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POLICE ADMINISTRATION & MANAGEMENT
CONCEPTS
The setting below shows that management is related with administration in an organizational environment. Management pertains to the utilization of available resources in an organization while administration refers to the processes used. The organization with management and administration is directed towards the achievement of goals and objectives**. Goals** are broad statements of general and long-term organizational purposes often used to define the role of the police, for instance, to prevent crime, maintain order or help solve community problems. Objectives are specific short-term statements consistent with an organization9s goal.
Both goals and objectives are important because they help to identify the expectations of what the police are doing and how productively (efficient and effective) they perform.
Police Productivity and Managerial Performance
An effective police manager must be concerned with the productivity of police work teams and their members. Productivity means the summary of measures of the quantity and quality of police work performance achieved with resource utilization considered.
Good police managers establish and support the conditions needed to ensure high productivity for themselves, for individual contributors, for their work units, and for the organization as a whole. This involves a commitment to the accomplishment of two different but complimentary, police performance outcomes:
▪ Police Effectiveness - measures whether or not important task goals are being attained ▪ Police Efficiency - measures how well resources are being utilized.
The formula illustrates that one outcome is not enough; achieving high productivity requires both performance effectiveness and efficiency.
POLICE MANAGEMENT PROCESSES
The management process involves Planning – Organizing – Leading – Controlling the use of organizational resources to achieve high performance results.
Planning 3 is the process of setting performance objectives and identifying the actions needed to accomplish them.
Organizing 3 is the process of dividing the work to be done and coordinating results to achieve a desired purpose.
Leading 3 is the process of directing and coordinating the work efforts of other people to help them accomplish an important task.
Controlling 3 is the process of monitoring performance, comparing results to objectives and taking corrective action as necessary.
Police Managerial Activities and Roles
Interpersonal Roles 3 working directly with other people ▪ Figurehead 3 hosting and attending official ceremonies ▪ Leadership 3 creating enthusiasm and serving peoples 9 needs ▪ Liaison 3 maintaining contacts with important people and groups
Informational Roles 3 exchange information with other people ▪ Monitor 3 seeking out relevant information ▪ Disseminator 3 sharing information with insiders ▪ Spokesperson 3 sharing information with outsiders
Decisional Roles 3 make decisions that affect other people ▪ Entrepreneur 3 seeking problems to solve and opportunities to explore ▪ Disturbance handler 3 helping to resolve conflicts ▪ Resource Allocator 3 allocating resources to various uses ▪ Negotiator 3 negotiating with other parties
ORIGIN OF THE WORD <POLICE= POLITEIA – Greek word which means government of the city POLITIA 3 Roman word which means condition of the State or Government POLICE 3 French word which was later adopted by the English language.
ORGANIZATION defined
It is a form of human association for the attainment of a goal or objective. It is the process of identifying and grouping the work to be performed, defining and delegating responsibility and authority establishing relationships for the purpose of enabling people work effectively.
POLICE ORGANIZATION defined
Police organization is a group of trained personnel in the field of public safety administration engaged in the achievement of goals and objectives that promotes the maintenance of peace and order, protection of life and property, enforcement of the laws and the prevention of crimes.
The organization of the police force commonly requires the following organizational units:
Functional Units
1. Bureau 3 the largest organic functional unit within a large department. It comprises of numbers of divisions. 2. Division 3 a primary subdivision of a bureau. 3. Section 3 functional unit within a division that is necessary for specialization. 4. Unit 3 functional group within a section; or the smallest functional group within an organization.
Territorial Units
1. Post 3 a fixed point or location to which an officer is assigned for duty, such as a designated desk
Performance Effectiveness + Performance Efficiency
= High Productivity
POLICE ORGANIZATION AND
ADMINISTRATION
WITH POLICE PLANNING (LEA 1)
or office or an intersection or cross walk from traffic duty. It is a spot location for general guard duty. 2. Route 3 a length of streets designated for patrol purposes. It is also called LINE BEAT. 3. Beat 3 An area assigned for patrol purposes whether foot or motorized. 4. Sector 3 An area containing two or more beats, routes, or posts. 5. District 3 a geographical subdivision of a city for patrol purposes usually with its own station. 6. Area 3 a section or territorial division of a large city each comprised of designated districts.
Key Terminologies
1. Sworn Officers 3 all personnel of the police department who have oath and possess the power to arrest. 2. Superior Officer - one having supervisory responsibilities either temporarily or permanently, over officers of lower rank. 3. Commanding Officer - an officer who is in command of the department, a bureau, a division, an area, or a district. 4. Ranking Officer 3 an officer is more senior in rank/higher in rank in a team or group. 5. Length of Service - the period of time that has elapsed since the oath of office was administered. Previous active services may be included or added. 6. On Duty - the period when an officer is actively engaged in the performance of his duty. 7. Off Duty - the nature of which the police officer is free from specific routine duty. 8. Special Duty - the police service, its nature, which requires that the officer be excused from the performance of his active regular duty. 9. Leave of Absence 3 the period which an officer is excused from active duty due to any valid/acceptable reason and the same has been approved by a higher authority. 10. Sick Leave - period which an officer is excused from active duty by reason of illness or injury. 11. Suspension - a consequence of an act which temporarily deprives an officer from the privilege of performing his duties as a result of violating directives or other department regulations. 12. Department Rules - rules established by department directors/supervisors to control the conduct of the members of the police force. 13. Duty Manual - describes the procedures and defines the duties of officers assigned to specified post or position. 14. Order - an instruction given by a ranking officer to a subordinate, either (a) General Order; (b) Special; or (c) Personal 15. Report - usually a written communication unless otherwise specifies to be verbal reports; verbal reports should be confirmed by written communication.
Types of Police Organizational Structures
Line Organization
The straight-line organization, often called the individual, military or departmental type of organization, is the simplest and perhaps the oldest type but it is seldom encountered. Its channels of authority and responsibility extends in a direct line from top to bottom within the structures, authority is definite and absolute.
While the line type of organization has many advantages, it also has some inherent weaknesses which, for many organizations, make its use impractical. Perhaps its greatest advantage is that, it is utterly simple. It involves a division of the work into units of eighth persons with a person in charge who has
complete control and who can be hold directly responsible or accountable for results, or lack of them.
Functional Organization
The functional organization in its pure form is rarely found in present day organizations, except at or near the top of the very large organizations. Unlike the line type of structure, those establishments organized on a functional basis violate the prime rule that men perform best when they have but one superior. The functional responsibility of each <functional manager= is limited to the particular activity over which he has control, regardless of who performs the function.
Line and Staff Organization
The Line and Staff organization is a combination of the line and functional types. It combines staff specialist such as the criminalists, the training officers, the research and development specialists, etc. Channels of responsibility are to <think and provide expertise= for the line units. The line supervisor must remember that he obtains advice from the staff specialists.
In normal operations, the staff supervisor has line commands but with recognized limitations such as coordination between line and staff personnel which can be achieved without undue friction. Failure to recognize these line and staff relationship is the greatest and most frequent source of friction and a barrier to effective coordination. The advantage of this kind would be - it combines staff specialist or units with line organization so that service of knowledge can be provided line personnel by specialist.
Classification of Line, Staff, and Auxiliary Function Whatever their method of grouping internal activities, all bureaucratic agencies segregate the function of line, staff, and auxiliary personnel. The reasons for this tripartite classification are best explained by examining each of the functions.
Line Functions: Line functions are the <backbone= of the police department; they include such operations as patrol, criminal investigation, and traffic control, as well as supervision of the personnel performing those operations. Line functions are carried out but <line members,= including the patrol officer, the detective, the sergeant, the lieutenant, the captain, and the chief of police. Line members are responsible for:
- Carrying out the major purposes of the police department.
- Delivering the services provided by the department.
- Dealing directly with the department9s clientele.
- Making final decisions with respect to the activities they perform.
Staff Functions: Staff functions are those operations designed to support the line functions. Staff members are necessarily advisors who are typically assigned to planning, research, legal advice, budgeting, and educational services. Staff members are often civilians with specialized training who serve within the department but do not deal with daily operations on the street. Their main function is to study police policies and practices and to offer proposals to the chief executive of the department. Staff personnel tend to be:
- Highly specialized.
- Involved in an advisory capacity
- Detached from the public
- Not directly responsible for the decisions made by department executive.
Every formal police organization whether small or large are governed by the following principles:
1. Principle of Unity of Objectives - an organization is effective if it enables the individuals to contribute to the organization9s objectives.
2. Principle of Organizational Efficiency 3 organization structure is effective if it is structured in such a way to aid the accomplishment of the organization9s objectives with a minimum cost.
3. Scalar Principle 3 shows the vertical hierarchy of the organization which defines an unbroken chain of units from top to bottom describing explicitly the flow of authority. The scalar principles are:
a. Line of Authority and Chain of Command
- This principle of organization suggests that communications should ordinarily go upward through established channels in the hierarchy. Diverting orders, directives, or reports around a level of command usually has disastrous effects on efficiency of the organization. b. The Span of Control of a supervisor over personnel or units shall not mean more than what he can effectively direct and coordinate. In span of control, levels of authority shall be kept to a minimum. c. The Delegation of authority shall carry with it a commensurate authority and the person to whom the authority is delegated shall be held accountable therefore. It implies that delegation must carry with its appropriate responsibility. d. The Unity of Command - explains that subordinates should only be under the control of one superior.
4. Functional Principle 3 refers to division of work according to type, place, time and specialization.
5. Line and Staff 3 implies that a system of varied functions arranged into a workable pattern. The line organization is responsible for the direct accomplishment of the objectives while the staff is responsible for support, advisory or facilitative capacity.
6. Principle of Balance 3 states that the application of principles must be balanced to ensure the effectiveness of the structure in meeting organization9s objectives.
7. Principle of Delegation by Results 3 states that authority delegated should be adequate to ensure the ability to accomplish expected results.
8. Principles of Absoluteness of Responsibility 3 explains that the responsibility of the subordinates to their superior for performance is absolute and the superior cannot escape responsibility for the organization on activities performed by their subordinates.
9. Principle of Parity and Responsibility 3 explains that responsibility for action cannot be greater than that implied by the authority delegated nor should it be less.
10. Authority Level Principle 3 implies that decisions within the authority of the individual commander should be made by them and not be returned upward in the organizational structure.
11. Principle of Flexibility 3 means that the more flexible the organization, the more it can fulfill its purpose.
OTHER PRINCIPLES OF POLICE ORGANIZATION
Grouping of Similar Task Tasks, similar or related in purpose, process, method, or clientele should be grouped together in one or more units under the control of one person. Whenever practicable, every function of the police force shall be assigned to a unit.
a. According to Function - The force should be organized primarily according to the nature of the basis to be performed. It should be divided into groups so that similar and related duties may be assigned to each.
b. According to Time Frame - The elements are divided into many shifts or watches according to the time of the day. This is the most elementary form of police organization. Any large functional unit can also be organized according to time if the demand exists.
c. According to Place of Work - A territorial distribution of a platoon accomplished by assigning patrolman on beats is necessary to facilitate the direction and control of the officers and to ensure suitable patrol service at every point within the jurisdiction. Patrolman on street duty is usually under the supervision of a patrol sergeant. When the number of patrolmen is great, it may be desirable to divide them into squads assigned to specific sectors of jurisdiction with a sergeant in charge of each squad.
d. According to Level of Authority - A police department is always divided according to the level of authority. For example, there will be some patrolmen, sergeants, some lieutenants, some captains and so on. Vertical combinations of superior officers, with each rank at a different level of authority from any other, from channels through which operations may be directed and controlled can be adopted in certain cases to ensure coordination.
Specialization Based on Need
Specialized units should be created only when overall departmental capability is thus significantly increased. Specialization is a principle of organization which is the result of the division of the force into separate units. The degree of specialization is determined by the size and sophistication of the department and by the extent to which unit has exclusive responsibility for the performance of each group of the operational task.
LAW ENFORCEMENT AGENCY - pertains to an organization responsible for enforcing the laws. The collective term for professionals who are dedicated to upholding and enforcing the laws and statutes that are currently in force in a given jurisdiction.
**THEORIES OF POLICE SERVICE
- HOME RULE THEORY -** policemen are regarded as servants of the community who rely for the efficiency of their functions upon the express needs of the people.
- policemen are civil servants whose key duty is the preservation of public peace and security.
2) CONTINENTAL THEORY - policemen are regarded as servants of the higher authorities.
- the people have no share or have little participation with the duties nor connection with the police organization.
CONCEPTS OF POLICE SERVICE
1) OLD CONCEPT
police service gives the impression of being merely a suppressive machinery.
this philosophy advocates that the measurement of police competence is the increasing number of arrests, throwing offenders in detention facilities rather than trying to prevent them from committing crimes. 2) MODERN CONCEPT
regards police as the first line of defense of the criminal justice system; an organ of crime prevention.
police efficiency is measured by the decreasing number of crimes.
broadens police activities to cater to social services and has for its mission the welfare of the individual as well as that of the community in general.
**ORGANIC UNITS IN A POLICE ORGANIZATION
- OPERATIONAL UNITS** - those that perform primary or line functions; examples of which are patrol, traffic, investigation and vice control.
2. ADMINISTRATIVE UNITS - those that perform the administrative functions; examples of these are personnel, finance, planning and training.
3. SERVICE UNITS - those that perform auxiliary functions; examples of which are communication and records management.
ORGANIZATIONAL STRUCTURE - the systematic arrangement of the relationship of the members, positions, departments and functions or work of the organization. It is comprised of functions, relationships, responsibilities and authorities of individuals within the organization.
ORGANIZATIONAL CHART - an illustration in the form of a chart which represents the organizational structure. The mechanical means of depicting the organizational structure.
PHILIPPINE POLICING SYSTEM On January 9, 1901 , the Metropolitan Police Force of Manila was organized pursuant to Act No. 70 of the Taft Commission. This has become the basis for the celebration of the anniversary of the Manila9s Finest every 9th of January. 1. ACT 175 3 entitled <An Act Providing for the Organization and Government of an Insular Constabulary, and for the Inspection of the Municipal Police.= established on August 8, 1901.
CAPT. HENRY ALLEN 3 the first chief of the Philippine Constabulary in 1901**.**
2. ACT 183 3 enacted on July 13, 1901, created the Manila Police Department.
CAPT GEORGE CURRY - the first Chief of Police of the Manila Police Department in 1901.
3. R. 4864 3 otherwise known as the Police Act of 1966, enacted on August 8, 1966; created the Police Commission (POLCOM) as a supervisory agency to oversee the training and professionalization of the local police forces under the Office of the President; later POLCOM was renamed into National Police Commission (NAPOLCOM)
Martial Law Period 4. P. 765 3 otherwise known as the Integration Act of 1975, enacted on August 8, 1975; established the Integrated National Police (INP) composed of the Philippine Constabulary (PC) as the nucleus and the integrated local police forces as components , under the Ministry of National Defense.
- transferred the NAPOLCOM from the Office of the President to the Ministry of National Defense.
5. R. 6975 3 otherwise known as the Department of the Interior and Local Government Act of 1990, enacted on December 13, 1990; reorganized the DILG and established the Philippine National Police, Bureau of Fire Protection, Bureau of Jail Management and Penology and the Philippine Public Safety College.
6. R. 8551 – otherwise known as the Philippine National Police Reform and Reorganization Act of 1998 , enacted on February 25, 1998; this law amended certain provisions of RA 6975.
7. RA 9708 - law amending the provisions of RA 6975 and RA 8551 on the minimum educational qualification for appointment to the PNP and adjusting the promotion system; approved on 12 August 2009. <AN ACT EXTENDING FOR FIVE (5) YEARS THE REGLEMENTARY PERIOD FOR COMPLYING WITH THE MINIMUM EDUCATIONAL QUALIFICATION FOR APPOINTMENT TO THE PHILIPPINE NATIONAL POLICE (PNP) AND ADJUSTING THE PROMOTION SYSTEM THEREOF, AMENDING FOR THE PURPOSE PERTINENT PROVISIONS OF REPUBLIC ACT NO. 6975 AND REPUBLIC ACT NO. 8551 AND FOR OTHER PURPOSES=
**IMPORTANT FILIPINO PERSONALITIES IN THE EVOLUTION OF PHILIPPINE POLICING
- BRIGADIER GENERAL RAFAEL CRAME**
- the first Filipino Chief of the Philippine Constabulary on December 17, 1917. 2. COL. ANTONIO TORRES
- the first Filipino Chief of Police of the Manila Police Department in 1935. 3. COL. LAMBERTO JAVALERA
- the first Chief of Police of the Manila Police Department after the Philippine Independence from the United States of America in 1946.
4. P/DIR GEN CESAR NAZARENO
- the first chief of the Philippine National Police.
HIGHLIGHTS OF RA 6975 – THE DEPARTMENT OF THE INTERIOR AND LOCAL GOVERNMENT ACT OF 1990 , RA 8551 – THE PHILIPPINE NATIONAL POLICE REFORM AND REORGANIZATION ACT OF 1998 and RA 9708
THE DEPARTMENT OF THE INTERIOR AND LOCAL GOVERNMENT (DILG)
- formerly Department of Local Government (DLG)
- reorganized under R. 6975
ORGANIZATION: Composition: -the Department proper -existing bureaus and offices of the DILG -the National Police Commission -the Philippine Public Safety College (PPSC) -Philippine National Police (PNP) -Bureau of Fire Protection (BFP) -Bureau of Jail Management and Penology (BJMP) -the PPSC, PNP, BFP and BJMP were created under RA 6975. -headed by the Secretary to be appointed by the President and who shall serve at the pleasure of the President. -the Secretary shall be assisted by two (2) Undersecretaries and three (3) Assistant Secretaries. -Undersecretary for Local Government. -Undersecretary for Peace and Order. -No retired or resigned military officer or police official may be appointed as Secretary within one (1) year from date of retirement or resignation. -the Secretary is also the ex officio chairman of the National Police Commission.
POLICE RANKS EQUIVALENT
ABBREVIATIONS MILITARY RANKS
A. COMMISSIONED OFFICERS:
Police General = General Police Lieutenant General = Lt. General Police Major General = Maj. General Police Brigadier General = Brig. Police Colonel = Colonel Police Lieutenant Colonel = Lt. Colonel Police Major = Major Police Captain = Captain Police Lieutenant = Lieutenant
B. NON-COMMISSIONED OFFICERS:
Police Executive Master Sergeant = Master Sergeant Police Chief Master Sergeant = Tech. Sergeant Police Senior Master Sergeant = Staff Sergeant Police Master Sergeant = Sergeant Police Staff Sergeant = Corporal Police Corporal = Private 1st Class Patrolman/woman = Private
Insignia Rank
Police General (P/GEN)
Police Lieutenant General (P/LT)
Police Major General (P/M)
Police Brigadier General (P/B)
Police Colonel (P/COL)
Police Lieutenant Colonel (P/LT)
Police Major (P/MAJ)
Police Captain (P/CAPT)
Police Lieutenant (P/LT)
Police Executive Master Sergeant (P/EMS)
Police Chief Master Sergeant (P/CMS)
Police Senior Master Sergeant (P/SMS)
Police Master Sergeant (P/MSg)
Police Staff Sergeant (P/SSg)
Police Corporal (P/Cpl)
Patrolman / Patrolwoman (Pat)
C. Cadets of the Philippine National Police Academy (PNPA) are classified above the Police Captain and below the Lieutenant rank in the PNP.
PNP: National in Scope - Civilian in Character National in scope simply means that the PNP is a nationwide government organization whose jurisdiction covers the entire breadth of the Philippine archipelago which extends up to the municipality of Kalayaan islands in the province of Palawan. All PNP personnel both the uniformed and non-uniformed components are national government employees. Civilian in character means that the PNP is not a part of the military. Although, it retains some military attributes such as discipline. It shall adopt unique non- military cultures, Code of Ethics, and Standard of Professional conduct comparable to the civilian police forces of other countries The Achievement of Professional Conduct and Exemplary Behavior among PNP members A PNP member as a Law Enforcer and an Agent of a Person in Authority is a model citizen of the community. He is looked upon as the paragon of virtues and a protector of the people. He has chosen a noble profession of high risk and dedicated service to protect the rights, lives and properties of the people whom he had sworn to serve with utmost dedication. In this regard, each PNP member is mandated to strictly adhere to the Police Code of Professional Conduct and Ethical Standards. Swift punishments are rendered to erring members while proper recognition for exemplary achievements is given to deserving ones. Merit and performance, qualifications and mandatory promotional courses are instituted for acceleration in the career ladder. Continuing education and leadership development aside from moral values enhancement are the keys to dynamic professional groups of PNP members.
The PNP Doctrine of Development Police Doctrine is a doctrine of preservation. Therefore, it is a truism that the basic weapon of a policeman is the excellent knowledge of the law he is enforcing and that the gun is only secondary or a defensive weapon. An ordinary policeman is expected to be a one-man staff, operator, fiscalizer and prosecutor in the court of law. On top of this, he is also expected to behave civilly as a model citizen of his community as a protector of human rights. The battleground of a policeman is the court of law and the center stage of his action is community wherein the spectators are the citizens he has sworn to serve with utmost dedication. As quoted by no less that the Chief, PNP, Director General Ricardo A. Sacramento II <Rigors of police work, more than anything else, touch the lives of every citizen as they go through their daily routine.= This is mirrored by the often-quoted maxim, verbalized by August Vollmer who said:
<Average citizen expects the police officer to have the wisdom of Solomon, the courage of David, the strength of Samson, the patience of Job, the leadership of Moses, the faith of Daniel, the diplomacy of Lincoln, the tolerance of the carpenter of Nazareth, the kindness of the Good Samaritan, and finally, an intimate knowledge of every branch of natural, biological and social sciences. If he possesses all these qualities, then he might be a good policeman.=
Community Oriented Policing System (COPS) In the Philippines, a revolutionized concept in modern policing and a new strategy for delivering basic police services adhering to the following basic concepts have been adopted 3 the so-called COPS:
a. The police and community are co-producers of police vices. Hence, peace and order are shared joint responsibility of the community and the police. b. Puts emphasis on the proactive or pre-emptive system of policing capitalizing on the active and vigilant actions and participation of the citizenry. c. It is a Problem Oriented Policing System (POPS), which is zeroed in to the root causes of the problem and its solution.
**PHILIPPINE NATIONAL POLICE
- organized pursuant to RA 6975, as amended by RA 8551**
- a law enforcement agency under the DILG.
- under administrative control and operational supervision of the National Police Commission.
- it is an organization that is national in scope and civilian in character as provided by Article XVI, Section 6 of the 1987 Philippine Constitution: <The state shall establish and maintain one police force which shall be national in scope and civilian in character...=
- headed by the Chief, PNP , with the rank of Director General , appointed by the President and who shall serve a term of office of four (4) years.
NATIONAL IN SCOPE
means that the PNP is a nationwide government organization whose jurisdiction covers the entire breadth of the Philippine archipelago.
all uniformed and non-uniformed personnel of the PNP are national government employees.
CIVILIAN IN CHARACTER
- means that that the PNP is not a part of the military, although it retains some military attributes such as discipline.
POWERS AND FUNCTIONS OF THE PNP
- Enforces all laws and ordinances relative to the protection of lives and properties;
- Maintains peace and order and take all necessary steps to ensure public safety;
- Investigates and prevent crimes, effect the arrest of criminal offenders, bring offenders to justice and assist in their prosecution;
- Exercises the general powers to make arrest, search and seizure in accordance with the Constitution and pertinent laws;
- Detains 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;
- Issues licenses for the possession of firearms and explosives in accordance with law;
- Supervises and controls the training and operations of security agencies and issue licenses to operate security agencies and to security guards and private detectives, for the purpose of their professions.
ORGANIZATION and COMPOSITION OF THE PNP -shall be headed by a Chief who shall be assisted by two (2) deputy chiefs : -Deputy Chief for Administration. -Deputy Chief for Operations. -the Chief PNP and the two (2) deputy chiefs shall be appointed by the President. -no officer who is retirable within six (6) months shall be appointed Chief. -the PNP shall be composed of a national office, regional offices, provincial offices, district offices, and city or municipal stations. POLICE REGIONAL OFFICES -the PNP is divided into seventeen (17) Police Regional Offices (PRO), each headed by a Regional Director;
❑ PRO 1 – 13, NCRPO, CAR (PRO COR), and BARMM (PRO BAR)
Regional Offices Area of Responsibility
Provincial/City/District Offices
Regional Director
National Capital Region Police Office (NCRPO)
National Capital Region 3 Metro Manila 5 (All District Offices) PMGen. Vicente D. Danao Jr. Police Regional Office 1 (PRO1)
Region 1 3 Ilocos Region 4 (All Provincial Offices) PBGen. Emmanuel B. Peralta Police Regional Office 2 (PRO2) Region 2 3 Cagayan Valley 6 (5 Provincials, 1 City)
PBGen. Crizaldo O. Nieves Police Regional Office 3 (PRO3) Region 3 3 Central Luzon 9 (7 Provincials, 2 Cities)
PBGen. Valeriano T. De Leon
Police Regional Office 4A (PRO4A)
Region IV-A 3 CALABARZON 5 (All Provincial Offices) PBGen. Felipe R. Natividad Police Regional Office 4B (PRO4B)
Region IV-B 3 MIMAROPA 6 (5 Provincials, 1 City) PBGen. Pascual G. MuÒoz Jr. Police Regional Office 5 (PRO5) Region V 3 Bicol Region 7 (6 Provincials, 1 City)
PBGen. Bartolome R. Bustamante
Police Regional Office 6 (PRO6) Region VI 3 Western Visayas 8 (6 Provincials, 2 Cities)
PBGen. Rolando F. Miranda
Police Regional Office 7 (PRO7)
Region VII 3 Central Visayas/ Cebu 7 (4 Provincials, 3 Cities) PBGen. Ronnie S. Montejo Police Regional Office 8 (PRO8) Region VIII 3 Eastern Visayas/ Leyte 8 (6 Provincials, 2 Cities)
PBGen. Ronaldo F. De Jesus
for police officers on the basis of the standards set by the Commission (as amended by RA 8551). -POLICE ENTRANCE EXAMINATION 3 taken by applicants of the PNP -POLICE PROMOTIONAL EXAMINATIONS 3 taken by in-service police officers as part of the mandatory requirements for promotion. POLICE OFFICER EXAMINATION SENIOR POLICE OFFICER EXAMINATION INSPECTOR EXAMINATION SUPERINTENDENT EXAMINATION
NAPOLCOM MEMORANDUM CIRCULAR NO. 2008- The appropriate eligibilities for PO1 are those acquired from the following:
- NAPOLCOM PNP Entrance Examination
- R. 11131 (R. No. 6506) (Licensed Criminologist)
- R. No. 1080 (Bar and Board Examinations of baccalaureate degree)
- P. 907 (Granting Civil Service Eligibility to College Honor Graduates)
- Civil Service Professional
NAPOLCOM MEMORANDUM CIRCULAR NO. 2008- Promotional Examinations
- Members of the Bar and Licensed Criminologists whose profession are germane to law enforcement and police functions are no longer required to take promotional examinations.
- Up to the rank of Superintendent. APPOINTMENT OF UNIFORMED PNP PERSONNEL Patrolman/Patrolwoman to Police Executive Master Sergeant 3 Appointed by the PNP Regional Director for regional personnel or by the Chief PNP for the National Headquarters personnel. Police Lieutenant to Police Lieutenant Colonel 3 Appointed by the Chief of the PNP, as recommended by their immediate superiors. Police Colonel to Police Lieutenant General 3 Appointed by the President Police General 3 Appointed by the President from among the senior officers down to the rank of Chief Superintendent.
KINDS OF APPOINTMENT PERMANENT 3 when an applicant possesses the upgraded general qualifications for appointment in the PNP. TEMPORARY 3 Any PNP personnel who is admitted due to the waiver of the educational or weight requirements. Any members who will fail to satisfy any of the waived requirements with the specified time periods shall be dismissed from the service. Pursuant to NAPOLCOM Memorandum Circular No. 2007-009, a newly recruited Patrolman/Patrolwoman shall be appointed in temporary status in twelve (12) months pending compliance with the Field Training Program (FTP) involving actual experience and assignment in patrol, traffic and investigation.
APPOINTMENT UNDER WAIVER PROGRAM (NAPOLCOM MC No. 2007-009) 1) Conditions on waivers for initial appointment to the PNP a) The age, height and weight for initial appointment to the PNP may be waived only when the number of qualified applicants falls below the approved national/regional quota. b) The Commission en banc may grant age, height and weight waiver. The NAPOLCOM Regional
Director may grant height waiver to a member of an indigenous group. c) Waiver of the age requirement may be granted provided that the applicant shall not be less than twenty (20) nor more than thirty-five (35) years of age. d) Waiver of the height requirement may be granted to a male applicant who is at least 1 meter and 57 cm (1) and to a female applicant who is at least 1 meter and 52cm (1). Provided, that the minimum height requirement for applicants who belong to indigenous group duly certified by the Office of the Muslim Affairs (OMA) or the National Commission on Indigenous Peoples (NCIP) shall be 1 for male and 1 for female e) An applicant who is granted a weight waiver shall be given reasonable time not exceeding six (6) months within which to comply with the said requirement. Failure to attain the required weight shall cause the termination from the service.
2) Factors to be Considered in the Grant of Waivers a) Outstanding accomplishments or possession of special skills in law enforcement, police work, martial arts, marksmanship and similar skills; b) Special talents in the field of sports, music and others; c) Extensive experience or training in forensic science and other technical services. 3) Selection Criteria under the waiver program a) Applicants who possess the least disqualifications shall take precedence over those who possess more disqualifications. b) The requirement shall be waived in the following order:
Age
Height
Weight LATERAL ENTRY OF OFFICERS INTO THE PNP
In general, all original appointments of commissioned officers in the PNP shall commence with the rank of inspector, to include all those with highly technical qualifications applying for the PNP technical services (R. 6975). a). Senior Inspector
Chaplain;
Member of the Bar;
Doctor of Medicine b) Inspector
Dentist
Optometrists
Nurses
Engineers
Graduates of forensic science
Graduates of Philippine National Police Academy Licensed criminologists may be appointed to the rank of inspector to fill up any vacancy after promotions from the ranks are completed.
New policy on LATERAL ENTRY (NAPOLOCM M 2008- a) A person with highly technical qualifications such as:
Dentist
Optometrist
Nurse
Engineer
Graduate of Forensic Science
Doctor of Medicine
Member of the Philippine Bar
Chaplain
Information Technologist
Pilot
Psychologist
b) Graduate of PNPA c) Licensed Criminologist 3) Top priority consideration for lateral entry into the rank of Police Inspector shall be given to top ten (10) placers of the different Licensure Examinations. However, incumbent PNP members who landed in the top ten shall be given first preference over the civilian provided that the qualifications are satisfied. 4). The maximum age of PNP members applicants through lateral entry shall be forty-six (46) years old at the time of appointment. Age waivers shall not be allowed.
THE PNP PROMOTION SYSTEM Promotion is defined as the upward movement from one classification or rank to another carrying higher benefits and more responsibility. It is the upgrading of ranks and/or advancement to a position of leadership. **KINDS OF PROMOTION
- Regular Promotion
- Special/ Meritorious/Spot Promotion
- Promotion by virtue of position**
I. Regular Promotion - promotion granted to police officers meeting the mandatory requirements for promotion.
**MANDATORY REQUIREMENTS FOR PROMOTION
- Educational attainment
- Completion of appropriate training/schooling, such as:** Master9s Degree - Police Brigadier General and above Officers Senior Executive Course (OSEC) 3 Police Lieutenant Colonel to Police Colonel Officers Advance Course (OAC) 3 Police Major Officers Basic Course (OBC) 3 Police Captain. Officers Candidate Course (OCC) 3 Police Executive Master Sergeant (PEMS) Senior Leadership Course (SLC) 3 Police Chief Master Sergeant to PEMS Junior Leadership Course (JLC) 3 Police Staff Sergeant to Police Master Sergeant
3. Time-in Grade 3 the number of years required for a police officer to hold a certain rank before he can be promoted to the next higher rank. The time-in grade in the PNP is maintained as follows (NAPOLCOM MC # 2011-196): 2 years 3 from Police Colonel to Police Brigadier General 3 years 3 from Police Lieutenant Colonel to Police Colonel 5 years 3 Police Major to Police Lieutenant Colonel 5 years 3 Police Captain to Police Major 4 years 3 Police Lieutenant Police Captain 3 years 3 Police Executive Master Sergeant to Police Lieutenant 3 years 3 Police Chief Master Sergeant to Police Executive Master Sergeant 3 years 3 Police Senior Master Sergeant to Police Chief Master Sergeant 3 years 3 Police Master Sergeant to Police Senior Master Sergeant 3 years 3 Police Staff Sergeant to Police Master Sergeant 3 year 3 Police Corporal to Police Staff Sergeant 4 years 3 Patrolman/woman to Police Corporal
4. Appropriate eligibility 3 the required promotional examinations a. Police Officer Promotional Examination b. Senior Police Officer Promotional Examination c. Police Inspector Promotional Examination
d. Police Superintendent Promotional Examination Except for the Chief, PNP, no PNP member who has less than one (1) year of service before reaching the compulsory retirement age shall be promoted to a higher rank or appointed to any other position.
- Pursuant to RA 9708, <.. addition, the institution of a criminal action or complaint against a police officer shall not be a bar to promotion: Provided, however, That upon finding of probable cause, notwithstanding any challenge that may be raised against that finding thereafter, the concerned police officer shall be ineligible for promotion: Provided, further, That if the case remains unresolved after two (2) years from the aforementioned determination of probable cause, he or she shall be considered for promotion. In the event he or she is held guilty of the crime by final judgment, said promotion shall be recalled without prejudice to the imposition of the appropriate penalties under applicable laws, rules and regulations: -Provided, furthermore, that if the complaint filed against the police officer is for a crime including, but not limited to, a violation of human rights, punishable by reclusion perpetua or life imprisonment, and the court has determined that the evidence of guilt is strong, said police officer shall be completely ineligible for promotion during the pendency of the said criminal case.=
II. Special Promotion 3 promotion granted to police officers who have exhibited acts of conspicuous courage and gallantry at the risk of his/her life above and beyond the call of duty. Conspicuous courage is a courage that is clearly distinguished above others in the performance of one9s duty.
ACTS OF CONSPICUOUS COURAGE AND GALLANTRY ( NAPOLCOM Memorandum Circular No. 2007-003 and PNP Memorandum Circular No. 2009-019)
- A deed of personal bravery and self-sacrifice above and beyond the call of duty, so conspicuous as to distinguish the act clearly over and above his/her comrades in the performance of more than ordinary hazardous service, such as; but not limited to the following circumstances: a. Overwhelming number of enemies and firepower capability as against the strength of PNP operatives and their firepower capability; b. Infiltration and penetration of the safehouses and hideouts of organized crime syndicates like kidnapping, illegal drugs, carnapping, hijacking and terrorism; c. Shoot-out in robbery/hold-up incidents inside public places such as: malls, government offices, business establishments and PUVs; d. Conduct of rescue/disaster operations that resulted in the saving of lives and properties.
- An act of heroism exhibited in the face of an armed enemy or in the conduct of rescue/disaster operations resulting in the loss of life (posthumous promotions).
Posthumous Award 3 in case an individual died before the granting of the awards.
III. PROMOTION BY VIRTUE OF POSITION (Section 32, R. 8551) Any PNP personnel designated to any key position whose rank is lower than that which is required for such position shall, after six (6) months of occupying the same, be entitled to a rank adjustment corresponding to the position. Provided, that the personnel shall not be reassigned to a position calling for a higher rank until
Employment - refers to utilization of units or elements of the PNP for purposes of protection of lives and properties, enforcement of laws, maintenance of peace and order, prevention of crimes, arrest of criminal offenders and bringing the offenders to justice and ensuring public safety, particularly in the suppression of disorders, riots, lawlessness, violence, rebellious and seditious conspiracy, insurgency, subversion or other related activities.
Deployment - shall mean the orderly and organized physical movement of elements or units of the PNP within the province, city or municipality for purposes of employment
SUSPENSION OR WITHDRAWAL OF DEPUTATION
- Unless reversed by the President, the NAPOLCOM may, after consultation with the provincial governor and congressman concerned, suspend or withdraw the deputation of any local executives on any of the following grounds: 1 unauthorized absences; 2 of authority; 3 material support to criminal elements; or 4 in acts inimical to national security or which negate the effectiveness of the peace and order campaign.
POLICE INSPECTION The purpose of police inspection is to ascertain the standard policies and procedures, review and analyze the performance, activities and facilities affecting operations and to look into the morale, needs and general efficiency of the police organization in maintaining law and order.
Types of Police Inspection
- Authoritative Inspection 3 conducted by the head of subordinate units on a regular basis.
- Staff Inspection 3 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
- Internal Affairs 3 inspection on internal affairs embraces administration, training, operation, intelligence, investigation, morale and discipline as well as the financial condition of the police organization.
- External Affairs 3 it embraces the community relationship of the organization, the crime and vice situation of the locality, and the prevailing public opinion concerning the integrity and reputation of the personnel.
Authority to Inspect In the PNP, the following have the authority to conduct inspection:
- NAPOLCOM or its representative
- PNP Chief or his designated representative
- PNP Director for Personnel or his representative
- PNP Regional Director or his representative
- City/Municipal Chief of Police or his representative
- 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:
To take note or discover defects and irregularities
To effect corrections on minor defects being discovered
To bring to the attention of and recommend to the concerned officers for appropriate actions on defects noted.
Where the irregularity noted during inspection is serious as to warrant administrative charges against a police officer, the inspecting officer shall immediately file the necessary charge or charges before the appropriate disciplinary action offices.
ADMINISTRATIVE DISCIPLINARY MACHINERIES Citizen Complaints -pertains to any complaint initiated by a private citizen or his duly authorized representative on account of an injury, damage or disturbance sustained due to an irregular or illegal act committed by a member of the PNP
DISCIPLINARY AUTHORITIES: 1)CHIEF OF POLICE - where the offense is punishable by withholding of privileges, restriction to specified limits, suspension or forfeiture of salary, or any combination thereof, for a period not exceeding fifteen (15) days 2) CITY/MUNICIPAL MAYORS - where the offense is punishable by withholding of privileges, restriction to specified limits, suspension or forfeiture of salary, or any combination thereof, for a period not less than Sixteen (16) but not exceeding Thirty (30) Days. 3) PEOPLE9S LAW ENFORCEMENT BOARD (PLEB) - where the offense is punishable by withholding of privileges, restriction to specified limits, suspension or forfeiture of salary, or any combination thereof, for a period exceeding Thirty (30) Days or by Dismissal.
INTERNAL DISCIPLINE – On dealing with minor offense involving internal discipline found to have committed by any PNP members, the duly designated supervisors shall, after due notice and hearings exercise disciplinary powers as follows: 1)CHIEF OF POLICE - may impose the administrative punishment of admonition or reprimand; restriction to specified limits; withholding of privileges; forfeiture of salary or suspension; or any combination of the foregoing for a period not exceeding Fifteen (15) Days.
2)PROVINCIAL DIRECTORS - may impose the administrative punishment of admonition or reprimand; restriction to specified limits; withholding of privileges; forfeiture of salary or suspension; or any combination of the foregoing for a period not exceeding Thirty (30) Days.
3)REGIONAL DIRECTORS - may impose the administrative punishment of admonition or reprimand; restriction to specified limits; withholding of privileges; forfeiture of salary or suspension; demotion; or any combination of the foregoing for a period not exceeding Sixty (60) Days.
4)CHIEF OF THE PNP - shall have the power to impose the disciplinary punishment of dismissal from the service; suspension or forfeiture of salary; demotion; or any combination of the foregoing for a period not exceeding One Hundred Eighty (180) Days.
MINOR OFFENSE - shall refer to an act or omission not involving moral turpitude but affecting the internal discipline of the PNP, and shall include but not be limited to: -simple misconduct or negligence -insubordination -frequent absences or tardiness -habitual drunkenness
-gambling prohibited by law
INTERNAL AFFAIRS SERVICE (IAS) - created by RA 8551 POWERS AND FUNCTIONS OF THE IAS:
- pro-actively conduct inspections and audits on PNP personnel and units;
- investigate complaints and gather evidence in support of an open investigation; -conduct summary hearings on PNP members facing administrative charges; -submit a periodic report on the assessment, analysis, and evaluation of the character and behavior of PNP personnel and units to the Chief PNP and the Commission; -file appropriate criminal cases against PNP members before the court as evidence warrants and assists in the prosecution of the case; -provide assistance to the Office of the Ombudsman in cases involving the personnel of the PNP; The IAS shall also conduct, motu proprio (on its own initiative), automatic investigation of the following cases: -incidents where police personnel discharge a firearm; -incidents where death, serious physical injury, or any violation of human rights occurred in the conduct of a police operation; -incidents where evidence was compromised, tampered with, obliterated, or lost while in the custody of police personnel; -incidents where a suspect in the custody of the police was seriously injured; and -incidents where the established rules of engagement have been violated.
ORGANIZATION OF IAS -headed by the INSPECTOR GENERAL who is a CIVILIAN and appointed by the President upon the recommendation of the Director General (Chief, PNP) -the Inspector General shall be assisted by a Deputy Inspector General -there shall be national, regional and provincial offices -the national office shall be headed by the Inspector General, the regional offices by a Director, and the provincial offices by a Superintendent
ENTRY QUALIFICATIONS TO IAS -entry shall be voluntary -PNP personnel with at least five (5) years 9 experience in law enforcement -with no derogatory service record -members of the bar may enter the service laterally
POLICE DISCIPLINARY MECHANISM Aside from higher police management levels that can impose disciplinary actions against subordinates, the following also serve as disciplinary mechanisms in the police service:
Administrative Disciplinary Powers of the Local Chief Executive (LCE) - The City and Municipal Mayors shall have the power to impose, after due notice and summary hearings, disciplinary penalties for minor offenses committed by members of the PNP assigned in their respective jurisdictions as provided in Section 41 of Republic Act No. 6975, as amended by Section 52 of Republic Act No. 8551. PLEB - the PLEB (People's Law Enforcement Board) is the central receiving entity for any citizen's complaint against PNP members. As such, every citizen's complaint, regardless of the imposable penalty for the offense alleged, shall be filed with the PLEB of the city or municipality where the offense was allegedly committed. Upon receipt and docketing of the complaint, the PLEB shall immediately determine
whether the offense alleged therein is grave, less grave or minor. Should the PLEB find that the offense alleged is grave or less grave, the Board shall assume jurisdiction to hear and decide the complaint by serving summons upon the respondent within three (3) days from receipt of the complaint. If the PLEB finds that the offense alleged is minor, it shall refer the complaint to the Mayor or Chief of Police, as the case may be, of the city or municipality where the PNP member is assigned within three (3) days upon the filing thereof. If the city or municipality where the offense was committed has no PLEB, the citizen's complaint shall be filed with the regional or provincial office of the Commission (NAPOLCOM) nearest the residence of the complainant.
Administrative Offenses that may be imposed against a PNP Member
The following are the offenses for which a member of the PNP may be charged administratively:
- Neglect of duty or nonfeasance 3 it is the omission or refusal, without sufficient excuse, to perform an act or duty, which it was the peace officer9s legal obligation to perform;
- Irregularities in the performance of duty 3 it is the improper performance of some act which might lawfully be done.
- Misconduct or Malfeasance 3 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.
- Incompetency 3 it is the manifest lack of adequate ability and fitness for the satisfactory performance of police duties. This has reference to any physical, moral or intellectual quality the lack of which substantially incapacitates one to perform the duties of a peace officer.
- Oppression 3 it imports an act of cruelty, severity, unlawful exaction, domination, or excessive use of authority. The exercise of the unlawful powers or other means, in depriving an individual of his liberty or property against his will, is generally an act of oppression.
- Dishonesty 3 it is the concealment or distortion of truth in a matter of fact relevant to one9s office, or connected with the performance of his duties.
- Disloyalty to the Government 3 it consists of abandonment or renunciation of one9s loyalty to the Government of the Philippines, or advocating to overthrow of the government.
- Violation of Law 3 this presupposes conviction in court of any crime or offense penalized under the Revised Penal Code or any special law or ordinance.
PEOPLE9S LAW ENFORCEMENT BOARD (PLEB)
- a body created pursuant to RA 6975.
- one of the disciplinary authorities of the PNP authorized to handle and investigate citizen9s complaint. -the central receiving entity for any citizen9s complaint against the PNP members
- shall be created by the Sangguniang Panlungsod/Pambayan in every city and municipality as may be necessary. -there shall be at least one (1) PLEB for every five hundred (500) city or municipal police personnel.
- membership in the PLEB is a civic duty.
COMPOSITION OF PLEB composed of five (5) members who shall be as follows: -any member of the Sangguniang Panlungsod/Pambayan.
- TASK 3 - Assess Organizational Strengths and Weaknesses
- TASK 4 - Generate Alternative Strategies
- TASK 5 - Develop Strategic Plan
- TASK 6 - Develop Tactical Plan
- TASK 7 - Assess Results of Strategic and Tactical Plan
- TASK 8 - Repeat Planning Process
In the process, the police administrator can use the potent tool of alternatives. Alternatives (options) are means by which goals and objectives can be attained. They may be policies, strategies or specific actions aimed at eliminating a problem. Alternatives do not have to be substitutes for one another or should perform the same function. For example, our goal is to <improve officer-survival skills.= The plan is to train the officers on militaristic and combat shooting. The alternatives could be: Alternative 1 - modify police vehicles Alternative 2 - issuing bulletproof vests Alternative 3 - utilizing computer assisted dispatch system Alternative 4 - increasing first-line supervision, etc.
What are the Objectives of Police Planning?
- To increase the chances of success by focusing on results and not so much on the objectives.
- To force analytical thinking and evaluation of alternatives for better decisions.
- To establish a framework for decision making consistent with the goal of the organization.
- To orient people to action instead of reaction.
- To modify the day-to-day style of operation to future management.
- To provide decision making with flexibility.
- To provide basis for measuring original accomplishments or individual performance.
What can be expected in planning? 1. Improve analysis of problems 2. Provide better information for decision- making 3. Help to clarify goals, objectives, priorities 4. Result is more effective allocation of resources 5. Improve inter and intradepartmental cooperation and coordination 6. Improve the performance of programs 7. Give the police department a clear sense of direction 8. Provide the opportunity for greater public support
What are the characteristics of a good police plan?
- With clearly defined Objectives or Goals
- Simplicity, Directness and Clarity
- Flexibility
- Possibility of Attainment
- Must provide Standards of Operation
- Economy in terms of Resources needed for implementation
What are the guidelines in Planning? The five (5) W9s and one (1) H 1. What to do – mission/objective 2. Why to do – reason/philosophy 3. When to do – date/time 4. Where to do – place 5. Who will do – people involve 6. How to do – strategy
What are the approaches in Police Planning? A variety of approaches are employed in the planning processes. Each is unique and can
**be understood as a method of operationalizing the word planning. There are basically five major approaches to planning which are:
- Synoptic Approach
- Incremental Approach
- Transactive Approach
- Advocacy Approach
- Radical Approach**
What is Synoptic Planning?
Synoptic planning or the rational comprehensive approach is the dominant tradition in planning. It is also the point of departure for most other planning approaches. This model is based on a problem-oriented approach to planning especially appropriate for police agencies. It relies heavily on the problem identification and analysis of the planning process. It can assist police administrators in formulating goals and priorities in terms that are focused on specific problems and solutions that often confront law enforcement.
Steps in Synoptic Planning 1. Prepare for Planning - The task of planning should be detailed in a work chart that specifies (a) what events and actions are necessary, (b) when they must take place, (c) who is to be involved in each action and for how long, and (d) how the various actions will interlock with one another. 2. Describe the present situation - Planning must have a mean for evaluation. Without an accurate beginning database there is no reference point on which to formulate success or failure. 3. Develop projections and consider alternative future states - Projections should be written with an attempt to link the current situation with the future, keeping in mind the desirable outcomes. It is important for the police executive to project the current situations into the future to determine possible, probable and desirable future states while considering the social, legislative, and political trends existing in the community. 4. Identify and analyze problems - The discovery of the problems assumes that a system to monitor and evaluate the current arena is already in place. Closely related to the detection and identification of issues is the ability of the police to define the nature of the problem, that is to able to describe the magnitude, cause, duration, and the expense of the issues at hand. A complete understanding of the problem leads to the development of the means to deal with the issues. 5. Set goals - Making choices about goals is one of the most important aspects of planning. It makes no sense to establish a goal that does not address a specific problem. Remembering that the police departments are problem oriented, choices about goals and objectives should adhere to the synoptic model. 6. Identify alternative course of action – As stated earlier, alternatives are means by which goals and objectives can be attained. These are options or possible things to be done in case the main or original plan is not applicable. 7. Select preferred alternatives – there are techniques to select alternative like:
Strategic Analysis – this includes the study on the courses of actions; suitability studies; feasibility studies; acceptability studies; and judgment.
**Suitability – each course of action is evaluated in accordance with general policies, rules and laws. Feasibility - these include the appraisal of the effects of a number of factors weighed separately and together. Acceptability
those judged to be suitable and feasible are then analyzed in acceptability studies.**
Cost-effectiveness Analysis - This technique is sometimes called cost-benefit or cost performance analysis. The purpose of this form of selection is that the alternative chosen should maximize the ratio of benefit to cost.
Must-want Analysis – This method of selecting a preferred course of action combines the strengths of both strategic and cost effectiveness analysis. Its is concerned with both the subjective weights of suitability, feasibility, and acceptability and the objectives weights of cost versus benefits. 8. Plan and carryout implementation - The police administrator must be aware that the implementation requires a great deal of tact and skill. It may be more important how an alternative is introduced to a police department than what actually is. 9. Monitor and evaluate progress - Evaluation requires comparing what actually happened with what was planned for and this may not be a simple undertaking. Feedback must be obtained concerning the results of the planning cycle, the efficiency of the implementation process, and the effectiveness of new procedures, projects or programs. This is an important step of synoptic planning, trying to figure out what, if anything happened as a result of implementing a selected alternative. 10. Summation of the synoptic planning approach - This can be done by making a summary of the presentation, could be tabular or other forms of presentation. 11. Repeat the Planning Process – repetition of the process of planning enables the planner to thresh out possible flaws in the plan.
What is Incremental Planning? Incrementalism concludes that long range and comprehensive planning are not only too difficult, but inherently bad. The problems are seen as too difficult when they are grouped together and easier to solve when they are taken one at a time and broken down into gradual adjustments over time. What is Transactive Planning? Transactive planning is carried out in face-to-face interaction with the people who are to be affected by the plan and not to an anonymous target community of beneficiaries. Techniques include field surveys and interpersonal dialogue marked by a process of mutual learning. What is Advocacy Planning? Beneficial aspects of this approach include a greater sensitivity to the unintended and negative side effects of plans. What is Radical Planning? The first mainstream involves collective actions to achieve concrete results in the immediate future. The second mainstream is critical of large-scale social processes and how they permeate the character of social and economic life at all levels, which, in turn, determine the structure and evolution of social problems.
CONSIDERATIONS IN POLICE PLANNING
a. Primary Doctrines
- Fundamental Doctrines – These are the basic principles in planning, organization and management of the PNP in support of the overall pursuits of the PNP Vision, Mission and strategic action plan of the attainment of the national objectives.
- Operational Doctrines – These are the principles and rules governing the planning, organization and direction and employment of the PNP forces in the accomplishment of basic security operational mission in the maintenance of peace and order, crime prevention and suppression, internal security and public safety operation.
- Functional Doctrines – These provide guidance for specialized activities of the PNP in the broad field of interest such as personnel, intelligence, operations, logistics, planning, etc.
b. Secondary Doctrines
- Complimentary Doctrines **– Formulated
LEA Notes
Course: Criminal law (CRIM 1)
University: BIT International College
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