National Police (PNP), the Bureau of Fire Protection (BFP),
and the Bureau of Jail Management and Penology (BJMP). PPSC is the
umbrella organization that provides direction, administration and control of
the various education and training programs offered by its component
agencies namely: the National Police College(NPC); Philippine National
Police Academy (PNPA), Police National Training Institute (PNTI) with its 18
Regional Training Schools (RTS); Fire National Training Institute (FNTI); Jail
National Training Institute (JNTI); and the National Forensic Science
Training Institute (NFSTI). (refer to PPSC Manual)
c. PNP Training Service (PNPTS). Created under DPL G.O. No. 05-11 and
NAPOLCOM Resolution No. 2009-005 to serve as the in-service training
management facility of the PNP to enhance and accelerate the
professionalization of PNP personnel.
Table 7.1 Training Functions
DHRDD PPSC PNPTS

P r o v i d e Tr a i n i n g Conduct Basic PNP Conduct In-service
Policies and Career/ Mandatory training courses for all
Directives and Specialized PNP units and
Review and Evaluate Courses through the personnel.
PNP Training following schools: Prepare the Master
Programs/Courses National Forensic Training Action Plan of
Develop Doctrines on S c i e n c e Tr a i n i n g the whole PNP
Training and General Institute;
administration and Philippine National
operations of the PNP Police Academy;
Act as Liaison to Police National
PPSC. Training Institute; and
National Police
College
7.22 The Master Training Action Plan or Annual Training Program (MTAP/ATP). This
Plan encompasses all the in-service training activities that are to be implemented by the
PNP annually to include program cost and other relevant information, both for the uniformed
and non-uniformed personnel.
7.23 Focal Training Areas
The training of the PNP concentrates on activities within the following focal areas:
a. Police Discipline. It is very necessary that police officers and men

recognize and respect the law and authority and demonstrate obedience
Without reservation to such law and authority. Training in Police Discipline is

continuous in the service. In almost all PNP activities, principles of discipline
are applied and are reinforced by such activities.
b. Health, Strength, Endurance. Health, Strength and Endurance are

essential for the individual to withstand the hardship of operations. This
objective may be developed and maintained by observing the principles of
hygiene, by immersing in physical training and athletics, and byengaging in
progressive training exercises and sports development requiring physical
endurance.
c. Morale and Esprit-de-Corps. This refers to the mental state of the troops
characterized by confidence, zeal and pride in their organization. In peace, it
is measured by their contentment and well-being; in war, it is measured by
their will and courage to execute the arduous tasks assigned to them.
Individual morale and sense of Esprit-de-Corps denote optimism and
confidence primarily on good leadership, thorough and comprehensive
training and pride of the individual in himself and his unit.
d. Initiative and Adaptability. The energy and ability to initiate action promptly
are essential qualities of every individual member of the PNP. The mission of
any unit is accomplished rapidly when the necessary independent actions of
individuals and small groups are initiated. The development of initiative and
adaptability is a very critical factor to be achieved in training. This objective
may be effectively attained through occupying positions of responsibility or
those which require frequent resourcefulness.
e. Leadership. The development of leadership is a primary consideration in

training. A leader must possess the professional and personal qualities to be
able to inspire confidence and loyalty among subordinates.
f. Technical Proficiency. In police work, proficiency is required of all PNP

elements to insure the attainment of primary PNP missions. Thus, every
PNP member must possess the adequate knowledge and skills to perform
their duties effectively and accomplish assigned missions. This may be the
ultimate goal of PNP training elements specially so for units whosefunction is
largely police in nature. Therefore, PNP training is geared towards the
attainment of both technical and tactical proficiency.
g. Specialization. Is the specialized skills and knowledge required in every
police work.PNP personnel must have individual field expertise to effectively

and proficiently perform their assigned position and tasks. The attainment of
the PNP vision and missioncan largely be achieved through quality training
on core police functions namely, investigation, operations, intelligence and
police-community relations.
h. Task Orientation. The school must develop in all students the primary task
of the Law enforcement taking into consideration various baccalaureate
degrees earned by the students from college as some of these students do
not possess the necessary background. It should be inculcated that all the
learning gained from the training school are only tools in the accomplishment
of the given mission/tasks. The accomplishment of a mission does not solely
depend on the learning applied but also on the intent and determination to
achieve it.
7.24 Training Objectives. Training objectives must be stated clearly and should
distinctly define the purpose and expected results of the training for the guidance of those
concerned. It serves as a sound basis of proper selection or design of appropriate materials,
content and methods. Thus, training objectives play a vital role in planning.
7.25 Seven "Musts" in Training
a. Drills, Ceremonies, Courtesy and Discipline
b. Physical Fitness and Sports Development
c. Human Rights
d. Small Unit Leadership
e. Moral Values, Code of Conduct and Ethical Standards
f. Gender and Development
g. Vision, Mission and Strategy of the PNP
7.26 Basic Concepts in Training. The following basic concepts of training shall govern
all types of training in the Philippine National Police:
a. In training the personnel, the dignity of the individual shall be upheld at all
times. No system of any kind shall be established to provide trainer-trainee

relationships that will transgress the private rights and dignity of individuals.
b. Given the proper leadership and training, the average individual can become
an effective law enforcer. This is the essence of training in the Philippine
National Police.
c. Training must progress from the basic to advanced subjects and from
individual to unit training up to combined training. This is established for
purposes of convenience in planning and to indicate the definite stages of
progress.
d. Skills may be acquired through practice and supervision. Training gives an

individual the conceptual and practical aspects of a course, not necessarily
skill. Through constant practice and supervision, skill is likely to be
developed in an individual.
e. Standardization of training doctrines, methods and techniques is necessary

to promote effectiveness and efficiency.
f. The responsibility for training of individual and unit as a whole rests on the
commander. Training as a responsibility of the commander should not be
taken by subordinates as a right or a privilege. Training should be based on
competence.
g. In the PNP, training is most effective when it offers actual or simulated

situations where principles and techniques being taught are applied.
h. Training must be viewed as a duty of all PNP personnel under the doctrine of
promoting a culture of excellence in the organization. The community
deserves to have the best police personnel ever willing to serve and protect
with efficiency and competence.
7.27 Competency Training
a. Definition. “Competency” refers to an individual's knowledge, skills and

attitudes (KSA) that lead to superior performance. Competency Training is a
way of improving individual abilities or characteristics to an agreed standard
of proficiency by practice and instruction which is a key to get better results.
It encompasses all trainings and academic development of every PNP
personnel.
Training in the PNP is aligned with the strategic and operational agenda at all
levels.
b. Levels of Competency. The required competency level is the standard of

performance for each duty based on industry standard. The “industry” refers
to the type of industry (i.e. law enforcement) in which the PNP organization is
carrying out its activities.
The employee's competency is usually assessed at the end of one (1) year
and no shorter than six (6) months particularly for new employees.
7.28 Competency Gap. It is the difference between the current competency level of
personnel and the required functional skill or competency. In other words, the disparity or
difference between the existing abilities and skills of your personnel and what is expected of
them to achieve is the skill and knowledge gap.
a. Identifying Competency Gap. Determining the Competency Gap is a

necessary part to improve the quality of human resource training and
development programs. In order to identify the competency gap of any
personnel, it is necessary to determine the following:
1) Types of competencies required to perform the job well;
2) Required competency level of the employee based on given tasks;

and
3) The industry competency standard for each of the position in the

organization.
b. Training Needs Assessment (TNA). It is a systematic approach of

identifying performance requirements and the “gap” between what
performance is required and what presently exists. The assessment is done
to clarify a problem, determine if training is the solution, analyze
performance, and characteristics of trainees.
1) Job Analysis is a process to identify and determine in detail the

particular job duties and requirements and the relative importance of
these duties for a given job. It is a process where judgments are
made about data collected on a job.
An important concept of Job Analysis is that the analysis is

conducted on the “job”, not the person. While data may be collected
from incumbents through interviews or questionnaires, the product of
the analysis is a description or specifications of the job, not a
description of the person.
The purpose of Job Analysis is to establish and document the “job

relatedness” of employment procedures such as training.
Job Analysis is used in training needs assessment to identify or

develop:
(a) Training content

(b) Assessment tests to measure effectiveness of training
(c) Equipment to be used in delivering the training
(d) Methods of training (i.e. small group, computer-based, video,
classroom, etc.)
2) Performance Assessment. This is carried out by answering the

following questions:
(a) Is there a skill deficiency? If there is, what strategy should be

used to address this deficiency?
(b) If there is no skill deficiency, determine if the performance

desired is more punishing to the member than non-
performance; or the performance actually matters to the
member because there are significant consequences to the
level of performance.
7.29 Major Training Categories
a. There are two major categories of training in the PNP the individual training
and the unit training.
1) Individual training begins when the individual enters the PNP

service and continues throughout his stay in the service. Initially,
emphasis is placed in the various phases of training on development
of the individual as a basic police. Then, emphasis is shifted to the
development of his primary skill to perform a duty assignment within
a unit.
2) Unit training emphasizes the training of individuals to function as

members of a team or a unit. It integrates the smaller units into
coordinated battlefield teams. These units develop their tactical
skills, perfecting operating procedure and the use of weapons and
equipment. Unit training continues to emphasize individual training
by providing the opportunity for basic-trained police officers to learn
the value of teamwork and to practice their individual skills.
Advanced individual training is continued for all leaders and those
specialists whose duties require additional training during the
development of unit proficiency.
b. While the above-named training categories apply to PNP training, normally

however, PNP training is confined to individual training. This is largely due to
the nature of police work which requires each and every police-aspirant to be
conversant with police duties. Seldom does police work necessitate unit
training in the above-defined category. Normal police operations require only
individual training.
c. There are instances, however, where two or more PNP units are required to
conduct operations such as those against lawless elements and dissidents.
Hence, certain PNP units in areas where dissidence or banditry is rampant
have to be trained as units.
d. While training is categorized, it shall be stratified according to the general

principles of responsibilities such as position of major responsibility, position
of collateral responsibility, position of supervisory responsibility, position of
front line responsibility, and position of hands-on /lineman responsibility.
7.30 Subjects. The subject areas in training can be conveniently grouped into three
types, according to the broad objectives to be accomplished
a. General/ Basic subjects, by nature and content, are directed toward

developing police discipline in individuals and within units. Dismounted drill,
police courtesy, interior guard duty, physical training and marches, human
rights, moral value, are examples of these subjects.
b. Technical Subjects training include these subject areas designed to

develop the technical ability of the individual to perform their technical
function. Technical training of the unit depends largely on the organization
and mission of the unit but it generally includes training in fundamental
subjects designed to support its tactical performance.
c. Tactical training includes subjects on dry exercises conducted to train the

individual in his role and to develop the proficiency of the unit in order to
accomplish the mission for which it was organized. Effectiveness in tactical
training depends on previous experiences and on the degree of realism
achieved in the training exercises. This training may be conducted in the field
or in the garrison training areas.
7.31 Responsibility and Leadership.The development of leaders in all levels of

command is a major function of police training. Leadership potential must be developed and
exploited in all phases of training. An initial requirement of police training is to develop a
sense of responsibility in all personnel; that is to teach every police to feel a personal
obligation for the effective performance of his duties and for the efficient functioning of his
unit. Those who are capable of leadership are given the opportunity to command. A man of
good character who has the intelligence and the desire to lead can be made into an effective
police leader through progressive training and supervision. Diligent application of the
principles and techniques by the man himself is required. Leaders are trained in the duties of
the grades which they can be expected to assume at a particular situation.
7.32 Physical Training
a. A continuous command consideration and requirement in training is the

physical development and fitness of all individuals. The objective of physical
training is to develop police officers to be fully capable and ready to perform
their duty assignment or combat role, and to aid in preservation of good
health through exercise. Commanders must insure that all personnel,
regardless of branch or duty assignment, engage in sufficient physical
activity to develop and maintain the necessary degree of physical fitness to
prepare them for the strenuous duties associated with police service.
b. Commanders plan the physical training programs based on the existing

state of initiated individual training and are continued in all subsequent
phases. Rules of health are personal cleanliness, ample sleep, sound eating
habits and healthful recreation must be stressed. Physical fitness improves
the attitude of the police toward his recognition of physical improvement. His
confidence increases in his ability to do his part in a group of team
performance. This confidence results in higher morale, esprit de corps' and a
higher sense of discipline. Commanders and training officers must
understand the stages of physical conditioning and must be aware that these
are gradual processes. Once a satisfactory standard has been attained, it
must be maintained through formal physical training or tactical training.
7.33 Maintenance Training. Commanders are responsible for maintaining their

equipment in serviceable conditions. Personnel are trained on the proper use of
equipment. In addition, they should know how to inspect, clean, lubricate, make limited
adjustments to, and preserve equipment as authorized by appropriate technical
instructions. Sufficient time should be provided in the training schedules for maintenance
training and performances of this maintenance.
7.34 Character Guidance. During training, police officers are encouraged to develop
high standards of personal conduct and honesty, a sense of responsibility toward duty,
obligation toward their fellow police officers and a concern for their unit's welfare. The
commander supports this training by personal example and requires exemplary conduct of
his unit leaders. He encourages police units and other agencies that sponsor wholesome
recreation to direct their efforts toward the upholding of the spiritual and moral values of the
command.
7.35 Recreation. Healthful recreation and diversion are essential to efficiency. The
commander provides for recreation during off-duty hours and makes leave time available to
all members of his unit. He insures that all members of the command know what recreational
facilities are available. He explains to them and issues leave policies.
7.36 Training Management
a. Training Management is the planning, directing and supervising necessary

to accomplish the assigned training objective or requirement within a
specified time limit. It is a function of command and is a responsibility of every
commander. Commanders at all echelons are responsible on measures
used to implement training that provide for the most economical and efficient
use of manpower, facilities, equipment, time and money.
b. Training Management must be intelligently studied, planned and executed

with proper consideration for the general and local conditions affecting the
conduct of training. Planning, within the guidance furnished by higher
headquarters, begins upon receipt of the mission and evolves in the
commander's general plan. The commander assisted by his staff, must
finalize each element within this plan and publish the necessary directives
for the implementation by subordinate units. The commander then, plans
and provides for the accomplishment of the mission. The commander must
constantly review his training program during implementation and revise his
instructions to meet the changing conditions.
7.37 The Training Design
a. The Training Plan. It is the commander's determination of the manner by

which his unit can accomplish its training mission. It results from the
commander's evaluation of the training situation; it is announced to
subordinate units in the form of a training directive. Planning involves a
careful consideration by the commander and his staff of methods suitable to
the existing state of training, the personnel available, the weather and
climate and the training objectives. The scope of their evaluation depends on
the details contained in the directive from the higher headquarters. During
the evaluation analysis process, decisions may be required on all elements
considered, or may be required only as to the training plan evolves. It
includes such items as the determination of the sequence of subjects or
courses, the efficient utilization of facilities, and the most economical use of
training time. It is only through careful evaluation of all factors that the
commander can develop his training plan.
The development of a training plan consists of an analysis of the

mission, determination of a system of organization for training, analysis of
the local training situations and decisions.
b. Training Program. It outlines the general plan for the conduct of training for
the entire organization for specific periods of time.These are prepared and
disseminated for the information of all personnel concerned with training.
The scope of each program depends on the size of the organization and its
overall training mission. In general, the program amplifies the directive
received from higher headquarters. It directs and coordinates the training of
subordinate units. The complete program should contain all of the detailed
information the subordinate commanders need to plan, direct, conduct and
supervise the required training. The normal medium for dissemination is the
training memorandum.
The training program should be prepared in a form that will insure

understanding by subordinate units, thus, precluding 'the necessity for
subsequent clarification. Generally, the program consists of two elements - a
body that contains specific information or instruction applicable to all units,
and annexes that may contain voluminous information applicable to all units
or specific instructions for a single-type unit. Programs prepared by
provincial or higher commanders should contain, at a minimum, information
concerning the following items:
1) Effective Date. An effective date for implementation by subordinate

units must be specified to allow for adequate planning by the
commanders concerned. Training programs are prepared and
distributed well in advance of its implementation date.
2) References. Adequate references must be cited and made available

for subordinate commanders' use in detailed planning for the training
program. References enable the commanders to fully understand
the overall concept of the required training. These references should
be the same as those used by the commander and his staff in
developing the training plan. Some applicable references are
training directives from higher headquarters, appropriate PNP
training programs, subject schedules and training manuals.
3) Training Objectives. The specific objectives to be accomplished by

each subordinate unit must be clearly defined. In outlining these
objectives, the commander should not reiterate the broad mission(s)
stated by higher headquarters; instead, he should indicate the
specific objectives to be achieved in major subdivisions of required
training. Training objectives define what employees will be able to
accomplish after being trained.
4) Training Strategy/System of Training. The method of organization

determined to be the most effective to accomplish the training
mission must be explained in order to delineate command and staff
responsibilities. When the centralized method is used, the control to
be exercised in the overall training, the organization of committees
and other items necessary for implementation of training must be
clearly outlined. When the responsibility is decentralized, the
exceptions to complete decentralization must be indicated. Training
strategies describe how training objectives can be achieved.
5) Training Time. Information should be included to indicate the length

of period in which stated training objectives must be attained, the
number of hours to be devoted to training in each week, holidays to
be excluded from training time, and any exceptions as appropriate.
6) Standard of Training. Standards for training are uniform for similar

types of units cannot be altered because of the training situation.
Information should be included as to the level of proficiency or
standards to be attained. The training test (s) to be administered

and conducted during or upon completion of a specified time
interval or phase of training should be indicated. In addition, the
plan for conduct supervision should specify types of inspections,
procedures and the individual's responsibility for their conduct.
7) Assignment and Allocation of Training Facilities. Complete

instructions should be included on the use of facilities to support
the selected system for training. The control of all facilities must be
coordinated with other items of the training program as
appropriate. This information may be included as an annex in
tabular form.
8) Allocation, Procurement and Control of Training Aids.

Sufficient de-filed information should be included as to the
availability, allocation and control of training aids to support the
conduct of training.
9) Training Schedules. Specific instructions should be included on

the preparation of unit weekly training schedules. Generally, these
instructions are prepared in such detail requiring separate
annexes.
10) Training records and reports. Specific instructions must be

stated concerning the individual and unit training records to be
maintained and the frequency are the type of training reports to be
rendered during the conduct of training. These instructions may be
contained in the unit SOP; however, instructions must indicate
compliance with or permissible deviation from normal policy.
11) Miscellaneous training instructions. Additional paragraphs may

be added to include other instructions necessary on such items as
safety policies in the conduct of training, realism in exercises,
communication or policies to be enforced during the
implementation of the program. These may however, be included
in appropriate annexes.
c. Training Directive. This is the all-inclusive term given to oral instructions

or written training publications that are directive in nature, regardless of
contents or publishing headquarters.
Generally, a directive establishes a definite policy or order, a specific

requirement or objective to be accomplished. Training directives include
such publications as training memorandum and training schedules. At PNP,
Regional and Provincial Command level, the training directive normally
takes the form of a training memorandum. They are generally prepared by
the training officer in awritten form and approved by the commander for a
phase of training, a specialized type of training or for a specified period of
time. At company level, the directive is in the form of training schedules
prepared by the company commander.
7.38 Training Supervision. Supervision is the direct, immediate guidance and control of
subordinates in the conduct of training. A commander supervises training activities by
means of recurrent inspection and mentoring. Inspection involves not only visits to a unit,
but also the evaluation of reports and records pertaining to that unit. Mentoring refers to the
advice the commander gives to subordinates on the proper methods and manner of
conducting training activities.
a. Responsibility. The commander is responsible for the training of his unit.

Within the limits of directives from higher headquarters, he exercises this
responsibility either by personally planning and conducting the training or by
directing and supervising the training activities of subordinates.
b. Purpose. The effectiveness of a unit's training activities depends largely on

the subordinate's interpretation of the requirements of training directives, on
their ability to do what is required and on the commander's reaction to
changes in the training situation. The purpose of supervision is to see that
subordinates comply with the intent of directives, to help them execute
specific requirements and to determine the validity or effectiveness of
instructions.
c. Principles of Supervision
1) Effective supervision is based on sound leadership principles.

Supervision is the best means the commander has to influence the
training and combat readiness of his unit. The commander's attitude
toward the individuals and units he supervises is important. It should
be one of helpfulness, demonstrated personally. It must adhere to
accepted leadership techniques. Such an approach develops mutual
respect between superior and subordinates and creates teamwork.
2) Supervision is essential to effective command and development of

subordinates. The commander is responsible for training and
developing subordinate commanders within his unit. Mission type
orders, minimum control of subordinates and a positive counseling
program are effective means for developing subordinates' maximum
potential. Supervision is inherent to command and vital to effective
training. Conversely, excessive control and supervision are primary
causes for unsatisfactory development of subordinates.
3) Effective supervision stresses encouragement, praise and minimal

criticism. The commander gives special thought to combining
needed criticism with praise to insure that subordinate units respond
favorably to the training and that the prestige of subordinate
commanders is constantly enhanced in the eyes of their men.
d. Steps in Supervision. Since a commander must spend some time on

planning and administrative matters, he cannot devote his full attention to the
supervision of his unit's training activities. To make the most of the time he
can devote to supervision, he must follow certain steps. These steps are: (1)
Plan; (2) Act; (3) Qualify; (4) Inspect; (5) Evaluate; (6) Critique; and (7)
Correct.
7.39 Training Monitoring and Evaluation
a. Training Evaluation is the process of collecting information needed to

determine the outcomes of training and their effectiveness in relation to the attainment of
training objectives. To conduct a training evaluation, the training needs, learning
environment, transfer of training strategy and learning objectives must be considered.
b. Common Types of PNP Training Evaluation
1) Formative Evaluation refers to the evaluation of training according

to its design and development stages. Its aim is to ensure that the training
implemented is well organized and conducted according to the plan and that
trainees are satisfied with its conduct. This type of evaluation is often referred to as
training satisfaction survey.
2) Summative Evaluation refers to the evaluation that measures the

degree to which the training helped in bridging the competency gap or the effect of
training to the employee's ability to perform his tasks according to organizational
standards. This type of assessment is sometimes called training impact

assessment.
In Kirkpatricks training evaluation framework shown below, Levels 1 & 2 are

considered under formative evaluation; while Levels 3 &4 are under the summative
evaluation category.
Table 7-2. Kirkpatrick's training evaluation framework
Level Criteria Focus Evaluation

Category
1 Reaction Trainee satisfaction
2 Learning Acquisition of knowledge Formative
skills, attitudes, behavior
3 Behavior Improvement on behavior
4 Results Training objectives achieved Summative
by trainees
Section 7-3 Budgeting System
7.40 Executive Order Nr. 43 and the Philippine Development Plan 2011-2016 lays out
the responsibility of planning, budgeting and implementation of programs, as well as
performance monitoring, evaluation and reporting to be guided by the results-based
management framework that focused on the results of spending.(DBM OPIF Reference
Guide: 2012)
7.41 Results-Based Management is a strategy of the Philippine Government that

focuses on performance and the achievement of outputs, outcomes and impacts. The
Organizational Performance Indicator Framework is its management tool. The formulation
of agency plans should therefore be guided by the following:
a. The Philippine Development Plan; and

b. The Public Investment Plan
7.42 The Organizational Performance Indicator Framework (OPIF). It is an approach

to “expenditure management” that directs resources for major final outputs (MFOs) toward
results and measures agency performance by key quality, quantity, timeliness and cost
indicators. It helps agencies to define and establish priority expenditures through a logical
process of:
a. Deciding on and planning outcomes;

b. Establishing relevant performance targets and measures;
c. Implementing activities to achieve outputs and outcomes; and
d. Monitoring, evaluating and reporting results.
OPIF promotes the following principles:
a. Fiscal Discipline. Living within the means or resources available to the

government. Accountability for results.
b. Allocative Efficiency. Spending money on the right things or right priorities.
c. Operational Efficiency. Obtaining the best value for the money or

resources available.
7.43 The OPIF Logical Framework (OPIF Logframe) is a management tool used to
improve the design of interventions, most often at the project level. It involves identifying
strategic elements and their causal relationship, indicators and the assumptions of risks that
may influence success and failure. It facilitates planning, execution and evaluation of a
development intervention. (The PNP's OPIF Logical framework is shown as Annex D)
7.44 The PNP Annual Operations Plans and Budget (AOPB).
a. Definition. It is an implementing instrument or execution mechanism

that provides for quantitative and qualitative measures of real-time program
accomplishments or performance. It reflects the total coordinated effort of
management officials in so far as fiscal administration and resource
management are concerned.
b. The Operations Plans and Budget Committee (OPBC). The OPBC is

tasked to formulate the Annual Operations Plans and Budget. It is chaired by
The Chief of Directorial Staff to insure consistency and maintain balance of
resources within and among major activities of the Command.
c. Preparation. Preparation of the operating program starts upon receipt of

the comprehensive allotment advice by the Director for Comptrollership who
temporarily distributes the funds by program/project and expense class after

taking into consideration the PNP's Program and Budget Guidance, the
Preliminary Operating Plan and Budget Estimate and other guidelines from
higher authorities. The temporary allocation of fund is then presented to the
OPBC which in turn reconciles differences and corrects flaws, and allocated
the budget ceiling of the different major operating units. The approved
allocation is then distributed by the comptroller to the Program Directors who
in turn divide the peso allocation among the projects, activities and sub-
activities by major units. The program Directors then coordinate with the
Project Administrators to submit their respective programs of expenditure,
indicating the distribution by major unit, program/project/activity, and object
class.
7.45 Program Review and Analysis (PRA)
a. Definition. Provides a complete picture of how the resources were used

to accomplish objectives and programs. It is based on the authorized
operating program and budget and the accomplishment of the unit or office
for a given period of time.
b. Responsibility. The PRA is the responsibility of the Comptroller and

Budget and Fiscal Officers of the major units, including the Directorial Staffs,
program Directors, and Project Administrators.
c. Presentation. It is undertaken quarterly on a cumulative basis, meaning

that the semi-annual documentation includes the first and second quarters,
while the annual report covers the four (4) quarters of the fiscal year.
The PRA is composed of two parts: the documented PRA and the oral
presentation which requires the condensation of the documented PRA into a
briefing manuscript. A consolidated Program Review and Analysis is
presented by the PNP Chief to NAPOLCOM on a semi-annual basis. During
these PRAs, the NAPOLCOM sits en banc to review the PNP's performance
vis-a-vis the available resources.
Section 7-4 Procurement System
7.46 General. The PNP Procurement System abides by the rules and regulations of
R.A.9184 or the Government Procurement Reform Act of 2002 and its Implementing Rules
and Regulations.
7.47. Scope of Application. RA 9184 applies to the Procurement of the following,

regardless of source of funds- whether foreign or local- by all branches and instrumentalities
of government, its departments, offices and agencies:
a. Infrastructure Projects;
b. Goods; and
c. Consulting Services
7.48 Principles on Government Procurement (as stated in Article I, Sec 3 of RA 9184).
a. All procurement of the national government, its departments, bureaus,

offices and agencies, including state universities and colleges, government-
owned and/or controlled corporations, government financial institutions and
local government units, shall, in all cases, be governed by these principles:
1) Transparency in the procurement process and in the

implementation of procurement contracts.
2) Competitiveness by extending equal opportunity to enable private

contracting parties who are eligible and qualified to participate in
public bidding.
3) Streamlined procurement process that will uniformly apply to all

government procurement. The procurement process shall be simple
and made adaptable to advances in modern technology in order to
ensure an effective and efficient method.
4) System of accountability where both the public officials directly or

indirectly involved in the procurement process as well as in the
implementation of procurement contracts and the private parties that
deal with government are, when warranted by circumstances,
investigated and held liable for their actions relative thereto.
5) Public monitoring of the procurement process and the

implementation of awarded contracts with the end in view of
guaranteeing that these contracts are awarded pursuant to the
provisions of this Act and its implementing rules and regulations, and
that all these contracts are performed strictly according to

specifications.
b. No government Procurement shall be undertaken unless it is in accordance

with the approved Annual Procurement Plan of the Procuring Entity.
c. Each procuring entity shall establish a single Bids and Awards Committee for
its procurement. Separate BACs may be created where the number and
complexity of the items to be procured shall so warrant. Similar committees
for decentralized and lower level offices may also be formed when deemed
necessary by the Head of the Procuring Entity.
d. All procurement shall be within the approved budget of the procuring entity
and should be meticulously and judiciously planned by the procuring entity.
Consistent with government fiscal discipline measures, only those
considered crucial to the efficient discharge of governmental functions shall
be included in the Annual Procurement Plan (APP).
e. Procurement Service-Department of Budget and Management (PS-DBM)

shall provide a centralized procurement of common-use supplies for the
government in accordance with Letters of Instruction No. 755 and Executive
Order No. 359, series of 1989.
7.49 The Bids and Award Committee (BAC). The BAC shall be responsible for ensuring
that the Procuring Entity abides by the standards set forth by law and shall prepare a
procurement monitoring report that shall be approved and submitted by the Head of the
Procuring Entity to the Government Procurement Policy Board (GPPB) on a semestral
basis. The BAC shall have the following functions:
a. Advertise and/or post the invitation to bid;
b. Conduct pre-procurement and pre-bid conferences;
c. Determine the eligibility of prospective bidders;
d. Receive bids;
e. Conduct the evaluation of bids;
f. Undertake post-qualification proceedings;
g. Recommend award of contracts to the Head of the Procuring Entity

or his duly authorized representative.
h. Recommend the imposition of sanctions;
i. Recommend to the Head of the Procuring Entity the use of

Alternative Methods of Procurement; and
i. Perform such other related functions as may be necessary.
7.50 PNP-NHQ BAC Composition. The BAC shall have at least five (5) members, but
not more than seven (7) members.
7.51 The BAC Secretariat. The Head of the Procuring Entity shall create a Secretariat
which will serve as the main support unit of the BAC. An existing organic office within the
procuring entity may also be designated to serve as Secretariat.
7.52 The Philippine Government Electronic Procurement System (PhilGEPS). The

single portal that serves as the primary and definitive source of information on all
government procurement managed by the PS-DBM under the supervision of the GPPB.
Section 7-5 Accounting and Auditing System
7.53 General. The PNP Accounting and Auditing System abides by the New Government
Accounting System (NGAS). The NGAS Manual is prescribed by the Commission on Audit
pursuant to Article IX-D, Section 2 para(2),1987 Constitution of the Republic of the
Philippines which provides that:
“The Commission on Audit shall have exclusive authority, subject to the

limitations in this Article, to define the scope of its audit and examination,
establish the techniques and methods required therefore, and promulgate
accounting and auditing rules and regulations, including those for the prevention
and disallowance of irregular, unnecessary, excessive, extravagant, or
unconscionable expenditures, or uses of government funds and properties".
7.54 General Accounting Plan. The General Accounting Plan (GAP) shows the
overall accounting system of a government agency/unit. It includes the source documents,
the flow of transactions and its accumulation in the books of accounts and finally their
conversion into financial information/data presented in the financial reports. (refer to NGAS
Manual s. 2002)
The following accounting systems are:
a. Budgetary Accounts System;

b. Receipts/Income and Deposit System;
c. Disbursement System; and
d. Financial Reporting System.
7.55 Agency Budget Matrix (ABM). The ABM refers to a document which shows the
disaggregation of agency expenditures into components like, among others, by source of
appropriations, by allotment class and by need of clearance.
7.56 Financial Statements and Supporting Schedules. Financial statements and their
supporting schedules are the products of the government accounting processes. These are
the principal comprehensive means by which the information accumulated and processed
in the state accounting system is periodically communicated to those who use them. The
financial statements generally prepared in the National Government are: the Balance
Sheet, Statement of Income and Expenses, Statement of Government Equity, and
Statement of Cash Flows.

CHAPTER 8
STRATEGY MANAGEMENT
Section 8-1.General Concepts
8.1 PNP P.A.T.R.O.L. Plan 2030. The PNP Peace and Order Agenda for
Transformation and upholding of the Rule-Of-Law Plan 2030 is the official transformation
and development program of the PNP crafted as a long-tern, well-defined, integrated and
synchronized strategic plan that utilizes the balanced scorecard system to evaluate the
overall performance of the PNP and its progress towards strategic objectives. It is the
product of the Integrated Transformation Program of the PNP and the Performance
Governance System.
8.2 Performance Governance System (PGS).This refers to the Philippine adaptation

of the Balanced Scorecard (BSC) framework administered by the Institute for Solidarity in
Asia (ISA) and implemented by the PNP and other organizations as part of the Philippine
Government's commitment with its application for the Millennium Challenge Corporation
Grant. The PGS has a four-stage governance pathway that must be complied with to
institutionalize the system. These stages are as follows:
a. Initiation.The stage of initiation is for strategy formulation where the PNP

has developed its Charter Statement, strategic change agenda, strategy
map, the agency governance scorecard and portfolio of strategic initiatives.
b. Compliance. The stage of compliance is for alignment of organization and

resources where the PNP has adopted a strategy-driven budget, second-
level scorecards, a multi-sectoral governance council and a strategic
Communications Plan.
c. Proficiency. The stage of proficiency is for integrating strategy into key

management processes where the PNP has established the scorecard
reports and performance analysis, operations strategy review by an Office of
Strategy Management with the multi-sectoral governance council, strategy
refresh with the multi-sectoral governance council and Third Party
Performance Audit.

d. Institutionalization. The stage of institutionalization is for linking strategy to

key management process where the PNP will implement a scorecard
infrastructure linked to individual performance, performance-based rewards
and incentives and the assessment of a third-party performance audit
Section 8-2 Change Agenda
8.3 General. The change agenda of the PNP is anchored on the principles of
transparency, accountability and stakeholders participation set on clear and well-defined
systems and procedures that are realistic, easily understandable, measurable and time-
bound. This defines the way how the PNP effectively and efficiently delivers its mandate
through human rights-based and community-oriented policing.
8.4 Charter Statement. This refers to the PNP P.A.T.R.O.L. Plan 2030 Roadmap which
describes the vision, mission, mandate, philosophy and core values of the organization.
Most importantly, it illustrates the role of resource management perspective, learning and
growth perspective, process excellence perspective and community perspective together
with the stakeholders' support, in achieving the ultimate goal of being a highly capable,
effective and credible police service by 2030.(see PNP P.A.T.R.O.L. Plan 2030 Roadmap)
8.5 PGS Elements and Governance Mechanisms.The governance pathway of the

PGS identified the elements for PNP's strategic transformation and development. The
following are the governance mechanisms adopted by the PNP:
a. Center for Police Strategy Management (CPSM). The CPSM is the office
of strategy management of the PNP, which is mandated to ensure proper
management and monitoring of the agency scorecard, conduct periodic
review and evaluation, and make necessary adjustments and amendments
to the strategy. (see CPSM Manual for details)
b. Cascading of the Strategy to Lower Units.Strategy and operations review

is conducted by the members of the TWG on PNP P.A.T.R.O.L. Plan 2030
together with the personnel and staff of the CPSM. The enhanced strategy
map and PNP scorecard is cascaded to 17 Police Regional Offices, 80
Provincial Police Offices, 1,723 police stations and 148,000 PNP personnel
to ensure alignment and proper execution.
1) Strategy Refresh. The strategy refresh facilitates an update of the

strategy map and scorecard to fit the changes in the environment

through the strategic objectives, strategic indicators, targets and
strategic initiatives.
2) Strategy Review. In executing the PNP strategy, the CPSM and

the TWG on PNP P.A.T.R.O.L. Plan 2030 conduct strategy reviews
on the delivery of police services to its customers. Strategy is
evaluated through the implementation of initiatives, notable
process improvements, and determination of the level of
performance of the organization based on the targets achieved
using the measures reflected in the scorecard.
3) Operations Review. Operational review meetings assess short-

term performance and respond to problems that have arisen
recently and need immediate attention. The frequency of meetings
is influenced by the urgency as determined by the Center for Police
Strategy Management (CPSM) and Technical Working Group
(TWG) on PNP P.A.T.R.O.L. Plan 2030.
c. Linking Budget to the Strategy. The strategic initiatives shall be properly

budgeted and supported to achieve the targeted outcome. The Annual
Operations Plans and Budget (AOPB) operationalizes the approved
Annual Appropriations in terms of targets and financial requirements per
identified programs, activities and projects (PAPs). The PAPs are
determined and generated from the lowest units of the PNP in the field up
to the Directorial Staff level at the National Headquarters and serves as
basis of the “Bottom-Up Budgeting” formulation which shall be cross-
matched with the Major Final Output (MFO).
d. National Advisory Group for Police Transformation and Development

(NAGPTD). The NAGPTD is a multi-sectoral governance council that will
help ensure the institutionalization of the PNP P.A.T.R.O.L. Plan 2030.
Regular meetings of the NAGPTD will be held to provide insights and
guidance on the pressing issues concerning the PNP.
e. Communications Plan (COMPLAN). The COMPLAN on the PNP

P.A.T.R.O.L. Plan 2030 is an intensive information campaign on the
program to all internal and external stakeholders to strengthen the
implementation of its information, awareness and education campaign.
The PNP leadership must continue to improve the image of the police as an
efficient, competent and credible institution.

Section 8-3 Governance Scorecard
8.6 Definition. The PNP governance scorecard shows how the organization's strategic
objectives will be attained. Under the four perspectives of PGS, objectives were identified,
with corresponding measures, targets and strategic initiatives. (see Annex” F” for PNP
Scorecard)
8.7 Elements of Governance Scorecard. The PNP Governance Scorecard has

provided four (4) distinct but interrelated elements, as follows:
a. Objectives.The objectives are directed toward performance and results that

are measurable, specific, appropriate, realistic and timely.
b. Measures. The measures will track and monitor the progress towards the
PNP's vision.
c. Targets. The targets represent the milestones needed to reach the short,
medium and long-term period that the PNP vision encompasses.
d. Initiatives. The portfolio of initiatives or programs of actions the PNP

envisions to undertake in order to meet the targets and to attain specific
objectives.
8.8 Perspectives in the PGS.An agency scorecard is divided into four perspectives
which represent the core functions of the organization. It consists of the following:
a. Resource Management. The enabling resources in pursuit of its mission

should be adequate. Moreover, those resources provided which are very
limited should be used optimally. To help achieve maximum utilization of
resources, the PNP must observe high standards of transparency and
accountability in all its financial and logistical transactions.
b. Learning and Growth. The PNP has to look forward into the future, in which
it does things much better and more efficient through a more competent,
capable and disciplined personnel and better core processes than in the
past. The PNP shall invest in its human resources and processes so it can
earn its stakeholder's support and undertake proper, efficient, and effective
management of its resources.

c. Process Excellence. This refers to the different core operational processes

and practices the organization uses in carrying out its mission. The four core
processes of “intelligence”, “investigation”, “operations”, and “police
community relations” are given top consideration.
d. Community. This refers to the objective of improving further the

performance of the PNP, and undertaking a sustained public information
program utilizing its amended Communications Plan, with a view towards
strengthening the partnership and cooperation with the communities it
serves. The community is ultimately best served by highly capable and
credible police personnel that effectively uphold the rule of law resulting to a
safer place to live, work and do business.

PNPM-D-0-1-2-13 DHRDD RESTRICTED
CHAPTER 9
GENERAL PROVISIONS
Section 9-1 Administrative Sanctions
Every personnel is mandated by this doctrine to adhere to its provisions. Any

violation shall be dealt with in accordance with existing laws, rules and regulations pertinent
to the violation incurred. It is therefore the responsibility of the unit commanders and
Directors of offices to inform their subordinates of the provisions of this doctrine.
Section 9-2 Separability Clause
This Manual rescinds the PNP Fundamental Doctrine of 1994. All policies, rules and
regulations in conflict with the provisions of this fundamental doctrine of the PNP shall be
deemed amended, repealed and or superseded.
Section 9-3 Effectivity
This Revised PNP Fundamental Doctrine shall take effect upon approval.
Section 9-4 Amendment
Any amendment or changes to be made shall be deliberated by a Doctrines Board or

a Technical Working Group created for this purpose. Amendment shall ensue only after five
(5) years upon approval of this manual.

PNPM-D-0-1-2-13
GLOSSARY OF TERMS
Accountability - This refers to the obligation to account for the authority delegated and
tasks assigned to subordinates.
Administrative Manual - Provide guidance on the accomplishment of general

administrative functions or tasks of the PNP.
Allocative Efficiency - Spending money on the right things or right priorities.
Annual Operations Plans and Budget - It is an implementing instrument or execution

mechanism that provides for quantitative and qualitative measures of real-time program
accomplishments or performance.
Anonymous letter-complaints - are unsigned letters of which their origin cannot be

immediately established.
Authority - It is the right to decide and command.
Average Monthly Crime Rate - Crime rate divided into the number of months in a year.
Briefings - are made by the staff to keep the commander informed with the current situation
and problems facing the command.
Chain of Command - It is the hierarchal relationship of positions through which the primary
functions of the organization are performed.
Collateral function- is the function of the PNP that is done in collaboration with other law
enforcement agencies and police volunteers.
Command- shall be taken to mean the authority vested in an individual of the police service
over his subordinates by virtue of his rank or assignment.
Command Authority- This provides the commander with the right to plan, organize, direct,
coordinate and control PNP forces or units in order to accomplish an assigned mission or
task.
Command Channels- used for commander-to- commander interaction where all orders
are issued in the name of the commander;
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Command Responsibility- The commander is responsible for all that his unit does or fails
to do.
Competency- refers to an individual's knowledge, skills and attitudes (KSA) that lead to
superior performance
Competency Gap- It is the difference between the current competency level of personnel
and the required functional skill or competency.
Competency Training- is a way of improving individual abilities or characteristics to an

agreed standard of proficiency by practice and instruction which is a key to get better
results.
Complementary Doctrine - This manual is jointly formulated by two or more

bureaus/agencies/organizations in order to effect a certain operation.
Completed staff action- includes a thorough analysis of a problem, consideration of all

feasible courses of action, and his recommended solution in finished form which the
commander can approve or disapprove.
Conceptual Skills- Ability to deal with long-range plans, broad relationships and other
attractions
Crime - is an act or omission punishable by law.
Crime Clearance Efficiency- The percentage of cleared cases out of the total number of
crime incidents handled by the police for a given period of time.
Crime prevention- an act that aims to prevent the commission of crimes by adopting
measures that leads to the early detection, deterrence or denial of a crime.
Crime Rate- The number of crime incidents in a given period of time for every 100,000
inhabitants of an area.
Crime reporting- It is the act of reporting a crime committed by the victim or concerned
citizens to the police and other similar law enforcement agencies/institutions.
Crime solution- is the act of investigating the crime leading to the prosecution of its
perpetrators.
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Crime Solution Efficiency- The percentage of solved cases out of the total number of
crime incidents handled by the police for a given period of time.
Crime Volume- The number of crime incidents committed in a given area over a period of
time which include index and non-index crimes.
Criminal Means- The ability of an individual to commit a crime.
Criminal Motive- The reason or intent of an individual to commit a crime.
Criminal Opportunity- The chance for an individual to commit a crime at a given space
and time.
Cultural Cohesiveness- This element implies that the Filipinos have shown their collective
sense of value to the principles of freedom and human dignity of a person
Delegated Authority - It is the action by which the Chief, PNP assigns part of his authority
to his Deputies, Directorial Staff, Regional Directors and NSU Directors.
Directorial Staff Principle- Prescribes the directorial authority of the Directorate in the
national and regional levels and other equivalent units.
Document Security- Information and material in any form or any nature, the safeguarding
of which is necessary in the interest of national security and is classified for such purpose by
the responsible classifying authority.
Ecological Balance- The national survival rests upon the effective conservation of our
natural environment in the face of industrial and agricultural expansion and population
growth.
Economic power - depends on a variety of economic factors such as magnitude of human

and natural resources, agro-industrial capacity, extent of grade and commerce,
communication, system and others;
Economic Solidarity- It is to collectively pursue and build the economy to be strong and
capable of supporting national endeavors
Fictitious letter-complaintsare letters which has a name and signature but its
origin/author cannot be ascertained/ traced.
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Fiscal Discipline- Living within the means or resources available to the government.
Formative Evaluation- refers to the evaluation of training according to its design and
development stages.
Fundamental Doctrine - It states the basic principles, policies and bases in the planning,
organization and management of the PNP in support of the PNP vision, mission and
strategic action plan towards the attainment of national objectives.
Functional Manuals or Administrative and Operations Manual - Provide guidance for

routine operational and administrative functions of each unit in its fields of interest.
Functional Principle - Prescribes the horizontal growth of the organization.
General/ Basic subjects- by nature and content, are directed toward developing police
discipline in individuals and within units.
Human Skills- Ability to interact effectively with people and exhort teamwork or
cooperation.
Incident management- refers to the sequence of actions to be undertaken in case of

disaster/disorder/crisis to mitigate their effects and expedite the return to normalcy.
Index Crimes- Are crimes which are serious in nature and which occur with sufficient
frequency and regularity such that they serve as an index to the crime situation. These are
the crimes of murder, homicide, physical injuries, carnapping, cattle rustling, robbery, theft
and rape.
Individual training- begins when the individual enters the PNP service and continues
throughout his stay in the service
Intelligence- is knowing the threat and identifying its potential targets.
Investigation- is the collection of facts to identify the suspect; to locate the suspect; and to
provide evidence of his guilt.
Job Analysis- is a process to identify and determine in detail the particular job duties and
requirements and the relative importance of these duties for a given job.
Line and Staff Principle - Organizations must provide an orderly arrangement of functions
so that objectives can be accomplished effectively.
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Line organization-refers to the direct accomplishment of objectives.
Maintenance Training- is the training on the proper use of equipment.
Merit- The degree to which a personnel is "committed" to the service.
Mission- The term refers to a duty assigned to a police unit or an individual.
Moral-Spiritual Consensus- The Filipino people must be propelled by the national vision
manifested in words and deeds, by patriotism, national pride and the advancement of our
national goals and interests
National interests- refer to any or all particular ends from which a nation finds benefits or
advantages for the welfare of its own people.
National objectives- are the aims, goals or ends toward which a national strategy is
directed.
National Strategy- is the art and science of employing the political, economic, psycho-
social and military/police powers of a nation in times of peace or war to achieve national
objectives.
National power- refers to the total strength and ability of the state to gain desired
objectives.
Non-Index Crimes- Are violations of special laws such as illegal logging or local
ordinances.
Operational Efficiency- Obtaining the best value for the money or resources available.
Operational Manual It contains the principles and rules governing the planning,
organization, direction, and employment and deployment of PNP forces in the
accomplishment of basic security operational mission in crime prevention and solution, law
enforcement, public safety and security.
OPIF Logframe- is a management tool used to improve the design of interventions, most
often at the project level
Organization -is a system of coordinating activities of a group of people working in a

concentrated manner towards a common goal under authority and leadership.
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Organizational Performance Indicator Framework - It is an approach to “expenditure

management” that directs resources for major final outputs (MFOs) toward results and
measures agency performance by key quality, quantity, timeliness and cost indicators.
Performance Governance System - is a strategy in accomplishing its mandated mission

and functions complemented by the Balanced Scorecard system as its management tool in
measuring progress and performance of PNP units and individual personnel.
Personnel Administration- one which consists of administrative procedures by “which

PNP personnel are recruited, appointed, utilized and treated in their employment
relationship and replaced when they are separated from the service”.
Physical training- is to develop police officers to be fully capable and ready to perform their
duty assignment or combat role, and to aid in preservation of good health through exercise.
PNP Doctrines - a body of officially sanctioned beliefs and fundamental principles that
guides the organization in support of national objectives.
PNP Ethical Doctrine- It defines the fundamental principles governing the rules of conduct,
attitude, behavior and ethical norms of the PNP.
Police power- is the combination of both the strength of the psycho-social and political
components.
Political power- is largely determined by the stability and credibility of the government in
whatever form it may be, its administrative machinery, the character of its people, and the
soundness of its domestic and foreign policies.
Position of Major Responsibility - A position that has a major decision-making

prerogative and ultimate assumption of responsibility or a key position of leadership.
Position of Collateral Responsibility - A position that has direct bearing on the

accomplishment of the mission/function of an officer holding the position of major
responsibility.
Position of Supervisory Responsibility - A position that assumes a primary responsibility

to supervise and orchestrate the activities of the command/unit or office supportive/vital to
the accomplishment of the mission/function of the officer holding the position of major
responsibility.
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Position of Front-Line Responsibility - A position that assumes the: primary field

command responsibility.
Position of Hands-on Responsibility - A position that has the immediate hands-on

responsibility in the machine/equipment operation, clerks, resources operation or plan
execution.
Process Excellence- This refers to the different core operational processes and practices
the organization uses in carrying out its mission.
Program Review and Analysis- Provides a complete picture of how the resources were
used to accomplish objectives and programs. It is based on the authorized operating
program and budget and the accomplishment of the unit or office for a given period of time.
Psychological power- is determined by the nationalistic temperament of the people, the

kind of social and moral fiber they have, the degree of faith they keep towards their own
institution, be it social, religious, educational, or cultural.
Public safety and security- involves operations geared towards protecting lives and
properties, including measures that will save lives, minimize injuries and establish control
structures for rehabilitation of the community.
Responsibility- It is the obligation to do something.
Results-Based Management- is a strategy of the Philippine Government that focuses on

performance and the achievement of outputs, outcomes and impacts
Scalar Principle- Prescribes the vertical hierarchy of organizations.
Socio-Political Stability- This aims to achieve peace and harmony among all Filipinos,
regardless of creed, ethnic origin, and social status
Span of Control- This relates to the number of subordinates a superior can effectively
supervise.
Specialization- Is the specialized skills and knowledge required in every police work.
Staff- It is a coordinating body assigned to help the commander accomplish his missions.
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Staff Authority- Is the delegated authority to a particular staff officer to take action on
matters within the bounds of command policies
Staff Channels-used for coordination and exchange of information between counterpart

staff element; and
Staff Function- The function of the staff as a Directorial body to assist the commanders to
discharge his functions.
Staff organization - on the other hand, refers to organizations operating in an advisory or

facilitative capacity.
Staff Responsibility- the responsibility of a staff officer to accomplishment all staff actions
within his area of interest.
Staff Study- is a study technique in command organizations depicting an analysis of

problems and their corresponding solutions.
Summative Evaluation- refers to the evaluation that measures the degree to which the
training helped in bridging the competency gap or the effect of training to the employee's
ability to perform his tasks according to organizational standards
Tactical training- includes subjects on dry exercises conducted to train the individual in his
role and to develop the proficiency of the unit in order to accomplish the mission for which it
was organized
Target hardening- is a deliberate and planned action that makes it difficult for the
criminals/terrorists to succeed in hitting their targets.
Technical Channels -used by special staff officers and by functional specialists of the
coordinating staff for routine technical reports and instructions as prescribed by the
commander.
Technical Skills- Knowledge or proficiency in any type of process
Technical Subjects training- include these subject areas designed to develop the
technical ability of the individual to perform their technical function.
Territorial Integrity- the means of ensuring that the territory of the country is intact and
under the effective control of the government.
116
PNPM-D-0-1-2-13
Training Directive- This is the all-inclusive term given to oral instructions or written training
publications that are directive in nature, regardless of contents or publishing headquarters.
Training Evaluation- is the process of collecting information needed to determine the

outcomes of training and their effectiveness in relation to the attainment of training
objectives
Training Management -is the planning, directing and supervising necessary to accomplish
the assigned training objective or requirement within a specified time limit.
Training Needs Assessment- is a systematic approach of identifying performance

requirements and the “gap” between what performance is required and what presently
exists.
Training objectives- distinctly defines the purpose and expected results of the training
Training Plan- It is the commander's determination of the manner by which his unit can
accomplish its training mission
Training Program- It outlines the general plan for the conduct of training for the entire
organization for specific periods of time
Training Strategy/System of Training- The method of organization determined to be the

most effective to accomplish the training mission
Training Supervision - is the direct, immediate guidance and control of subordinates in the
conduct of training.
Training Time- Information should be included to indicate the length of period in which
stated training objectives must be attained
Unit training- emphasizes the training of individuals to function as members of a team or a

unit.
Unity of Command- defines a hierarchical system in which a subordinate is accountable to

one and only one immediate superior.
117
PNPM-D-0-1-2-13
LIST OF ABBREVIATIONS AND ACRONYMS
ABM Agency Budget Matrix

AFP Armed Forces of the Philippines
AOM Administrative and Operations Manual
AOPB Annual Operations Plan and Budget
APP Annual Procurement Program
ASEAN Association of South East Asian Nations
ATP Annual Training Program
BAC Bids and Awards Committee
BFP Bureau of Fire Protection
BJMP Bureau of Jail Management and Penology
BPAT Barangay Peacekeeping Action Team
BS Balance Scorecard
CCE Crime Clearance Efficiency
CD City Director
CODE-P Competence, Organization, Discipline, Excellence-Professionalism
CPNP Chief, Philippine National Police
CPO City Police Office
CSC Civil Service Commission
CSE Crime Solution Efficiency
CSW Complete Staff Work
CVO Civic Voluntary Organizations
DBM Department of Budget and Management
DC Directorate for Comptrollership
DHRDD Directorate for Human Resource and Doctrine Development
DI Directorate for Intelligence
DICTM Directorate for Information Communication Technology
Management
DIDM Directorate for Investigation and Detective Management
DILG Department of the Interior and Local Government
DL Directorate for Logistics
DO Directorate for Operations
DPL Directorate for Plans
DPRM Directorate for Personnel and Records Management
118
PNPM-D-0-1-2-13
D-Staff Directorial Staff

EEZ Exclusive Economic Zone
FNTI Fire National Training Institute
GAP General Accounting Plan
GO General Order
GPPB Government Procurement Policy Board
IPOPHIL Intellectual Property Office- Philippines
IRR Implementing Rules and Regulations
KSA Knowledge, Skills and Attitudes
LGE Local Government Executive
LGU Local Government Unit
LOGFRAME Logical Framework
LOI Letter of Instructions
MFO Major Final Output
MPS Municipal Police Station
MTAP Master Training Action Plan
MTDP Medium Term Development Plan
NAPOLCOM National Police Commission
NASU National Administrative Support Unit
NBI National Bureau of Investigation
NCRPO National Capital Region Police Office
NDRRMP National Disaster and Risk Reduction Master Plan
NFSTI National Forensic Science Training Institute
NGAS National Government Accounting System
NHQ National Headquarters
NOSU National Operational Support Unit
NPOC National Peace and Order Council
NSP National Security Plan
NSU National Support Unit
NUP Non-Uniformed Personnel
OPBC Operations Plan and Budget Committee
OPIF Organizational Performance Indicator Framework
PC/INP Philippine Constabulary/ Integrated National Police
PCO Police Commissioned Officer
PCR Position of Collateral Responsibility
PD Provincial Director
119
PNPM-D-0-1-2-13
PDP Philippine Development Plan

PFLR Position of Front-line Responsibility
PGS Performance Governance System
PhilGEPS Philippine Government Electronic Procurement System
PHLR Position of Hands-on Responsibility
PIPS Police Integrated Patrol System
PLEB Peoples Law Enforcement Board
PMR Position of Major Responsibility
PNCO Police Non-commissioned officer
PNP Philippine National Police
PNPA Philippine National Police Academy
PNPTS PNP Training Service
PNTI Police National Training Institute
POP Police Operational Procedures
PPO Provincial Police Office
PPOC Provincial Peace and Order Council
PPSC Philippine Public Safety College
PRA Program Review and Analysis
PRO Police Regional Office
PRO-ARMM Police Regional Office- Autonomous Region for Muslim Mindanao
PRO-COR Police Regional Office- Cordillera
PSCRS Police Security Containment Ring System
PS-DBM Procurement Service- Department of Budget and Management
PSR Position of Supervisory Responsibility
RPOC Regional Peace and Order Council
SDS Secretary to the Directorial Staff
SO Special Order
SOCO Scene of the Crime Operations
SOP Standard Operating Procedures
TCDS The Chief Directorial Staff
TDCA The Deputy Chief PNP for Administration
TDCO The Deputy Chief PNP for Operations
TNA Training Needs Assessment
TWG Technical Working Group
120
PNPM-D-0-1-2-13
SUMMARY OF CHANGES
 Extensive changes were made throughout the manual to reflect the current
set-up, organizational environment and dynamics of the Philippine National
Police as a distinctly civilian law enforcement agency.
 Revisions were made on general law enforcement principles throughout the

manual to incorporate Human Rights- based policing.
 A publisher's note was added to reflect and promote gender sensitivity and
equality.
 The Committee Resolution was changed to NHQ-TWG Resolution in

compliance with existing rules and regulations governing doctrine
development.
 The Section on PNP Doctrines was extended to reflect the new categories of
doctrines.
 The PNP Vision was added as part of the PNP's journey to the Performance
Governance System.
 Military terminologies and perspectives which the PNP does not use and
adhere to were changed or deleted completely.
 The perspective on Internal Security Operations was changed to reflect the

Government's strategic shift from military approach to holistic approach in
addressing internal security problems.
 The organizational structure, mission and functions of PNP key officers and
the names of offices and units were updated and attached as annexes.
 The Chapter on Internal Security Operations was deleted as part of the

strategic shift of the Philippine Government's National Security Policy.
 Chapter on Intelligence was deleted and incorporated as part of the Chapter

on Crime Prevention and Solution.
 An additional Chapter on Crime Prevention and Solution was added to

describe the interconnected processes of investigation, intelligence, patrol
operations and police-community relations (QUAD).
121
PNPM-D-0-1-2-13
 An additional Chapter on Public Safety and Security was added to describe

the PNP's role in disaster and critical incident management including its
relationship with the Peace and Order Councils and other government
agencies.
 A Chapter on PNP Resource Management was added to incorporate the

administrative functions of the PNP comprising the sections on PNP
Personnel Management, Training Administration and Management,
Budgeting System, Procurement System, Accounting and Auditing System of
the PNP.
 References to detailed doctrines, manuals and issuances were reflected on

each section to guide readers of the manual.
 The Standard Operating Procedures on the Preparation, Publication and

Distribution of PNP Manuals and Doctrines was included in the annexes as
reference to the readers.
 A Glossary was provided with distinct definition of terms as used

operationally throughout the manual.
 A reference guide was provided to accredit the sources of information in the

development of manuals.
 A List of Abbreviations and Acronyms was provided for the guidance of

readers.
122
PNPM-D-0-1-2-13
APPENDICES
123
PNPM-D-0-1-2-13
124
APPENDIX B Revised PNP Fundamental Doctrine 2013
APPENDIX B
Functions of PNP Key Officers, Offices and Units
Section B-1. PNP National Headquarters,
Camp Rafael Crame, Quezon City
A. The Command Group
1. The Chief of the Philippine National Police CPNP)
a. The Head of the Philippine National Police is known and designated

as the Chief of the Philippine National Police;
b. The CPNP commands, controls and supervises the administration

and operation of the PNP as a whole in the execution of its vision,
missions and functions.
2. The Deputy Chief Philippine National Police for Administration (TDCA)
a. The next in line to the CPNP is known and designated as The Deputy
Chief Philippine National Police for Administration; and
b. The TDCA assists the CPNP in discharging the latter's responsibility

pertaining to Administrative matters and acts as CPNP in latter's
absence or inability.
3. The Deputy Chief Philippine National Police for Operations (TDCO)
a. Assists the CPNP in the performance of the latter's assigned

functions, duties and responsibilities pertaining to operations.
4. The Chief of Directorial Staff (TCDS)
a. The Chief of Directorial Staff (TCDS) coordinates, supervises and

directs the Directorial Staff in the performance of their respective
functions.
125
B. The Directorial Staff. The D-Staff assists the CPNP in the performance of his
assigned functions, duties and responsibilities pertaining to the D-Staff's respective
assigned task.
The Directorial Staff of the PNP, consists of sixteen offices, is known as the NHQ
Directorial Staff. It is a Staff which coordinates all the decisions affecting the PNP. It is
headed by The Chief of Directorial Staff (TCDS) and the Directors of the different
Directorates;
The Directorial staff is concerned with broad fields of interest, such as Personnel,
Intelligence, Operations, Logistics, Comptrollership, Police-Community Relations,
Investigation, Human Resources, Research and Doctrine Development and Plans. They
assist and advise the CPNP by coordinating all the offices concerned. They also formulate
and announce policies for the general operations of the PNP.
The Secretary to the Directorial Staff (SDS). The Secretary to the Directorial
Staff is primarily tasked to assist the TCDS but secondarily to service the D-Staff and
miscellaneously servicing the C, PNP and acting as Protocol Officer of the PNP.
1. The Director for Personnel and Records Management (TDPRM).

Advises and assists the CPNP in the exercise of his Command functions on
matters pertaining to personnel, both uniformed and non-uniformed. He is
responsible to the CPNP for planning, directing, coordinating and
supervising all personnel actions, directives and policies of the Command;
and perform related administrative functions such as hospitalization
benefits, personnel procurement, retirement and others, and those that the
CPNP may direct;
2. The Director for Intelligence (TDI). Conducts intelligence and counter-

intelligence operations in support of the PNP statutory functions and assists
in the overall effort to attain intelligence objectives;
3. The Director for Operations (TDO). Plans, directs, coordinates and

supervises all activities of the Philippine National Police concerning
operations;
4. The Director for Logistics (TDL). Plans, supervises and coordinates all
supply, transportation, construction and real estate, repair and maintenance
of equipment and facilities, and miscellaneous related logistical activities to
126
insure the economical utilization of materials and resources for the efficient
accomplishment of the PNP missions;
5. The Director for Plans (TDPL). Prepares strategic and organizational

development plans for the PNP. He also revises and updates various
existing plans to implement PNP missions and vision including the national
strategic action plan;
6. The Director for Comptrollership (TDC). Assists and advises the CPNP
on the employment of financial resources and control of funds; budgeting, to
include the preparation and justification of estimates, distribution and
application of funds; accounting, to include fiscal cost and property
accounting; performance audit for which the command is responsible for
correction, analysis, summarization, and interpretation of establishment
within the command system for review, analysis, testing evaluating of
command programs; and the interpretation of the review and analysis of
such programs and activities.
7. The Director for Police Community Relations (TDPCR). Assists and

advises the CPNP in planning, directing, coordinating, supervising and
controlling the Police-Community relations programs, projects and activities
of the PNP. DPCR shall coordinate and supervise all public information
functions within the Command; disseminate all information regarding
activities of the PNP to appropriate information media in accordance with
established security policies; plan positive and continuous public relations
program to gain and maintain public goodwill and support; actively
coordinate and participate in crime prevention; and make observation and
analysis on public opinion.
8. The Director for Investigation and Detective Management (TDIDM).

Assists the CPNP in the supervision, coordination and management of the
investigation of sensational cases, assistance to Interpol affairs; and
development and maintenance of crime information system;
9. The Director for Human Resource and Doctrine Development

(TDHRDD). Assists the Chief PNP in the formulation of policies and in the
planning, direction, coordination and supervision of all matters pertaining to
human resource and doctrine development; rationalizes and upgrades the
development of systems and doctrine for PNP units and personnel toward
127
the attainment of the PNP vision and missions and continuously develop the
moral, spiritual, physical and mental competence of PNP personnel.
10. The Director for Research and Development (TDRD). Assists the Chief,
PNP in the areas of materiel Research and Development; test and
evaluation in administering the Command's self reliant development
projects (SRDP) which are of value to peace and order and public safety, as
directed by higher authority or on its own initiative in support to the effective
and efficient administration and operation of the PNP.
11. The Director for Integrated Police Operations (TDIPO). Assist the Chief,
PNP in the conduct of inter-regional anti-criminality, counter-terrorism and
counter-insurgency operations against lawless elements which transcend
regional boundaries, and provide a system for the promotion of regional
socio-economic development. He shall act dispositively on matters
pertaining to his area of concern for inter-operability and to facilitate broader
exercise of the span of control of the Chief, PNP.
Each TDIPO has separate functional supervision over the following PROs:
a. TDIPO, Northern Luzon - PROs 1, 2, 3, COR
b. TDIPO, Southern Luzon - PROs 4A, 4B, 5
c. TDIPO, Visayas - PROs 6, 7, 8
d. TDIPO, Western Mindanao - PROs 9, 12, ARMM
e. TDIPO, Eastern Mindanao - PROs 10, 11, 13
12. The Director for Information Communication Technology Management

(TDICTM). Tasked to assist the Chief, PNP in integrating and standardizing
all major PNP information systems and resources to further improve PNP
frontline services.
C. The Personal Staff. The Personal Staff assists the CPNP in his official functions
through advice, assistance, or service;
1. Inspector General, Internal Affairs Service (IG-IAS). (R.A 8551)
128
Functions:
a. Pro-actively conducts inspections and audits PNP personnel and

units;
b. Investigates complaints and gathers evidence in support of an open

investigation;
c. Conducts summary hearings on PNP members facing

administrative charges;
d. Submits a periodic report on the assessment, analysis, and

evaluation of the character and behavior of PNP personnel and units
to the Chief PNP and to the Commission;
e. Files appropriate criminal cases against PNP members before the

court as evidence warrants and assists in the prosecution of the
case;
f. Provides assistance to the Office of the Ombudsman in cases

involving the personnel of the PNP; and
g. Provides documents or recommendations with regard to the

promotion of the members of the PNP or the assignment of PNP
personnel to any key position.
2. Aide-de-Camp. Assists the CPNP in his personal, social and police

functions; and
3. Chief Executive Senior Police Officer (CESPO) . Advises the CPNP on

matters pertaining to the morale and welfare problems of Police Non-
Commissioned Officers (PNCOs).
4. Chief, Human Rights Affairs Office (C,HRAO). Oversees the

implementation of PNP guidelines and policies on human rights laws.
Functions:
a. Integrates the PNP efforts and comes up with holistic approach and
systematic implementation of human rights program and activities;
129
b. Reviews, formulates and recommends policies and programs as

well as administrative and legislative measures to effectively
implement human right laws;
c. Monitors the conduct of investigation, legal and judicial processes of

addressing human rights violations of PNP personnel;
d. Undertakes information campaigns for media (local and foreign) and

interested sectors (eg. Advocates for press freedom and human
rights) to project government findings and perspectives and
measures being implemented relative to human rights violation of
PNP personnel;
e. Establishes and maintains linkages with concerned agencies

handling human rights violation cases against PNP personnel; and
f. Performs other duties as directed by the Chief, PNP.
5. Spokesperson of the Chief PNP. Is responsible for providing information to

the media and other concerned agencies relative to the official activities,
programs, actions and positions on current events of social issues of the
Chief, PNP and his Command Group.
Functions:
a. Provides information to the tri-media and other concerned agencies

regarding the Chief, PNP's official activities actions and positions on
current events or pertinent issues, through scheduled briefings,
direct responses to media inquiries, press conferences and
interviews with the Chief, PNP and his Command Group;
b. Responds promptly to any disinformation or false information

affecting the organization;
c. Prepares official statements on behalf of the Chief, PNP;
d. Assists the Chief, Public Information Officer in the research and

drafting of speeches and other materials for materials for public
events, whenever necessary;
130
e. Performs other tasks as directed by the Chief, PNP.
6. Center for Police Strategy Management. Coordinates and integrates all

strategy management processes, sustaining its strategy execution and
management, and instilling in the organization a culture of strategic focus.
Functions:
a. Responsible for the integration of all strategy management

processes, sustaining strategy execution and management, and
instilling in the organization a culture of strategic focus;
b. Identifies and submits key priorities and strategic issues to the Chief,
PNP (thru: The Director for Plans/Strategy Director);
c. Assists and advises the PNP units in selecting targets and identifying
the strategic initiatives required to achieve targeted performance on
the Balanced Scorecards measures;
d. Facilitates the integration and coordination of programs, projects

and activities across functions and offices/units to align strategies
with operations and manage execution;
e. Develops and cascades the strategy and the agency scorecards

down to the lowest level of the organization;
f. Develops a comprehensive communications plan and education

process focused on building common understanding of the strategy
and to generate commitment and support from all stakeholders;
g. Establishes and facilitates the process of identifying, documenting

and sharing lessons-learned and best practices that can be adopted
by the entire organization;
h. Oversees the review, validation and timely reporting of the Balance

Scorecard measures in collaboration with the TWG and the National
Advisory Group; and
i. Performs other duties as directed by the Chief, PNP or the Director

for Plans/Strategy Director.
131
D. National Support Units. The support units of the Philippine National Police are the
following:
1. National Administrative Support Units (NASUs) consists of eleven

offices:
a. Logistics Support Service (LSS)
b. Information Technology Management Service (ITMS)
c. Finance Service (FS)
d. Health Service (HS)
e. Communications and Electronics Service (CES)
f. Chaplain Service (CHS)
g. Legal Service (LS)
h. Headquarters Support Service (HSS)
i. Engineering Service (ES)
j. PNP Training Service (PNP-TS)
k. PNP Retirement and Benefits Administration Service (PRBS)
2. National Operational Support Units (NOSUs) consists of twelve offices:
a. Crime Laboratory (CL)
b. Highway Patrol Group (HPG)
c. Maritime Group (MG)
d. Police Security Protection Group (PSPG)
e. Intelligence Group (IG)
132
f. Special Action Force (SAF)
g. Criminal Investigation and Detection Group (CIDG)
h. Aviation Security Group (AVSEG)
i. Anti-Kidnapping Group (AKG)
j. Police Community Relations Group (PCRG)
k. Civil Security Group (CSG)
l. Anti-Cybercrime Group (ACG)
E. Field Units. The Field Units of the PNP are the frontline and operating units/offices
of the PNP which includes the PROs, NCRPO Police Districts, PPOs, MPS, CPOs, CPS,
RPSBs, PPSCs, CPSBs, tactical units of SAF, MG and AVSEG, and the numbered stations
of NCRPO.
The Field Units have the following functions:
1. Provide command, control and supervision of PNP operations within the

area of jurisdiction;
2. Provide administrative, communications, and logistical support to organic

and attached elements; and
3. Discharge functions in support of the overall PNP mission.
133
The following are the major Field Units of the Philippine National Police:
134
Appendix “C”
135
APPENDIX D “PNP OPIF”
136
APPENDIX E“ PNP PATROL PLAN 2030
137
REFERENCES
Legal References:
Constitution of the Republic of the Philippines,1986

Revised Penal Code of the Philippines, 1987
Republic Act 6975 An Act Creating the Philippine National Police, 1991
Republic Act 8551 “PNP Reorganization Act”
Republic Act 10121 “Philippine Disaster and Risk Management Act of 2010”
Republic Act. 9184 “Government Procurement Reform Act” 2002
IRR to R.A. 10121, NDRRMC, September 2010
Executive Order No 546, July 14, 2006
Executive Order No 110 series 1999
Executive Order No 359, series 1989
Executive Order No. 773, series 2009
PS-DBM LOI 775
Philippine Development Plan 2011-2016, NEDA
National Security Policy 2011-2016
Published Manuals:
AFPM-1, AFP Basic Doctrine, GHQ-AFP, 2002

PNP Ethical Doctrine, 1995
PNP Code of Ethics, 1992
PNP Strategic Focus “CODE-P: 2013 and Beyond” towards the Realization of
PATROL Plan 2030, NHQ PNP, 2013
PNP PATROL Plan 2030
PNP Doctrines and Doctrines Development as Guide, Filipino Amoguis, et.al, 1994
PNPM-DIDM-DS-9-1, PNP Criminal Investigation Manual, 2011
PNP Police Operational Procedures, 2010
Department of Budget and Management, OPIF Reference Guide, April 2012
PNP Three-tiered Defense System Handbook, 2002
PPSC Manual, 2012
New Government Accounting System Manual, COA, 2002.
138
PNP Issuances:
DPL MEMO CIRCULAR 97-01 dtd August 29, 1997 “Organization Structure and
Staffing Pattern of the PNP”
PNP LOI Saklolo
DPL G.O No. 05-11
NAPOLCOM Resolution No. 2009-005
NUP Merit and Promotion Plan
PNP SOP 2011-008 “Guidelines on the Preparation, Publication and Distribution of
PNP Doctrines, Manuals and other Issuances”, November 2011
LOI 02/09 “Unit Periodic Crime Report” April 22, 2009. DIDM
Books:
Kelly K Morrison, Leadership Skills: Developing Volunteers for Organizational Success.

Perseus Books Group: 1994
Miguel Coronel, “Pro-Democracy, People's War”,
Raymond A. Noe, “Employee Training and Development”, 4th ed., USA:Mc Graw Hill, 2008
Internet references:
www.wikipedia.com/crime, definition
Others:
Sir Robert Peele, Principles of Law Enforcement

UN General Assembly Resolution Nr 34/169, December 17, 1979
National Historical Institute Registry, “PNP Seal” December 1991
National Historical Institute Registry, “PNP Badge” June 2008
139
PCSUPT RONILO V. QUEBRAR
Deputy Director, DHRDD/
Chairman
PSSUPT AGUSTIN E. SENOT

Chief, General Doctrine Development Division, DHRDD/
Vice Chairman
PSSUPT MANUEL CESAR A. PRIETO

Chief, Unit Training Program Development Division, DHRDD/
Member
DHRDD-TWG
PSSUPT JEROME S. BAXINELA
Chief, Individual Training Program Development Division, DHRDD/
Member
NUP Angelica G. Ruetas

General Doctrine Development Division, DHRDD/
Researcher/Writer
NUP Ivy Anne B. Robrigado

Researcher/Writer
NUP Mary Ann A. Espiritu

Researcher
NUP Lei-lani R. David

Researcher
SPO3 Susan F. Calendro

Encoder/Secretariat
PO1 Vic Bascar M. Respicio

Technical Assistant
140

PNP

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PNP FUNDAMENTAL

Published by PNP DHRDD

FROM : Chief, PNP

DATE : OCT 16, 2013

ALAN LA MADRID PURISIMA

This remarkable achievement is indeed laudable considering

I fervently hope that this Manual would be the primary guide

I urge the Philippine National Police to continue to be vigilant

It is with great pleasure that I congratulate the members of the

The revision of the PNP Fundamental Doctrine is part of the

I enjoin every member of the PNP to take to heart the

ALAN LA MADRID PURISIMA

The PNP Fundamental Doctrine comprises the basic principles

The evolution of the PNP and the establishment of its own

To the NHQ-TWG headed by PCSUPT ISAGANI R. NEREZ, Secretary to the Directorial

CHAPTER 1. INTRODUCTORY PRINCIPLES 1

CHAPTER 2. POWERS OF THE STATE 7

CHAPTER 3. THE PHILIPPINE NATIONAL POLICE 13

CHAPTER 4. ORGANIZATION, COMMAND AND STAFF PRINCIPLES 23

CHAPTER 5. CRIME PREVENTION AND SOLUTION 53

CHAPTER 7. RESOURCE MANAGEMENT 71

CHAPTER 8. STRATEGY MANAGEMENT 101

CHAPTER 9. GENERAL PROVISIONS 107

GLOSSARY OF TERMS 109

Section 1-1 General

b. This manual applies primarily to the Philippine National Police in dispensing

c. The PNP fundamental doctrine is in accordance with established standards

1.3 Recommended Changes. No changes to this fundamental doctrine shall be

Section 1-2. Manuals and Doctrines

a. They are prescribed by the Chief, Philippine National Police. Being

b. They are largely based on knowledge gained through time-honored

1.5 Characteristics of the PNP Fundamental Doctrine

a. This manual is designed for continuing applicability at all times.

b. It serves as a guide to action, and a reference for the formulation of other

c. It seeks to provide a common framework for offices/units and field operatives

1.6 Factors to consider in formulating Fundamental Manuals

a. Primary PNP Doctrines

1) Fundamental Doctrine. It contains rules, policies, procedures or

2) Ethical Doctrine. It defines the fundamental principles governing

b. Categories of PNP Manuals

1) Operational Manual. It contains the principles and rules governing

2) Administrative Manual. It provides guidance on the

3) Functional Manual or Administrative and Operations Manual

4) Complementary Manual. This manual is jointly formulated by two or

Section 1-3. Document Security Classification

PNP Doctrines and documents shall be classified as follows:

1) Top Secret. Information and material the authorized disclosure of

2) Secret. Information and material, the unauthorized disclosure of

3) Confidential. Information and material, the authorized disclosure of

4) Restricted. Information and material which requires special

POWERS OF THE STATE

Section 2-1 General

2.2 National Interest

b. National Interest of the Philippines. The Constitution of the Philippines

a. The Philippines is a democratic and republican State. Sovereignty resides

b. The Philippines renounces war as an instrument of national policy, adopts

e. The separation of Church and State shall be inviolable.

a. To preserve the territorial integrity of the Philippine archipelago in

d. To achieve national unity through the encouragement of involvement by the

2.5 National Strategy

a. Definition. National Strategy is the art and science of employing the

times of peace or war to achieve national objectives. It is concerned with

b. National Strategy of the Philippines. “The Philippines renounces war as