REVIEW NOTES IN POLICE INTELLIGENCE

INTELLIGENCE
- the product resulting from the collection, evaluation, analysis, integration and interpretation of all available
information, and which is used as a guide in the formulation of plans, policies and programs
- the network of systems for the collection, collation, interpretation, evaluation, processing and dissemination of
information
- the collection, processing, collation, interpretation, evaluation and dissemination of information, with reference to
national security
- a meaningful statement derived from information which has been selected, interpreted and finally expressed so
that its significance to a current policy problem is clear
- raw data that have undergone the process of the intelligence cycle

POLICE INTELLIGENCE
- the product resulting from the collection, evaluation, analysis, integration and interpretation of all available
information which concern one or more aspects of the criminal environment which is immediately or potentially
significant to police planning

OBJECTIVE OF INTELLIGENCE
- to ensure rational and timely decision-making

PRINCIPLES OF INTELLIGENCE

1) Objectivity
- intelligence must be based on the decision-maker’s own plans and intentions
- there should be unity between knowledge and action
2) Interdependence
- intelligence is artificially divided into component elements which on its own has its purpose and importance but
each component must remain an essential part of a unity
3) Continuity
- intelligence must be continuous; each subsequent event has been consequent of events preceding
- the events of the present are products or results of the events of the past
4) Communication
- intelligence must be communicated to all the decision-makers in a manner that they will understand so that
intelligence is utilized by those who need it
5) Selection
- intelligence should be essential and pertinent to the purpose at hand
- only relevant and significant information should form part of intelligence
6) Timeliness
- intelligence must be communicated to the decision-maker at the appropriate time to permit its most effective use
7) Security
- security is achieved by measures which intelligence takes to protect and preserve the integrity of its organization,
personnel, methods, sources, information and results of its activities

NATIONAL INTELLIGENCE
- the total product of intelligence developed from information obtained from various departments and agencies of
the government and from other sources outside the government
- it covers the broad aspects of national policy and security
- it is of concern to more than one agency and is beyond the responsibility of a single agency

DEPARTMENTAL INTELLIGENCE
- that intelligence required or produced by the line departments and agencies of the government needed in carrying
out their respective mandates and responsibilities
 - serves as components of national intelligence

MILITARY INTELLIGENCE
- intelligence used in the preparation of military policies, plans and programs
- includes both strategic and combat intelligence

STRATEGIC INTELLIGENCE
- knowledge pertaining to the vulnerabilities, capabilities and probable courses of action of foreign nations
- required by national planners for national security in time of peace and as the basis for projected military
operations in times of war
- has the following components:
P - political intelligence
E - economic intelligence
S - sociological intelligence
T - technological intelligence
B - biographical intelligence
A - armed forces intelligence
G - geographical intelligence
S - scientific and technical intelligence

COMBAT INTELLIGENCE
- knowledge of the enemy and the characteristics of operations used in the planning and conduct of tactical
operations
- required by the commander in order to determine the best use of his available firepower and maneuver forces

COUNTERINTELLIGENCE
- an integral part of all intelligence operations and as such, it cannot be separated from combat and strategic
intelligence
- its objectives are to safeguard information against espionage, protect installations and materials from sabotage,
and guard against personnel engaging in subversive activities
- concerned with the early detection of disaffected or dissident groups of individuals which constitute a threat to
national security

ORDER OF BATTLE INTELLIGENCE

- concerned with the manner in which military forces are organized and disposed
- factors which are considered are:
1) the strength of these forces in terms of number of personnel, units, and types and numbers of weapons
2) the name and designation
3) the way in which they are organized
4) the type of equipment and weapons that they utilized, such as uniforms, machineguns, trucks
5) tactical doctrine - offensive plans and contingencies

THE INTELLIGENCE CYCLE

1) DATA COLLECTION
- the taking of information from the universe of data through covert and over means
- a key strategy involved in this step is having a good understanding of data collection plan and available sources of
information
- knowing what information is needed and where these information may be accessed is very important

2) DATA EVALUATION
- involves the determination of the reliability and credibility of the source and the validity and accuracy of the
information
- the general system used to evaluate information is the ADMIRALTY SCALE:
 RELIABILITY ACCURACY
A- completely reliable 1- confirmed by other sources
B- usually reliable 2- probably true
C- fairly reliable 3- possibly true
D- not usually reliable 4- doubtedly true
E- unreliable 5- improbable
F- reliability cannot be 6- truth cannot be judged
judged

3) DATA COLLATION
- the process of organizing information for storage and for retrieval at a later time
- the processed information can be integrated with other existing information on file or a new file may be created
- these should be properly indexed, labeled or computerized

4) DATA ANALYSIS
- this segment deals with what happens when information is received, processed and now integrated with existing
information on hand
- bits and pieces of information are now organized into forms which can be easily looked at and highlight further
requirements or indicate new leads
- involves charting, financial profiling, graphs and tables
- analysis requires going beyond the facts; inferences may be made based on available facts
- strives to answer the questions: WHO/WHAT/WHEN/WHERE/WHY/HOW
- a statement at the end of this stage is called a HYPOTHESIS

HYPOTHESIS - a theory or current statement or explanation based on available information

5) DATA DISSEMINATION
- processed information are now ready for disposal to those who have a need for it
- intelligence must be imparted to those who can best use it
- it must be in acceptable form

INTELLIGENCE COLLECTION/SOURCES OF INFORMATION

SOURCE
- refers to the origin of information

INFORMATION
- the knowledge which the investigator gathers from different sources

TWO SOURCES OF INFORMATION

1) people
2) recorded source

INFORMANTS
- persons who give information

MAIN TYPES OF INFORMANTS

1) confidential informants
- refers to individuals who provide the investigator with information, the source of which is to remain confidential
2) plain informants
- refers to individuals who give information to the investigator either voluntarily or in answer to direct questioning
ELICITATION - gathering of information without divulging the identity of the person asking the questions and without arousing
suspicion of the source

SURVEILLANCE
- the covert observation of places, persons and vehicles for the purpose of obtaining information concerning
identities or activities of subjects
- a form of investigation which consists of keeping any person, place or other target under physical or technical
observation in order to obtain evidence or information pertinent to the purpose of investigation

THREE KINDS OF SURVEILLANCE

1) surveillance of places – observing places at fixed post
2) tailing or shadowing – the act of following a person
3) roping or undercover investigation – an investigation in which the investigator assumes a different identity in order
to obtain information; this should be done only as the last recourse

TYPES OF SURVEILLANCE
1) according to intensity and sensitivity:

a) DISCREET
o one in which every effort is made to ensure that the subject remains unaware that he is under observation
o the paramount consideration is that the surveillance is not compromised

b) CLOSE
o one in which maintaining constant observation of the subject is the objective, regardless of whether or not the
subject becomes aware of the surveillance

c) LOOSE
o indicates intermittent observation
o may be applied frequently or infrequently with the period of observation varied on each occasion

2) according to method:

a) FIXED OR STATIONARY
o one in which the surveillant remains in a relatively fixed position to observe the activities at a specific location
b) MOVING
o one in which the surveillant follows the subject from place to place in order to maintain continuous watch
o the movement may be by foot or vehicle
c) TECHNICAL
o accomplished by means of technical visual devices, audio equipment, photography and interception of mail

CLANDESTINE OPERATION
- sanctioned government projects to be carried out in complete discretion or secrecy
- derived from the Latin phrase “furtivus surrepticius” which means to act in secrecy and discretion
- modern equivalent is the term “cloak and dagger”

COMPARTMENTATION
- procedure and practice designed to ensure that each member of a clandestine organization knows only that which
he needs to know about the personnel, structure and activities of the organization
- its purpose is to limit the damage to the organization in case of various forms of compromise

CASING
- a tradecraft in clandestine activity
- one of the basic tools of a field operative in the conduct of a covert operation
 - the discreet inspection or observation of a place to determine its suitability and vulnerability for a particular
operational use to gather information necessary to develop a plan for its operational use and to verify or validate
information

PURPOSES/OBJECTIVES OF CASING
1) suitability
2) planning for operational use
3) verification or validation

TYPES OF CASING
1) external
- the close observation and clear description of an area, building or installation, particularly its location, approaches
and exits, types of physical barriers used, its immediate vicinity etc
2) internal
- the close observation and clear description of the lay-out of a building, an office or a room

UNDERCOVER INVESTIGATION
- an investigation technique in which the investigator conceals his true identity and adopts an assumed role to
accomplish an investigation mission

TYPES OF UNDERCOVER OPERATION

1) according to duration:
a) long range
b) short range

2) according to method:
a) direct
- the investigator personally penetrates the target
b) indirect
o the investigator uses another person or an informant to penetrate the target

SURREPTITIOUS ENTRY
- the secret entry into an area for an operational purpose without leaving any trace of the break-in

PURPOSES OF SURREPTITIOUS ENTRY

1) clandestine photography
2) electronics surveillance
3) operational planning

SIGNAL
- a prearranged sign used to denote a prearranged information that a certain situation exists

FORMS OF SIGNAL
1) password
2) sound
3) physical objects
4) time
5) movements
6) no physical signal is a signal itself

CHARACTERISTICS OF A GOOD SIGNAL

1) inconspicuous
2) positive
3) accessible
4) clear
5) simple
 6) secured

GENERAL CATEGORIES OF THE USE OF SIGNALS

1) warning or danger signal
2) action or safety signal
3) recognition signal
4) test – for security, danger of obliteration or alteration

OBSERVATION
- the individual awareness of his surroundings achieved through maximum employment of the senses
- used in offensive actions (surveillance) and defensive actions (counter-surveillance)

PSYCHOLOGICAL ELEMENT OF OBSERVATION

1) attention
- being brought into the presence of a fact
2) perception
- ability to understand a fact to which attention has been drawn to

3) report
- the natural tendency of an individual to inform someone when attention and perception occur

DESCRIPTION
- the technique of factually reporting one’s own observations or the sensory experiences recounted by another

CATEGORIES OF DESCRIPTION
1) personality description
o the personal inventory of an individual derived from his physical characteristics, biographical data, habits and
mannerism etc.
2) activity description
o description of incidents, activities or events
3) installation and area description
o casing

PARTS OF PERSONALITY DESCRIPTION

1) general characteristics
- specific information about an individual (name, age, date of birth etc)
2) specific characteristics
- information on characteristics unique to the individual (appearance, deformities)

USES OF PERSONALITY DESCRIPTION

1) recognition
- subjects of intelligence interests, suspects in criminal activities
2) identification files
- input in a card reference for more positive identification
3) identification of suspected surveillants

SECRECY DISCIPLINE
- the principle of refraining oneself from divulging information

NEED-TO-KNOW BASIS
- the principle whereby access to classified matters may only be given to those persons to whom it is necessary for
the fulfillment of their duties

SECRECY DISCIPLINE IS NECESSARY TO:

1) protect people concerned, the organization, documents
2) prevent others from acquiring vital information
CLASSIFICATION CATEGORIES OF INFORMATION

1) TOP SECRET
- information and material the unauthorized disclosure of which would cause exceptionally grave damage to the
nation, politically, economically or from a security aspect
- information under this classification may only be transmitted through:
c) direct contact of officers concerned
d) the officially designated courier
e) accompanied DFA diplomatic pouch

- information under this classification may only be transmitted by mail, express or electrical means but in
CRYPTOGRAPHIC FORM

2) SECRET
- information and material the authorized disclosure of which would endanger national security, cause serious injury
to the interest or prestige of the nation or any governmental activity or would be of great advantage to a foreign
nation

3) CONFIDENTIAL
- information and material the authorized disclosure of which, while not endangering the national security, would be
prejudicial to the interest or prestige of the nation or any government activity, or would cause administrative
embarrassment or unwarranted injury to any individual or would be of advantage to a foreign nation

4) RESTRICTED
- information and material which requires special protection other than that determined to be top secret, secret or
confidential

SECURITY CLEARANCE
- the certification by a responsible authority that the person described is cleared for access to classified matter at
the appropriate level

CERTIFICATE OF DESTRUCTION
the certification by witnessing officer that the classified matter described therein has been disposed of, in his presence, by
approved destruction methods

IMPORTANT TERMINOLOGIES

AGENT – a person who is aware that he is engaged in a clandestine activity on behalf of a sponsor and who submits to some
degree of control by the clandestine organization

AGENT ACQUISITION – the process by which potential agents are located, their suitability determined and their eventual
recruitment into the clandestine organization

AGENT HANDLING – the supervision and management of the agent and his activities so as to minimize the potentially
dangerous effects of personal and professional problems and enhance the likelihood of success in the clandestine undertaking

BEYOND SALVAGE – an operation or individual that has been compromised beyond any possible means of recovery or
resurrection

BRIEFING – preparation of a person for specific mission by describing the objective, the requirements, the situation he is
expected to encounter and methods he is to employ

BUG – term for electronic listening device planted for electronic surveillance purposes
BURN – to expose a double agent or freelance operative, or an operation, much to the embarrassment of the sponsoring
organization

CODE WORD – word or phrase used to refer or identify undercover operatives with one another

COVER – the pretext or outward status adopted by a person, organization or installation to disguise clandestine activity and
facilitate the achievement of clandestine tasks

DEAD LETTER DROP – a place where a person can hide information so that it can later be picked up by another, without seeing
each other

DEBRIEFING – detailed questioning of an agent, or of a person who has been involved in a situation of intelligence operational
interest and who is aware of the questioner’s interest in intelligence matters, for the purpose of acquiring as accurate and
complete coverage as possible of all matters of operational or intelligence concern

DEEP COVER – an agent or source with such a good cover (beyond and above suspision) that he/she presents an accurate
source of vital information

DEFECTOR-IN-PLACE – an enemy agent or source who wishes to defect to the “other side“ for political, monetary or personal
reasons

DISINFORMATION – the intentional compromise/leakage of sensitive information to enemy sources/agent designed to cause
deception or confusion amongst the enemies’ own rank

DISPOSAL – the act of disposing in a discreet/secretive manner all physical evidence (corpus delicti) that may be indicative of
an event of a recent operational nature involving clandestine work which may have gone successfully or ended in tragedy

DOUBLE AGENT – an agent employed by one “side” but who also serves the other side

INFILTRATION – the operational objective of a clandestine organization in discreetly penetrating the enemies border
security/defensive perimeter or organization with the objective of accomplishing an assigned mission

TARGET – the person, place or thing against which clandestine activity or action is directed

TRADECRAFT – the methods and techniques peculiar to the conduct of clandestine activities

REVIEW NOTES IN POLICE PERSONNEL AND RECORDS MANAGEMENT

Police Personnel Management Defined

Police Personnel Management (Human Resources Management) may be defined as that area of management
concerned with human relations in the police organization. It uses planning, organizing, directing and controlling of day-to-day
activities involved in procuring, developing and motivating them and in coordinating their activities to achieve the aims of the
police.
 Efficient management of human resources in any organization can spell the difference between its success and failure
to attain its objectives or goals. The need for more efficient management of human resources is very demanding today. The
success of every organization is for the organization to overcome the demands in human response brought about by the
following factors:
1. Stiffer competition in methods against the lawless.
2. Rapid changes in technological, competitive, and economic environments.
3. The exploitation of technical and managerial knowledge.
4. Spiraling wage and benefits costs.
5. Increasing complex government intervention in running the organization through laws and regulations.
6. Changing tasks involving the coordination of much diverse specialization.

Purpose of Police Personnel Administration

The prime objective of an effective police personnel administration is the establishment and maintenance for the public
service of a competent and well-trained police force, under such conditions of work that this force may be completely loyal to the
interest of the government of all times.

Police Profession Services

In order to achieve the organization of a competent police force, it is necessary to create a professional service where
the personnel structure attracts to the police service the nation’s best manpower by offering successful applicant any honorable
career profession enduring from youth to retirement. The merit methods should be the basis for appointment to the police service
and tenure within the service.

Workable Police Personnel Program

In order to attain the establishment of a competent and well-trained police force and effective police
personnel program must include a wide range of functions which affect the entire life of the police officer
and should beyond his working life into retirement.

Some Essential Function are considered

1. Selection of personnel on a competitive merit system for entrance to and promotion in the
service.
2. The classification of a position – a grouping of positions, qualifications and tests of fitness may
be used to recruit policemen.
3. Administration and preparation of a standard compensation plan that provides for equitable
salaries and wages and for salary increases based on efficient and satisfactory performance of
duties.
4. The regulations of conditions of service such as vacation, sick leave, transfer, hours of work,
attendance and physical surroundings.
5. The provisions of satisfactory machinery for maintaining discipline in the police department.
In summary, a sound system of personnel administration will include the basic necessities that
provide for classifications, fair compensation, intelligent selections and reasonable promotional
opportunities. Wise working conditions against impartial disciplinary measures, humane protections against
occupational hazards.

Objectives of Personnel Management

The management of human resources is delegated to the unit of organization, known as Human
Resource Department (HRD). This is to provide services and assistance needed by the organizations’ human
resource in their employment relationship with the organization. A important task of the Human Resource
Department is winning employee’s acceptance of organization’s objectives.
The objectives are:
1. To assist top and line management achieves the organization’s objective of fostering harmonious
relationship with its human resource.
 2. To acquire capable people and provide them with opportunities for advancement in self-
development.
3. To assist top management in formulating policies and programs that will serve the requirements of
the police organization and administer the same fairly to all members.
4. To provide technical services and assistance to the operating management in relation to their
personnel functions in promoting satisfactory work environment.
5. To assist management in training and developing the human resources of the organization if it does
not have a separate training department to perform its functions.
6. To see that all police members are treated equally and in the application of policies, rules and
regulations and in rendering services to them.
7. To help effect organization development and institution building effort.

Operative Functions of Police Personnel

The primary function of Personnel Department is commonly Personnel Operative Functions. These are
the following:
1. Police Personnel Planning – is a study of the labor supply of jobs, which are composed with the
demands for employees in an organization to determine future personnel requirements, which either
increase or decrease. If there is an expected shortage of personnel the organization may decide to
train and develop present employees and/or recruit from outside sources.
2. Police Recruitment – is the process of encouraging police applicant from outside an organization to
seek employment in an organization. The process of recruitment consists of developing a
recruitment plan, recruitment strategy formulation job applicants search, screening of qualified
applicants, and maintaining a waiting list of qualified applicants.
3. Police Selections (screening) – is the process of determining the most qualified police applicant for a
given position in the police organization.
4. Police Placement – is the process of making police officers adjusted and knowledgeable in an new
job and or working environment.
5. Police Appraisal or Performance Rating – performance rating is the evaluation of the traits, behavior
and effectiveness of a police officer on the job as determined by work standards. It is judgmental if it
is made a tool in decision-making for promotion, transfer, pay increase, termination or disciplinary
actions against police officer’s improvement in performance or used to improve recruitment,
selection, training and development of personnel.
6. Police Compensation – Financial compensation in the form of wages of salaries constitutes the
largest single expenditure for most organizations. In Metropolitan Manila and other urban centers,
wages of salaries represent the sole source to meet the basic needs of food, clothing and shelter. It
also provides the means to attain that standard of living and economic security that vary in degrees
upon a person’s expectations.

Three Types of Financial Compensation:

1. Base pay of basic compensation
2. Incentive of variable compensation
3. Supplementary compensation like social security benefits, time-off related benefits, medicare-
related benefits, leave of absence, stock plans, tuition assistance, housing or car provision, profit
sharing plans retirements plans, and paid holidays.

POLICE PERSONNEL PROGRAMS AND POLICIES

Nature of Personnel Programs
Personnel Programs refers to the activities programmed to implement the organization philosophy
or creed and the personnel philosophy of central managers in relation to people so as to accomplish
organizational objectives. It serves as a fundamental guide for personnel practices and personnel policies
used in an organization for maintaining harmony between management and employees. A good personnel
program covers all the operative functions of personnel.
Factor to Considered in Personnel Programmed
The following factors should be taken into consideration in the preparation of a personnel program.
1. Objectives of the organization
2. Organizational philosophy of central management in relation to personnel
3. Financial conditions and physical facilities of the organization
4. Cultural background and tradition of the people
5. Community and employees
6. Governmental factors

Guidelines for a Satisfactory Personnel Program

The personnel program becomes the strategy or plan of the police organization to harness the fullest
utilization of its human resource. The personnel program may be rated as satisfactory when:
1. The human resource policies of the organization are written and observed by all.
2. The personnel program has the full support of management and workers.
3. Research covering organizational and community-wide personnel policies, personnel practices, and
personnel strategies are under taken on a continuing basis.
4. The organization has a definite human resource procurement plan, recruitment, selection and
placement of employees.
5. The organization has a training and development program for all police officers.
6. The grievance machinery of the organization is understood and efficiently working to the
satisfaction of both management and workers.
7. Continuing researches are made by the organization on wages and salaries.
8. Periodic audit of every employee is made to discover employees’ strength and weaknesses.
9. The organization provides substantial employee benefits and services.
10. The organization through its managers maintains good relations with their immediate subordinates.

Police Personnel Policies

Personnel Policies are standard decisions or actions, which serves as guide to police managers in
making their decisions. It may restrain managers from taking actions, or it may limit the actions they take on
police personnel.
A good police personnel program should adequately meet the needs of the organization’s human
resources in attaining its objectives. The program covers five areas mainly:
1. Acquiring competent personnel – include human resources planning, job description and job
specification, police recruitment, selection, placement, transfer, layoffs, and separation.
2. Holding and retaining competent police personnel – gives depth and meaning to good management
philosophy, and involves the granting of fair wages, reasonable working hours, and other employee
benefits and services. These activities include the determination of an equitable wage and
maintenance of an incentive system. This area also concerned with securing greater officer
participation in activities and with strengthening officer morals and effectiveness. All these help
make the organization a “good place to work in.”
3. Developing and motivating personnel – deal with the education of the police officers, the appraisal of
work performance, their promotion, and the suggestion system, which enables them to develop so
they can rise to the police organization’s desired standards of performance.
4. Labor and human relations – involves the development of harmonious relations between management
on one hand and individual police officer the on the other hand. It also concerns the observance and
application of laws and court decisions affecting human relations, and relationships with other
government law enforcement agencies.
5. Efficient administration of the program with adequate budget – this is to achieve a favorable climate for
police officers. Good human relations should be the attitude in the applications, implementation and
 interpretation of the organization’s policies, rules and regulations. The important tools in this area
are records and reports, personnel research and statistics, and evaluation of the effects of current
policies, activities, and programs.

POLICE POLICIES AND PROCEDURES

Nature of Police Policies
Policies are tools of police management, which give life and direction to the police program of
activities and set limits within which action is to be pursued by the personnel concerned. Policies define the
authority and the responsibility of subordinates. They help the personnel understand their mutual
relationships. They are ahead to guide the men on the operational level, authority, and responsibility and to
enable them to arrive at sound decisions.
A POLICY refers to a general plan of action that serves as a guide in the operation of the
organization. It makes up the basic framework of management decisions that set the course what the
organization should follow. It defines the authority and responsibility of supervisors in their job of directing
group effort and implementing personnel programs.
Purpose of Police Policies
The Following are purposes of police policies:
1. To give life and direction to the program of activities covering the needs of the police organization
and its human resources.
2. To provide definite guidelines to achieve consistent treatment of all employees.
3. Policies serve as standards of performance.
4. Policy statements are needed to allow subordinate executives to make fair and consistent decisions
on recurring programs.
5. To help build police officers enthusiasm and loyalty.

Types of Police Policies

According to origin, policies are classified as:
1. Originated Policy – This type of policy comes from top management level ands is intended to set up
guidelines in the operation of the police organization.
2. Appealed Policy – This type of policy is born when problems arise at the lower levels of the
organization and the man in change does not know how top meet the problem. He then appeals to
his superiors for guidelines and for guidance.
3. Imposed Policy – This type of policy comes from the government in the forms of laws, administrative
orders, and rules and procedures or contract specifications.

According to their subject matter, policies may be classified into:

1. General Statement of Principles – policies stated in broad terms, such as statement of objectives,
philosophy and creed. Others stress in general terms management traits, such as fairness in dealing
with officers, understanding and humane treatment of the work force.
2. Appealed Policy – This type of policy is born when problems arise at the lower level of the
organization and the man in charge does not know how to meet the problem. He then appeals to his
superiors for guidelines and for guidance.
3. Imposed Policy – This type of policy comes from the government in the forms of laws, administrative
orders, and rules and procedures or contract specifications.

According to their matter, policies may be classified into:

1. General Statement of Principles – policies stated in broad terms, such as statement of objectives,
philosophy and creed. Others stress in general terms management traits, such as fairness in dealing
with officers, understanding and humane treatment of the work force
2. Specific Rules – cover specific situations. They are more direct and are less flexible. They are more
rigid nature.
Administrative Personnel Policies
The implementation of personnel policies is the responsibility of the line managers, their respective
department when the assistance of the personnel managers and his staff. The effectiveness of personnel
policies ultimately depends on the personnel manager’s ability to translate them at the operational level
through the line managers and supervisors.

Uses of Administrative Personnel Policies

1. Employee’s orientation and training.
2. Administering discipline action.
3. Handling complaint and grievances.
4. Delegation and decentralization of responsibility and authority.
5. Enabling the supervisors and managers to develop confidence in them in their day-to-day
relationships with their subordinates.

Dissemination of Policies
To be effective, personnel policies must be understood by all concerned including the managers
and supervisors who are to interpret and implement tem to the employees who will be affected by the
policies. Various means are used by communicate personnel policies to employees. The most common are
police handbooks, manuals, publications, memoranda, and circulars, bulletin boards, meetings and
conferences.
Police Handbooks – These handbooks are distributed to all personnel, and contain among other
things, information about the benefits and services that the organization grants to its officers, the
organization’s history, its organizational structure, its officers, and other information useful to the officers in
understanding their relationship with the organization.
Police Manual – A policy manual covering all police personnel policies and procedures, if made
available to managers and supervisors, will be a great help in their decision-making and employees
relationship.
Memoranda and Circulars – Memoranda and circulars are another common means of communicating
police policies to all officers. They can be issued fast and they provide the greatest assurance of reaching
every employee. These are built in means by which every member of the organization is reached.
Bulletin Boards – Organizational policies, rules and regulations, and activities may be typed out of
mimeographed and the posted on bulletin boards. If strategically located and well managed, bulletin boards
are an effective medium for transmitting newly issued policies, rules and regulations to police officers.
Meeting or Conferences – Meeting or conferences are often held to inform officers about new policies,
their objectives and implementation. One advantage of this type of policy dissemination is that it gives the
officers the opportunity to ask questions and request clarification on vague and doubt points. It is effective
to smaller departments, as they accommodate small groups and allow the scheduling of meeting at very
convenient hours.
Police Publications – Communication has gained such importance to and attention by management in
recent years. To meet the needs of communicating with officers, police organization have been spending
amount of money on publications, internal or external.

POLICE JOB DESCRIPTION

After a job is analyzed, the facts about it are gathered, summed up, and recorded in the job
description and job specifications.
Job description may be defined as an abstract of information derived from the job analysis report,
describing the duties performed, the skills, the training, and experience required the responsibilities
involved, the condition under which the job is done, and relation of the job to other job in the organization.
Job description contains detailed and accurate description of the following:
1. Major duties performed.
 2. Percentage of time devoted to each duty.
3. Performance Standards.
4. Working conditions including possible hazards.
5. Number of persons working on the same job.
6. Reporting Relationships.
7. Machines and equipment used.

POLICE RECRUITMENT, SELECTION, AND PLACEMENT

On Police Recruitment
The first step in the recruiting procedure, and the one that should receive greatest emphasis, is that
of attracting well-qualified applicants. The best selection devices available are of little value if the recruiting
effort has failed to attract candidates of high caliber. Widespread publicity directed at the particular element
of the population which it is hoped will be attracted to the examination is the best method of seeking
outstanding applicants.
However, in order to point publicity and to direct it into the most effective channels, it is necessary
to know what type of employment. It is necessary to know what type of employment. It is necessary to
analyze the duties and responsibilities of the class of positions for which applicants are being sought in
order to determine with qualification are needed.

Recruitment in the police service is dependent on the availability of national or regional quota of the
PNP, which is determined by the NAPOLCOM.

Standard Policy on Selection and Appointment

There shall be a standard policy for the selection of policy personnel throughout the Philippines in
order to strengthen the police service and lay the groundwork for police professionalization.
The general qualification for initial appointment to the police service shall be based on the
provisions of Republic Act No. 8551, which states:
No Person shall be appointed as uniformed member of the PNP unless he or she possesses the
following minimum qualifications:
a. A citizen of the Philippines;
b. A person of good moral conduct;
c. Must have passed the psychiatric or psychological, drug and physical tests to be
administered by the PNP or by any government hospital accredited by the Commission for
the purpose of determining physical and mental health;
d. Must possess a formal baccalaureate degree from a recognized institution of learning;
e. Must be eligible in accordance with the standards set by the Commission;
f. Must not have been dishonorably discharged from military employment or dismissed for
any cause from any civilian position in the Government;
g. Must not have been convicted by final judgment of an offense or crime involving moral
turpitude.
h. Must be at least one meter and sixty-two centimeters (1.62m) in height for male and one
meter and fifty-seven centimeters (1.57m) for female;
i. Must weigh not more or less than five kilograms (5kgs) from the standard weight
corresponding to his or her height, age, and sex; and
j. For new applicant, must not be less than twenty-one (21) not more than thirty (3) years of
age. Except for the last qualification, the above-enumerated qualifications shall be a ground
for separation or retirement from the service. Provided, that PNP members who are already
in the service upon the affectivity of these Implementing Rules and Regulations shall be
given five (5) years to obtain the minimum educational qualification and one (1) to satisfy
the weight requirement.
On Selection Procedures
 The purpose of the selection process is to secure these candidates who have the highest potential
for developing into good policemen. The process involves two basic functions. The first function is to
measure each candidate’s qualifications against whose ideal qualification that are established chiefly
through job analysis. The second function, because of the comparative nature of the merit system, is to rank
they candidates relatively on the basis of their qualifications.

The Screening Procedures

Preliminary Interview – the applicant shall be interviewed personality by the personnel officer. If the
applicant qualities with respect to the requirements of citizenship, education and age, he shall be required to
present the following:]
1. Letter of application if none has been submitted
2. An information sheet
3. A copy of his picture (passport size)
4. Birth Certificate
5. Transcript of scholastic records and/or diploma
6. Fingerprint card, properly accomplished
7. Clearance papers from the local police department PNP provincial headquarters, city or municipal
court and city or provincial prosecutor’s office and his hometown police department, NBI, and
others that may be required.

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

Medical Standard for Police Candidates

1. General Appearance – the applicant must be free from any marked deformity, from all parasite or
systematic skin disease, and from evidence of intemperance in the use of stimulants or drugs. The body
must be well proportioned, of good muscular development, and show careful attention to personal
cleanliness: Obesity, muscular weakness or poor physique must be rejected. Girth of abdomen should not
be more than the measurement of chest at rest.
2. Nose, Mouth and Teeth – Obstruction to free breathing, chronic cataract, or very offensive breath
must be rejected. The mouth must be free from deformities in conditions that interfere with distinct speech
or that pre-dispose to disease of the car, nose or throat. There shall be no disease or hypertrophy of tonsil or
thyroid enlargement. Teeth must be cleaned, well cared for and free from multiple cavities. Missing teeth
may be supplied by crown or bridge work, where site of teeth makes this impossible, rubber denture will be
accepted. At least twenty natural teeth must be present.
3. Genitals – must be free from deformities and from varicole, hyrocole, and enlargement of the
testicles, stricture of urine. Retained testicles or strophy is rejected. Any acute and all venereal diseases of
these organs must be rejected.
4. Varicose Veins – a marked tendency to their formation must be rejected.
5. Arms, Legs, Hands and Feet – must be free from infection of the joints, sprains, stiffness or other
conditions, such as flat foot, long nails or hammer toes which would prevent the proper and easy
performance of duty. First (index) second (middle), and third (ring) fingers and thumb must be present in
their entirely. The toe must be the same.
 6. Eyes – the applicant must be free from color blindness, and be able to read with each eye, chronic
inflammation of the lids, or permanent abnormalities of either eye must be rejected, 20/20 or 20/30 in one
eye, with binocular vision of 20/30.
7. Respiration – must be full, easy, regular, the respiratory murmur must be clear and distinct over
the lungs and no disease of the respiratory organ is present.
8. Circulation – The action of the heart must be uniform, free and steady, it’s maximum 135; diastolic
90; pulse pressure 15 to 50. Brain and nervous system must be free from defects.
9. Kidneys – must be healthy and urine normal.
Character and Background Investigation – the screening Committee shall cause a confidential
investigation of the character and from among various sources.
Psychological and/or Neuro- Psychiatric Test – in order to exclude applicant who are emotionally or
temperamentally unstable, psychotic, or suffering from any mental disorder, the applicant shall take a
psychological and/or neuro-psychiatric test to be administered by the NBI, the PNP, or other duly recognized
institution offering such test after he has qualified and met all the requirements above.
The oral Interview – the Screening Committee shall interview the qualified applicants for suitability for
police work. The interview shall aid in determining appearance, likeness, affability, attitude toward work,
outside interest, forcefulness, conversational ability, and disagreeable mannerism.

POLICE APPOINTMENT
Any applicant who meets the general qualifications for appointment to police service and who
passes the tests required in the screening procedures, shall be recommended for initial appointment and
shall be classified as follows.
Temporary – if the applicant passes through the waiver program as provided in under R.A. 8551.
Probationary – if the applicant passes through the regular screening procedures.
Permanent – if the applicant able to finish the required field training program for permanency.

Appointment in the PNP shall be affected in the following manner:

A. PO1 to SPO 4 – Appointed by the PNP Regional Director for regional personnel or by the Chief of the PNP
for National Head Quarter’s personnel and attested by the Civil Service Commission (CSC).

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

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

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

Waiver for Appointment

Waivers for initial appointment to the police services shall be governed by Section 15 of Republic
Act 8551, IRR.

Appointment by Lateral Entry

In general, all original appointments of Commissioned Officers (CO) in the PNP shall commenced
with the rank of inspector to include those with highly technical qualifications applying for the PNP technical
services, such as dentist, optometrist, nurses, engineers, and graduates of forensic sciences. Doctors of
Medicine, members of the Bar and Chaplains shall be appointed to the rank of Senior Inspector in their
particular technical services. Graduates of the PNPA shall be automatically appointed to the initial rank of
Inspector. Licensed Criminologist may be appointed to the rank of Inspector to fill up any vacancy.

POLICE TRAINING
The Need for Police Training
Organized training is the means by which officers are provided with the knowledge and the skills
required in the performance of their multiple, complex duties. In order that the recruit officer may commence
his career with a sound foundation of police knowledge and techniques, it is most important that the
entrance level training he soundly conceived, carefully organized and well-presented.
Training and the Changes in Police Works
During the past decades tremendous changes in police work have occurred. Advances in
technology of communications and equipment, public relations and employee relations as well as total
evolution in the whole social structure have made a law enforcement work more complex and difficult to
pursue. The ordinary officer must be briefed and oriented on new changes and developments that affects his
job and the recruit must be given a new solid foundation contemporary with the needs of the time.
Policemen do not stay trained. If they do not forget what they have learned, it is continually made absolute
by improved technology and social changes, and requires frequent renewal to keep it current and useful.

Standard for Police Training

The major portion of a training program should be functional. This means that the controlling
purpose of the program should be to bring about improvement in the performance of the duties of law
enforcement officers. When a program is functional in character, it is directed toward:
1. Providing information in the performance of duty, or in meeting responsibilities.
2. Developing ability to perform duties.
3. Developing and maintaining high morale.
4. Developing ability to think clearly and to exercise sound judgment in the performance of duties.
All training programs operated by law enforcement agencies should limit their enrolment to law
enforcement officers. Training courses should be set-up, prescribed units of instructions, and arranged a
time schedule. Practical recruit training subsequent to employment should be provided.
Instructors of police training should be qualified in at least five particulars, as follows:
1. Knowledgeable of the job based upon successful experience.
2. Sufficient general education to meet instructional demands.
3. Ability to apply well training methods in instructional work.
4. Such personal characteristics are as important for instructors.
5. Employment states law enforcement officers or other satisfactory official status.
Working conditions affecting the training program should be sufficiently favorably to make it
possible to do a satisfactory job. Some of the more important conditions, which can do varied widely to meet
local conditions, include:
1. Time schedules: times of day, length of periods.
2. Frequency of class meeting.
3. Classroom facilities.
4. Equipment and supplies.
5. Requirements concerning attendance.
Phases of Police Training
1. Induction training of recruits who have been selected on the basis of intelligence and aptitude for
police work.
2. Contamination training of recruits who have been selected on the basis of intelligence and aptitude
for police work.
 3. Refresher and advanced training of experienced police officers, including presentation of new
methods in such aspects as traffic control, juvenile delinquency, or investigation.
4. Training of command officers in supervision, departmental objectives, and administration.

Pre- and – post employment university training.

Responsibility of Training
The training of police officers shall be the responsibility of the PNP in coordination with the
Philippine Public Safety College (PPSC) which shall be the premier educational institution for the training of
human resources in the field of law enforcement (PNP, BFP, BJMP) subject to the supervision of the
NAPOLCOM.

Types of Police Training Programs

The following are the training programs in the police service:
1. Basic Recruit Training
2. Field Training
3. In- Service Training programs
4. Department In-service training programs
5. National and international Conventions on Policing

The Basic Recruit Training – the most basic of all police training. It is a prerequisite for permanency of
appointment.
The Basic Recruit Training shall be in accordance with the programs of instructional prescribed by
the PPSC and the NAPOLCOM subject to modifications to suit local conditions. This course is conducted
within not less than six (6) months. A training week shall normally consist of 40 hours of scheduled
instructions.
It also consists of theoretical and practical instructions, which includes but not limited to the
following:
1. Origin and Nature of Police Work
2. General Police Responsibilities
3. Criminal Law and Procedures
4. Police Laws, Rules and Regulations, and Ordinances
5. Police Methods and Procedures
6. Criminal Investigation Techniques
7. Scientific Aids
8. Public Relations and Civil Actions
9. Police Ethics, Police Weapons, Self-defense
10. Other related subjects in law enforcement
Full time attendance in the Basic Recruit Training – Attendance to this type of training is full time basis.
However, in cases of emergency, recruits maybe required to render service upon certification of the
Regional Director or the City or Municipal Chief of Police the necessity of such service.
Completion and Certification of Training – After the Basic Recruit Training, the Regional Director shall
certify that the police recruits have completed the training and has satisfied all the requirements for police
service.
The PNP Field Training – is the process by which an individual police officer who is recruited into the
service receives formal instruction on the job for special and defined purposes and perform actual job
functions with periodic appraisal on his performance and progress.
Under R.A. 8551, all uniformed members of the PNP shall undergo a field-training program involving
actual experience and assignment in patrol, traffic and investigation as a requirement for permanency of
their appointment. The program shall be for twelve (12) months inclusive of the Basic Recruit Training
Course for non-officers and the Officer Orientation Course or Officer basic Course for officers. (Section 20,
RA 8551- IRR)
The In-Service Training Programs
1. Junior Leadership Training – for PO1 to PO3
2. Senior Leadership Training – for SPO1 to SPO4
3. Police Basic Course (PBC) preparatory for OBC – for senior police officer
4. Officers Basic Course (OBC) – for Inspectors to Chief Inspectors
5. Officers Advance Course (OAC) – for Chief Inspector to Sr. Superintendent
6. Officer Senior Educational Course (OSEC) – Superintendent and above
7. Directorial Staff Course (DSC) – for directors and above
The Department Training Programs – as often as practicable and as the need arises, all members of the
police department shall undergo appropriate department in-service training which includes the following:
1. Roll-Call Training – instructional courses of several hours as day concerning departmental
activities.
2. Supervisory development, Specialized or Technical Training – Seminars or special sessions on
criminal investigation, traffic control, drug control, etc.
3. Training conducted by other law enforcement units or agencies.

POLICE APPRAISAL
Appraisal refers to the process of measuring the performance of people in achieving goals and
objectives. It is also known as “performance evaluation system”.
Purposes of Police Appraisal
1. It serves as guide for promotion, salary increase, retirement, and disciplinary actions.
2. It increases productivity and efficiency of police works.
3. It assimilates supervision.
4. It informs the officer of the quality of his work for improvements.
Uses of Police Appraisal
Police appraisal can be useful for personal decision-making in the following areas:
1. Eligibility to be hired
2. Salary adjustments
3. Determining potential for promotion
4. Evaluation of probationary officers
5. Identification of training needs
6. Isolating supervisory weaknesses
7. Validating selection techniques
8. Reduction in ranks (demotion)
9. Dismissal from service and other disciplinary actions
Factors used in Police Appraisal
1. Observation of work hours
2. Attendance
3. Appearance
4. Compliance with rules
5. Safety practices
6. Public Contacts and Relations
7. Knowledge of work
8. Work judgment
9. Planning and organizing
10. Leadership
11. Quality of work
12. Acceptance and directions of responsibility
 13. Effectiveness under stress
14. Care and operations of equipment
15. Work coordination
16. Initiative
17. Supervisory skills
18. Other

PNP Appraisal System

The performance Evaluation in the police service is the responsibility of the NAPOLCOM, which
shall issue the necessary rules and regulation for the orderly administration of the appraisal process. Such
performance evaluation shall be administered in a manner as to foster the improvement of every individual
police efficiency and behavioral discipline as well as the promotion of the organization’s effectiveness.
The rating system shall be based on the standards set by the NOPOLCOM and shall consider results
of annual physical, psychological and neuro-psychiatric examinations.

POLICE PROMOTION
Promotion is a system of increasing the rank of a member of the police service. It has following
objectives:
1. To invest a member of the police force with the degree of authority necessary for the effective
execution of police duties.
2. To place the police officer in a position of increased responsibility where he can make full use of his
capabilities.
3. To provide and promote incentives, thus motivating greater efforts of all members of the police
force, which will gradually improve efficiency in police works.
Under the law, the NAPOLCOM shall establish a system of promotion for uniformed and non-uniformed
members of the PNP, which shall be based on:
1. Merit – includes length of service in the present rank, and qualification.
2. Seniority
3. Availability of vacant position.
The promotion shall be gender fair which means women in the PNP shall enjoy equal opportunity for
promotion as that of men.
Preferences for Promotion
1. Appropriate Eligibility – Whenever two or more persons who are next in rank, preference shall be
given to the person who is the most competent and qualified and who has the appropriate
eligibility.
2. Competency and Vacancy – When competency, qualification, and eligibility are equal, preference
shall be given to the qualified member in the organizational unit6 where the vacancy occurs.
3. Seniority – When all the foregoing conditions have been taken into account, and still the members
in the next rank have the same merit and qualification, preference shall be given to the most
senior officer.
Factors in Selection for Promotion
1. Efficiency of Performance – as an aid to fair appraisal of the candidates’ proficiency, the performance-
rating period shall be considered. Provided, that in no instance shall a candidate be considered for
promotion unless he had obtained a rating of at least “satisfactory”.
2. Education and Training – educational background which includes completion of in-service training
courses, academic studies, training grants and the like.
3. Experience and Outstanding Accomplishment – this includes occupational history, work experience
and other accomplishment worthy of commendation.
 4. Physical Character and Personality – the factors of physical fitness and capacity as well as attitude
and personality traits in so far as they bear on the nature of the rank and/or position to be filled. This
means that the candidate should have no derogatory records which might affect integrity, morality
and conduct.
5. Leadership Potential – the capacity and ability to perform the duties required in the new or higher
position and good qualities for leadership.
Kinds of Police Promotion
1. Regular Promotion – Regular promotion shall be based on the following requirements:
a. He or she has successfully passed the corresponding promotional examination given by
the NAPOLCOM;
b. Passed the Bar or corresponding Board examination for technical services and other
professions;
c. Satisfactory completion of the appropriate accredited course in the PPSC or equivalent
training institutions;
d. Passed the Psychiatric, Psychological, and Drug test; and
e. Cleared by the People’s Law Enforcement Board (PLEB) and the Office of the Ombudsman
for any complaints against him/her.
2. Promotion by Virtue of Exhibited Acts (Special Promotion)
Any uniformed member of the PNP who has exhibited acts of conspicuous courage and gallantry at
the risk of his or her life above and beyond the call of duty, shall be promoted to the next higher rank.
Provided, that such act shall be validated by the NAPOLCOM based on established criteria.
3. Promotion by Virtue of Position
Any PNP member designated to any key position whose rank is lower than that which is required for
such position shall, after six (6) months of occupying the same, be entitled to a promotion, subject to the
availability of vacant positions. Provided, that the member shall not be reassigned to a position calling
for a higher rank until after two (2) years from the date of such promotion. Provided, further, that any
member designated to the position who does not posses the established minimum qualifications thereof
shall occupy the same for not more than six (6) months without extension. (Section 34, RA 8551 – IRR).

POLICE ASSIGNMENT
Police assignment is the process of designating o police officer at a particular function, duty or
responsibility.
Purpose of Police Assignment
The purpose of police assignment is to ensure systematic and effective utilization of all the
members of the force.
Power to make designation or assignment
The Chief of PNP (CPNP), Regional Director (RD), Provincial Director (PD), and the City or Municipal
Chief of Police (COP) can make designation or assignment of the police force within their respective levels.
They have the power to make designations or assignments as to who among the police officers shall head
and constitute various offices and units of the police organization.
The assignment of the members of the local police agency shall be in conformity with the career
development program especially during the probationary period. Thereafter, shall be guided by the principle
of placing the right man in the right job after proper classification has been made.
Criteria in Police Assignment
1. Those possessing the general qualifications for police duties without technical skills may be
assigned to positions where any personnel can acquire proficiency within considerably short period
of time.
2. Those possessing skills acquired by previous related experiences should be assigned to the
corresponding positions.
 3. Those possessing highly technical skills with adequate experience and duly supported by
authoritative basis shall be given preferential assignment to the corresponding positions, which call
for highly technical trained police officers. (Misassignment of personnel falling under this criteria
constitute a serious neglect of duty of the C/PNP, RD, or the COP, in the exercise of his
administrative function.
4. Those selected to undergo further studies in specialized course shall be chosen solely on the basis
of ability, professional preparation and aptitude.
5. Qualifications of the police officers shall be examined annually to ascertain newly acquired skills,
specialties, and proficiencies.
6. Those with physical limitation incurred while in the performance of duties should be assigned where
they can be best used in accordance with the requirements of the force.
7. Assignments and reassignments of the police officers from one unit to another shall be the
prerogative of the authority.
8. To give well rounded training and experience to police recruits, tour of duties in various
assignments during the probationary period shall be in accordance with Republic Act 8551.

POLICE SALARIES, BENEFITS, AND PRIVILEGES

On Salary
The uniformed members of the PNP are considered employees of the National Government and
draw their salaries therefrom. They have the same salary grade that of a public school teacher. Police
Officers assigned in Metropolitan Manila, chartered cities, and first class municipalities may be paid with
financial incentives by the local government unit concerned subject to the availability of funds.
On Benefits and Privileges
1. Incentives and Awards
The NAPOLCOM shall promulgate standards on incentives and award system in the PNP administered
by the Board of Incentives and Awards. Awards may be in the forms of decorations, service medals and
citation badges or in monetary considerations. The following are examples of authorized
Decorations/medals/citation:
a. Police Medal of Valor
b. Police Medal of Merit
c. Wounded Police Medal
d. Police Efficiency Medal
e. Police Service Medal]
f. Police Unit Citation Badge
Posthumous Award – in case a police officer dies.
2. Health and Welfare
The NAPOLCOM is mandated to provide assistance in developing health and welfare programs for
police personnel. All heads of the PNP in their respective level are responsible to initiate proper steps to
create a good atmosphere to a superior-subordinate relationship and improvement of personnel morale
through appropriate welfare programs.
3. Longevity Pay and Allowances
Under Republic Act 6975, PNP personnel are entitled to a longevity pay of 10% of their basic
monthly salaries for every five years of service. However, the totality of such longevity pay does not exceed
50% of the basic pay.
They shall also enjoy the following allowances:
a. Subsistence allowance
b. Quarter’s allowance
c. Clothing allowance
d. Cost of living allowance
e. Hazard pay
f. Other
 4. Retirement Benefit
Monthly retirement pay shall be fifty percent (50%) of the base pay and longevity pay of the retired
grade in case of twenty (20) years of active service, increasing by two an one-half percent (2.5%) for every
year of active service rendered beyond twenty (20) years to a maximum of ninety percent (90%) for thirty-six
(36) years of service and over: Provided, that the uniformed member shall have the option to receive in
advance and in lump sum his or her retirement pay for the first five (5) years. Provided, further, that payment
of the retirement benefits in lump sum shall be made within six (6) months from effectivity date of
retirements and/or completion. Provided, finally, that the retirement pay of PNP members shall be subject to
adjustments based on the prevailing scale of base pay of police personnel in the active service. (Section 36,
RA 8551 – IRR).
5. Permanent Physical Disability Pay
A PNP member who is permanently and totally disabled as a result of injuries suffered or sickness
contracted in the performance of duty as certified by the NAPOLCOM, upon finding and certification by the
appropriate medical officer, that the extent of the disability or sickness renders such members unfit or
unable to further extent of the duties of his or her position, shall be entitled to a gratuity equivalent to one
year salary and to a lifetime pension equivalent to eighty percent (80%) of his or her last salary, in addition to
other benefits as provided under existing laws.
Should such member who has been retired under permanent total disability under this section die
within five (5) years from his retirement, his surviving legal spouse or, if there be none, the surviving
dependent legitimate children shall be entitled to the pension for the remainder of the five (5) year
guaranteed period. (Section 37, RA 8551 – IRR).
6. Early Retirement Benefit
A PNP member of his or her own request and with the approval of the NAPOLCOM, retire from the
service shall be paid separation benefit corresponding to a position two ranks higher that his present rank
provided that officer or non-officer has accumulated at least 20 years of service.

POLICE INSPECTION
The purpose of police inspection is to ascertain the standard policies and procedures, review and
analyze the performance, activities and facilities affecting operations and to look into the morale, needs and
general efficiency of the police organization inn maintain law and order.
Type of Police Inspection
1. Authoritative Inspection – those conducted by the head of subordinate units in a regular basis.
2. Staff Inspection – those conducted by the staff for and in behalf of the Chief PNP or superior officers
in command of various units or departments.
Nature of Police Inspection
1. Internal Affairs – inspection on internal affairs embraces administration, training, operation,
intelligence, investigation, morale and discipline as well as the financial condition of the police
organization.
2. External Affairs – it embraces the community relationship of the organization, the crime3 and vice
situation of the locality, and the prevailing public opinion concerned the integrity and reputation of
the personnel.

Authority to Inspect
In the PNP, the following are the authority to conduct inspection:
1. NAPOLCOM or its representative
2. PNP Chief or his designated representative
3. PNP Director for Personnel or his representative
4. PNP Regional Director of his representative
5. City/ Municipal Chief of Police or his representative
 6. Internal Affairs Service (IAS under RA 8551)
The inspecting officer/s shall examine, audit, inspect police agencies in accordance with existing
standards and with the following objectives:
1. To take note or discover defects and irregularities
2. Top effect correction on minor defect being discovered
3. To bring to the attention of and recommend to the concerned officers for appropriate
actions on defect noted.
Where the irregularity noted during inspection is serious as to warrant administrative charges
against a police officer, the inspecting officer shall immediately file the necessary change or changes before
the appropriate disciplinary action offices.

POLICE DISCIPLINARY MECHANISM

Aside from higher police management levels that can impose disciplinary actions against
subordinate, the following also serves as disciplinary mechanism in the police service.
Administrative Disciplinary Powers of the Local Chief executive (LCE) – The City and municipal Mayors
shall have the power to impose, after due notice and summary hearing, disciplinary penalties for minor
offenses committed by members of the PNP assigned to their respective jurisdictions as provided in Section
41 of Republic Act No. 6975, as amended by Section 52 of Republic Act No. 8551.
PLEB – the PLEB (People’s Law Enforcement Board) is the central receiving entity for any citizen’s
complaint against PNP members. As such, every citizens complaint, regardless of the imposable penalty for
the offense alleged, shall be filed with the PLEB of the city or municipality where the offense where the
offense was allegedly committed. Upon receipt and docketing of the complaint, the PLEB shall immediately
determine whether the offense alleged therein is grave, less grave or minor.

Administrative Offenses that may by imposed against a PNP Member.

The following are the offense for which a member of the PNP may be changed administratively:
1. Neglect of duty or nonfeasance – it is the omission or refusal, without sufficient excuse, to perform an act or duty,
which it was the peace officer’s legal obligation to perform; it implies a duty as well as its breach and the fast can never be found
in the absence of a duty.
2. Irregularities in the performance of duty – it is the improper performance of some act, which might lawfully be
done.
3. Misconduct or Malfeasance – it is the doing, either through ignorance, inattention or malice, of that which the
officer had no legal right to do at all, as where he acts without any authority whatsoever, or exceeds, ignores or abuses his
powers.
4. Incompetency – it is the manifest lack of adequate ability and fitness for the satisfactory performance of policies
duties. This has references to any physical, moral or intellectual quality the lack of which substantially incapacitates one to
perform the duties of peace officer.
5. Oppression – it imports an act of cruelty, severity, unlawful exaction, domination, or intellectual quality the lack of
which substantially incapacitates ones to perform the duties of a peace officer.
6. Dishonesty – it is the concealment or distortion of truth in a matter of fact relevant to one’s office, or connected with
the performance of his duties.
7. Disloyalty to the Government – It consist of abandonment or renunciation of one’s loyalty to the Government of
the Philippines, or advocating the overthrow of the government.
8. Violation of Law – this presupposes conviction in court of any crime or offense penalized under the Revised Penal
Code or any special law or ordinance.

ISSUES AND PROBLEMS IN POLICE PERSONNEL MANAGEMENT

On Police recruitment
1. Political and military intervention pressures on appointment of non-eligible.
2. Applicants with recommendation of local executives and other influential persons.
3. Irregularities in recruitment.
4. PNP manpower shortage is not solved by the current system of recruitment and promotion.
5. Apparent difficulty in the recruitment of eligible PNP applicants.
6. No information extended to lower commands on recruitment quota given by region.
On Police Appointment
1. Anomalies related to the non-existing PNP personnel (ghost).
2. Approval of different kinds of waivers in spite of the basic qualifications standards to be observed.
3. PNP members who are still on temporary status due to the lack of qualification.
On Promotion
1. High percentage of police stations in the country is headed by non-officers.
2. Promotion of PNP members who are non-degree holder.
3. Promotion quota not made known to the local police/station level.
On Police Assignment
1. Some former Philippine Constabulary (PC) officers are still assigned as station commander, which disregard
police policies.
2. Mayors insists on their recommendees in cases of re-assignment or transfer of PNP members.
3. Many PNP members are still assigned to VIP security among politicians.
4. Confusing opinions on why senior PNP members refuse assignment to the different positions in the
national/regional directorial staff and that at the Provincial Headquarters Command. Information dissemination on
vacant position in the directorial staff is not adequate.
5. No clear-cut policy on career development and/or uniform implementation of aide policy.
6. Clarification of the personnel assignment status of PNP members on detail services at District/Provincial/ Regional
and National Office.
On Police Discipline
1. Many Chiefs of Police are lax in enforcing discipline in their respective offices.
2. Non-wearing of uniform during tour or duty.
3. Those sent in training are considered undesirables.
4. Absent without official leaves (AWOL) members even avail reinstatements after they have been from abroad.
5. Lack of standard course of action against AWOL PNP members.
On Police Retirement
1. Delay in the issuance of retirement orders/or processing retirement claims.
2. PNP non-officers retiring under the GSIS pension system do not receive such pensions until reaching age 60.
On Police Salaries and Allowances
1. Non – implementation of the increased quarters, clothing and hazardous duty pay in accordance with
NAPOLCOM MC No. 89-001.
2. Non-implementation of full grant of longevity pays.
On Police Records Management
1. No complete, organized or updated system on personnel records management due to turnovers of PNP personnel
in change of the records.
2. Records of transferred personnel get lost or misplaced resulting in personnel status problem relative to promotion,
assignment, retirement, benefit, claims.
3. Lack of computer equipment for updating police records.
On Manpower Distribution
1. Confusion on assignment to administrative duties with that of operations.
2. Vague meaning of the term “Consultation” when mayors are consulted in the assignment or reassignment of
personnel.
3. Policemen with administrative cases pending with NAPOLCOM hearing officers are transferred to other
assignments.
4. Lack of balance in manpower distribution as observed in the lower commands.
On Personnel Documentation
1. Personnel Data Sheet of PNP members remains uncompleted.
On Police Training and Education
1. Inadequate training personnel, living quarters for trainees, office equipment, services vehicles, training
ammunitions, books and other reading materials.
2. Low pay rates and allowances of training staff or instructors.
3. Lack of regular instructors.
4. Hazardous duty pay is deducted while PNP member is on training. This is one of the reasons why some refuse to
go on training.
5. Some training schools are focused on militaristic training rather that police training.
6. Some training course are not conducted due to insufficient number of trainees.
On Police Welfare and Benefits
1. Too many documents required for processing of claims.
2. Centralized processing and payment of benefit claims.
3. Lack of information on requirements for payments of benefit claims.
4. Additional benefit for PNP members killed in action.
5. Lack of information dissemination of PNP welfare benefits. (Some PNP members are not aware that they get
benefit both from the GSIS and NAPOLCOM).
6. Scholarship for children of PNPA graduates.
On Police Logistics
1. Lack of firearms.
2. Defective side arms and ammunitions.
3. Insufficient load of ammunition.
4. Lack of radio equipment in many stations.
5. Inadequate issuance and repair of office equipment, like typewriters and steel cabinets.
6. Lack of patrol vehicles.
7. Motorized watercraft for coastal and island municipalities and horses for mountain areas are not provided.
8. Poor logistics management in many police stations resulting in improper maintenance of building, grounds,
equipment, vehicles, etc.
9. Lack of transport and communication support for police visibility.
On Comptrollership
1. Lack of police budget.
2. Delays in the payment of longevity and hazardous duty pay.
3. Lack of implementation on payment of salary differentials of PNP members under the progressive promotion plan.
4. Poor budget preparation of station commanders due to lack of knowledge on how to prepare them.
5. Difficulty in the liquidation of allotment by station commanders due to lack of knowledge in the preparation of
audits.
6. Unequal allotment to the same problems in different regions due to defective programming and prioritizations.
7. No dissemination of Fiscal Directive Form C-6.
8. Problems concerning servicing banks at the Regional/ Provincial Level.
9. Problems on “ghost” employees.
On the Disciplinary Machinery
1. Delay in investigation and adjudication of administrative cases.
2. Failures in the preliminary inquiry in administrative cases.
3. Summary dismissal cases resolved without due process.
4. Exercise of Station Commanders of summary disciplinary powers.
5. Vague proper authority that can demote PNP members.
6. Some cases investigated are neither supported y evidence, not subscribed and sworn to in accordance with law.
7. Policies on court martial procedures which are detrimental to civilian complainants and witnesses.
8. Role of Ombudsman in criminal or administrative cases against PNP members.
9. Rule 7, Section 9 PNP rules and Regulation (Table of Punishments) is not strictly observed.
10. No standard penalties for particular offenses. No standard classification of offense (Grave misconduct, etc.)
On the Program of Action
1. Numerous programs and activities line up since 1990, hence difficulty in accomplishing the.
2. Lack of community participation in the implementation of police programs.
3. Lack of planning in making of programs and activities in the police