LAW ENFORCEMENT

ORGANIZATION
AND
ADMINISTRATION

DR. BELEN U. DAVID

PROFESSOR
CHAPTER I:

ORGANIZATIONAL CONCEPTS AND PRINCIPLES

I. THE ORGANIZATION

A. Organization

- A group of persons working together for a common goal or objectives: a form of human association for the attainment of

a goal or objective.

- The process of identifying and grouping the work to be performed, defining and delegating responsibility and authority;

and establishing relationships for the purpose of enabling people to work effectively.

- A system of coordinated activities(All organizations are composed of parts and relationships. The parts of organization

are the activities or functions being performed and they are organized when they assume certain logical relationships) of a

group of people working in a concentrated manner towards a common goal under an authority and leadership. Cooperation

towards a common goal is important in an organization and it is strictly a human phenomenon.

- Organizations are normally structured on a superior- subordinate relationship. Therefore , authority is a universal element

of all organizations. Leadership is a persona quality which exhorts willing collaboration towards a common goal.

B. Police Organization . It 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 he laws and prevention of crimes

C. Administration. It is an organizational process concerned with the implementation of objective and plans and

internal operating efficiency that connotes bureaucratic structure and behavior, relatively routine decisions-making

and maintenance of the internal order.

D. Police Administration. It is the process involved in ensuring strict compliance, proper obedience of laws and

related statutes hat focuses on the policing process or how law enforcement most agencies are the organized and

managed in order to achieve the goals of law enforcement most effectively, efficiently and productively.

II. FUNCTIONS IN A POLICE ORGANIZATION

A. Primary or Line Functions . These are functions that carry out that major purposes of the organization,

deliver the services and deal directly with the public. Examples of the line functions of the police are patrolling,

traffic duties, and crime investigation.

B. Staff/Administrative Functions. These are the functions that are designed to support the line functions and .

in the performance of the line functions. Examples of the staff functions of the police are planning, research

budgeting, and legal advice.

C. Auxiliary Functions. These are the functions involving the logical operations of the organization such as
communication, maintenance, and equipment management.

III. ORGANIC UNITS IN A POLICE ORGANIZATION

A. Operational Units. Those that perform primary or line functions like patrol, traffic, investigation, and vice

control.

B. Administrative Units. Those that perform the administrative functions like personnel, finance, planning and

training.

C. Service Units. Those that perform auxiliary functions such as communication and records management.

IV. FUNCTIONAL UNITS

A. Bureau. It is the largest organic unit within a large department. The PNP is a bureau under the Department of

the Interior and Local Government.

B. Division. It is the primary subdivision of a bureau.

C. Section. It is the functional unit within a particular division. This is necessary for specialization.

D. Unit. It is functional group within a section where further specialization is needed.

V. ORGANIZATIONAL STRUCTURES

It is the systematic arrangement of the relationship of the members, positions, departments and functions or

work of the organization. It comprises the functions relationships, responsibilities and authorities of individuals

within the organization.

Kinds of Organizational Structures

1. Line

- It is the oldest and simplest kind and is also called military.

- It is defined by its clear chain of command from the highest to the lowest and vice versa.

- It depicts the line functions of the organization.

- It involves few departments.

- Orders or Commands must come from the higher level of authority before it can be carried out.

2. Functional

- It is a structure according to functions and specialized units.

- It depicts staff functions of the organization.

- Responsibilities are divided among authorities who are all accountable to the authority above.

3. Line and Staff

- It is a combination of the line functional kind.

and support them.

- It is generally more formalin nature and has many departments.

The Philippine National Police follow the line and staff kind of organizational structure.

VI. THE EVOLUTION OF POLICING SYSTEM

A. PERIOD OF EVOLUTION OF THE POLICING SYSTEM

1. Anglo-Saxon Period of Policing System (600-10006 Ad)

a. Tun Policing System. A system of policing that emerged during the Anglo-Saxon period whereby all

male residents were required to guard the town (tun)in order to preserve peace and protect the lives and

properties of the people. Ten families in a town is called tithing. Each tithing elected a leader who was

known as the Tithingman. Since 10 tithings amounted to 100 families, the leader of the 100 families

named Reeve. Both the tithingman and Reeve were elected officials, They possessed judicial power as

well as police authority.

b. Hue and Cry. Provided methods of apprehending a criminal by an act of the complainant’s shout in order

to call all male residents to assemble and arrest the suspect.

c. Trial by Ordeal. A judicial practice wherein the guilt or innocence of the accused is determined by him to

an unpleasant, usually dangerous experience. The word ”ordeal” is derived from the Medieval Latin word “

Judicium Dei ” which means “ Judgmen2. Normal Period of Policing System(1066-1225 Ad)

Ad)

a. Shire-Reeve

- Shire – division of fifty-five(55) military areas in England when it was under the Regime of France.

- Rieve ( the head- man)- the military leader (lieutenants of the army) who was in charge of the Shires.

- Constabuli or The Keeper of the Horse- appointed to each village to aid the Rieve in his duties. It is where

the word constable was derived.

- Shiere-Rieve – A person with absolute powers that no one could questions his or her actions. It is where the

word Sheriff was derived.

b. Travelling Judge. The Judge selected to hear cases which were formerly being decided by the Shire-Rieve
and tasked to travel through an area and hear and decide criminal cases. This was the first instance

of

the division of the police and judicial powers.

c. Leges Henrici Primi or Laws of Henry I. It is an act that was enacted during this period, to wit:

- offenses were classified as against the King and individual;

- policeman becomes public servants;

- the police and the citizens have the broad power to arrest, It introduced the system called” citizen’s

arrest” ; and

-d. Magna Carta. The law enacted upon the demand of the knights of the Round Table forcing the King to

sign the same, to wit:

- no freeman shall be taken or imprisoned except by legal judgment; and

- no person shall be tried for murder unless there is a period of the body of the victim.

e. Frankpledge System. It is a system whereby a group of ten(10) neighboring male residents whose ages

are over twelve (12) years old were required to guard the town in order to preserve peace and protect the

lives and properties of the people.

3.Westminster Period of Policing System (1285-1500)

a. Statute of 1295. The law that marks the beginning of the curfew hours which demanded the closing of the

gates of London during sunset.

b. Justice of the Peace. Three or four men who were learned in the law of the land were given authority to

pursue an arrest, chastise and imprison violators of the law. They handled felonies, misdemeanors and

infractions of cities or villages ordinances. This was later abolished about 75 years later.

c. Courts of the Star-Chamber (1487). It is a special court designed to try offenders against the state. The

room set-up is formed in a shape of a star and judges were given great powers such as the powers to force

testimony from a defendant leading to a great abuse of power or brutality on the part of the judges. no person shall be tried for murder unless
there is a proof of the body of he victim.t of God”

4. Modern Period of Policing System

In 1829,Sir Robert Pee introduced the Metropolitan Police Act which was passed by the Parliament of

England. This period was the milestone of England’s police force. Sir Robert Peel became famous and

was considered as the Father of Modern policing System.

1. The police should be organized along military lines.

2. The should be placed under screening and training.

3. The police should be hired on a probationary basis.

4. The police should be deployed by time and by area.

5. Police headquarters should be accessible to the people.

6. Police-Record keeping is essential.

Peel’s Principles of Law Enforcement

1. The police are the public and the public are the police.

2. The police represent the law.

3. The police must render impartial enforcement of the law.

4. The police must have the full respect of the citizenry.

5. The absence of crime and disorder is the test of police efficiency.

6. A citizen’s respect for law develops his respect for the police.

7. Cooperation of the public decreases as the use of force increases

8. Prevention of crime is the basic mission of the police.

9. Physical force is used only as a last resort.

B. EVOLUTION OF THE PHILIPPINE POLICING SYSTEM

The institution of police in the Philippines formally started during the Spanish period. The establishment of the police force

was not entirely intended for crime prevention or peacekeeping, but it was also created as an extension of the Spanish

colonial military establishment.

1. Spanish Period

a. Carabineros. It was organized in 1712 for the purpose of carrying the regulations of the Department of

State. They were armed and considered as the mounted police.

b. Guadrilleros /Cuadrillo. They were rural police organized in each town and established by the Rural ecree

on January 18, 1836. This decree provided that 5% of the able bodied male inhabitants of each province

were to be enlisted in this police organization for three years.

c. Guardia Civil. This was created by a Royal Decree issued by the Crown on February 12, 1852 to partially

relieve the Spanish Peninsular troops of their work in policing towns.

2. American Period

The Americans established the United States Philippine Commission headed by General Howard Taft as its first
governor-general. On January 9, 1901, the Metropolitan Police Force of Manila was organized pursuant to Act No. 70 of the

Taft Commission. This was the basis for the celebration of the anniversary of the Manila’s Finest every 9th of January.

The following are the highlights during the American period:

a. Organic Act No. 175. Vice Governor Luke E. Wright proposed the passage of Organic Act No. 175 which

recommended the creation of an Insular Force. On July 18, 1901, the proposed ordinance was approved by the Second

Philippine Commission. On August 8,1901, the Insular Constabulary was established under the general supervision of the

Civil Governor for maintaining peace, law and order in all the provinces of the Philippines.

b. Capt. Henry Allen. He was the first Chief of the Philippine Constabulary in 1901.

c. Act No. 183. It created the Manila Police Department , enacted on July 31,1901.

d. Capt. George Curry. He was the first Chief of Police of the Manila Police Department in 1901.

e. Act Nr. 255. The act that renamed the Insular Constabulary into the Philippine Constabulary, enacted on October

3, 1901.

f. Executive Order 389. It ordered that the Philippine Constabulary be one of the four services of the Armed Forces

of the Philippines, enacted on October 3, 1901.

3. Post American Period

RA 4864. It is otherwise known as the Police Professionalization Act of 1966 which was enacted on September 8, 1966.

It created the Police Commission(POLCOM) that was renamed into the National Police Commission (NAPOLCOM)

4. Martial Law Period.

PD 765. It is otherwise known as the Integration Act of 1975, enacted on august 8, 1975. It

established the Integrated National Police (INP) composed of the Philippine Constabulary (PC) as the

nucleus and the Integrated Local the Police Forces as components. The authority of the NAPOLCOM over the

INP was transferred to the Office of the President and later to the Ministry of National Defense.

5. Post Martial Law Regime

a. Executive Order No. 1012. It transferred to the city and municipal government the operational supervision and

direction over all INP units assigned within their locality. It took effect on July 10, 1985.

b. Executive Order No.1040. It transferred the administrative control and supervision of the INP from the Ministry of

National Defense to the National Police Commission.

c. R. A.157. It created the National Bureau of Investigation on June 19, 1947 and later reorganized by R.A. 2678.

d. RA 6975. It is otherwise known as the Department of the Interior and Local Government (DILG) Act of 1990, enacted
on December 13, 1990. It 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.

On January 29, 1991, the Philippine National Police (PNP) composed of the members of the former Philippine

Constabulary/Integrated National Police and selected members of Philippine Air Force Security Command Philippine

Coast Guard and Philippine Army.

e. Republic Act No. 8551 . It is known as the “ PNP Reform and Reorganization Act of 1998 which was enacted on

February

27,1998 amening certain provisions of Republic Act No. 6975 and allowing the reorganization of the PNP to enable too

cope up and effectively perform its mandate – to enforce the low, prevent and control crimes, maintain peace and order

and ensure public safety and internal security with the active support of the community.

f. RA 9708. It is the 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. It took effect on August 12, 2009.

C. PERSONALITIES IN HE EVOLUTION OF PHILIPPINE POLICING

1. Chiefs of the Philippine Constabulary (PC):

- Brig Gen Henry T. Allen(1901-1909) – First Chief of the Philippine Constabulary

- Brig Gen Harry H. Bandholtz (1909- 11913)

- Brig Gen James G. Harbord (1913)

- Brig Gen William C. Rivers (1914)

- Brig Gen Herman Hall (1914 -1917)

- Brig Gen Rafael T. Crame (1917-1927) the first (1st Filipino Chief of the Philippine Constabulary in 1917

- Brig Gen Charles E. Nathorst (1928-1932)

- Brig Gen Lucien R. Sweet(1932)

- Brig Gen Clarence H. Bowers (1932-1934)

- Brig Gen Basilio J. Valdes (1934-1935)

- Major Gen Jose de los Reyes(1936-1938)

- Brig Gen Guillermo Francisco (1936- 1938)

- Brig Gen Federico G. Oboza (1945-1946)-The first Provost Marshal General, Chief, PC (January1, 1948-December

20,1948)

- Big Gen Mariano N. Castaneda (1946-1948) – Provost Marshal General, Chief PC (January1, 1948- December 20, 1948).

- Brig Gen Alberto Ramos (1948-1950)

- Brig Gen Manuel F. Cabal ( 1955-1957)

- Brig Gen Pelagio A Cruz (1958)

- Brig Gen Isagani V. Campo (1958-1961)

- Colonel Nicanor Garcia (1962)

- Br2. Chiefs of Philippine Constabulary/ Integrated National Police (PC/INP)

- Brig Gen Nicanor Garcia (September 22, 1963))

- Brig Gen Vicente Yngente (1964)

- Brig Gen Godofredo Mendoza (1964)

- Brig Gen Vicente Yngente (January 18,1965)

- Brig Gen Flaviano Olivares (1965-1966)

- Brig Gen Segundo Velasco (1966-1967)

- Brig Gen Manuel T. Tan (1967-1968)

- Brig Gen Vicente R. Raval (1968-1970)

- Brig Gen Eduardo Garcia (1970-1972)

- Brig Gen Fidel V Ramos (1972-1975) ig Gen Dominador Garcia (January 1, 1963)

3. Chiefs of the Philippine National Police (PNP)

- Brig Gen Fidel V. Ramos (1975 – 1986)

- Brig Gen Renato S de Villa ( February 28, 1986-1988)

- Brig Gen Ramon E Montano (988-1990)

- Brig Gen Cesar P. Nazareno 1990-1991)

VIII. CHIEFS OF THE PHILIPPINE NATIONAL POLICE AND THEIR TRANSFORMATION PROGRAMS

A. 1ST –PDG CESAR P. NAZARENO (MARCH 31, 1991-1992)

- The first (1st) Chef of the Philippine National Police

- Last Chief of the defunct PC-INP

B. 2ND – PDG RAUL S. IMPERIAL

(1992-1993)
- Professionalism, Competence, Integrity

B. 3RD - PDG RAUL S IMPERIAL ( 1992-1993)

- Professionalism, Competence, Integrity

C. 3rd - PDG UMBERTO A. RODRIGUEZ (1993-1994)

- Reforms: Comptrollership, Logistics and Personnel and

Records Management

- Maintained Internal Security

D. 4th - PDG RECAREDO A. SARMIENTO II (1994-1997)

- National Strategic Action Plan (Police 2000)

P- Prevention and Control of rimes primarily through COPS or Community Oriented Policing System.

O- Order Maintenance, Peacekeeping and Internal Security

L – Law Enforcement without fear or favor

I - Image, Credibility and Community Support Enhancement

C - Coordination with other government Agencies, Non- government Organizations and International Police Community

E - Efficiency and Effectiveness in the Development and Management of Human and Material Resource

- LongeE. 5th - PDG SANTIAGO L. ALINO (1997 – 1998)

- HOPE

H - Honest

O - Orderly

P - Peaceful

E - Election

F. 6th - PDG ROBERTO T. LASTIMOSO(1998-1999)

- DREAM Strategy

Five –Point Strategy and Concept of Operations

D – Dispersal of the police from the Headquarters into the streets – where they most needed.

R - Restoration of the trust and confidence of the people on their police.

E - Elimination of street and neighborhood crime, like holdups and robberies.

M – Misfits reformation and scalawags removal from the police ranks………..

_1

st Chief PNP under Estrada EstrG. 7

th – PDG PAMFILO M. LACSON

(November 17, 1999-January 2001)

- Inept, Corrupt and Scalawag

- Implemented the 34 inches waistline

- “ No-take” policy

- 15-85 downloading of resources

- CRAC- Complaints Referral and Action Center

H. 8TH -2001 PDG LEANDRO R. MENDOZA

( January 21, 2001-July 3, 2002

_ KA I S A

K - keep the readiness of the Police Units and Personnel to Serve and Protect the People

A - Administrative Efficiency and Integrity of Personnel (“LRM”)

I - Internal Security Operations support to the Armed Forces of the Philippines.

S - Support to the Development of Community and Gender Awareness

A - Advocacy of Crime Prevention and Suppression through the development and practice of Community Oriented

Policing System (COPS).

- First Chief PNP under Arroyo Administrationada Administrationst serving Chief PNP

K. 11th –PDG ARTURO C. LOMIBAO ( March 13, 2005-August 29, 2006)

- Integrated Transformation Program PNP-ITP – Transforming the PNP into more capable effective and credible police force.

The PNP Integrated Transformation Program (ITP) which had been launched on July 28, 2005 is the organization’s

roadmap for long term and lasting reforms. Capacity-building and operational capability are among the programs priorities.

PNP-ITP

THE PNP ITP had taken into account twelve key result areas to achieve the transformation of the police force.
12 Key Result Areas of the PNP- ITP:

1. National Policy and Institutional Development:

- Formulate and implement a national internal security policy and strategy.

- Rationalize the overall institutional framework of the police system.

- Improve the functional delineation and coordination between law enforcement agencies and the conventional

police institutions.
I. 9th – 2002 PDG HERMOGENES E. EBDANE JR. ( July 4, 2002 – August 23, 2004)

_ ONE PNP: Winning the Streets, keeping Out Families safe

O –Organizational Reforms in operations and procedures to enhance PNP strengths and address weaknesses that block

performance.

N - Neighborhood Partnership for Community based anti-crime programs. Networks of people and organizations to

build a united from against crime.

E – Education, Training and Benefits improvement is our investment in the police who will do battle to win the streets.

PNP TXT 2920

J. 10TH -2004 PDG EDGAR B. AGLIPAY (August 24, 2004- March 13, 2005)

- CARE

C – Courtesy

A - Action

R - Result

E – Examplle - Remove institutional mechanisms that render the PNP vulnerable to politicization and erode its unit of command and internal

management authority.

- Strengthen the NAPOLCOM as body tasked with the formulation of rules and regulations and standards for the entire police

system.

- Adopt mechanisms for institutional continuity and stability, particularly in police leadership.

- Establish firmly a self-administering and managing professional PNP.

2. Police Operations

- Initiate reforms in rules and procedures in the conduct of police operations.

- Provide police stations with the appropriate work tools and strengthen crime research to support more effective crime

management operations.

3. Facilities Development
- Upgrade physical facilities and equipment in support to police field operations, including the updating of police equipment

standards and the development of a multi-year financing and procurement plan.

- Develop and upgrade the facilities, equipment and physical set-up of the PNP Crime Laboratory.

- Provide model infrastructure for police stations and sub-stations. An important component of this program is the

improvement of capacities

for the management and preservation of police evidence.

4. Human Resources Management and Development

- Initiate Policy reforms in human resource development and improve the human resource management systems including

staffing, recruitment

and selection, personnel administration, career development and promotion, police remuneration,, and police education

and training,

performance monitoring and evaluation, and police discipline.

- Establish a PNP pension and Insurance Corporation.

Two important components of this program include the reengineering of the institutional framework of police education

and training and particularly strengthening the capacities and organization of the Philippine Public Safety College, Integrating

all police training therein, and strengthening police education and training curricula.

5. Administrative and Financial Management

- Reform and strengthen the resource generation capacity of the PNP.

- Streamline and improve the entire financial management system by infusing more appropriate tools that will allow

systematize linkage between strategic and operational plans, budget prioritization and detail formulation.

- Decentralize administrative and financial management to the appropriate enterprise units in the field while strengthening

and integrating

oversight administrative and financial management functions.

6. Strategic Planning and Performance Management

- Design and institutionalize a strategic planning system within the PNP.

- Strengthen operational planning capacities of mission-critical units.

- Develop results- based monitoring and evaluation systems which will be run at the operational and oversight levels of the

PNP organization.

An essential component of this program will be the formulation and implementation of a crime Indicators System that
will identify an appropriate set of indicators that will guide the monitoring and evaluation of the country’s crime situation and its

performance, and then corresponding procedures for data generation and reporting.

7. Information and Communication Technology.

- Develop and implement a PNP Integrated Crime Management Information System, or CMIS. The system will be

designed to work as part of the broader criminal justice information system architecture. The PNPCMIS will operate at the police

station level providing transaction processing modules that will feed into a crime database, tracking, and monitoring system that

will enable rime mapping an analysis at station and higher geographical levels.

8. Demonstration of Excellence Through Development of Best Practices

- Demonstrate the effectiveness of the fundamental institutional and system reforms y combining them with a more

comprehensive locality

community-based peace and order planning and management that will involve various stakeholders.

9. Public Information and Advocacy

- Support the implementation of the transformation program from start to finish by providing broad and stakeholder

information education and advocacy strategies and interventions which will engender active cooperation and support.

10. Reform Management

- Take the lead in implementing the medium term reform program by enhancing the institutional framework and

operating mechanisms of the PNP.

- Prepare plans and manage the entire change management and day to- day reform development, content

synchronization, and implementation of management processes.

11. Anti-Corruption

- Envisioned to prevent the misuse of power and position in the PNP organization which undermines the integrity of

police personnel along with the promotion of police integrity and morality as primer law enforcers.

12. Promotion of Human Rights

- Aimed to promote right as a basic value in the conduct of operations and in accordance with the international standards of

human rights and policing.

L. 12th - PDG OSCAR C. CALDERON(August 29, 2006-October 1, 2007)

- Integrated Transformation Program PNP-ITP (Quad Concept in Crime Prevention)

- The four elements of the PNP Quad Concept are interlinked balancing everything making sure that they are
synchronized with the institution’s mission “ to serve and protect.”

- intelligence

- investigation

- Operations

- Police Community

M. 13th – PDG AVELINNO I. RAZON JR. (October 1,2007- September 27, 2008

- Integrated Transformation Program PNP- ITP

- Mamang Pulis and Aleng Pulis

- Report mo kay Mamang Pulis

N. 14TH PDG JESUS A. VERSOZA (September 27, 2008 – September 15,2010)

- PNP P. A.T.R. O. L. Plan 2030 (LEAD PNP)

PDG VERSOZA had made known his vision and projections with the integration of the PNP Medium-Term

Development Plan along with the Performance Governance System (PGS) and the PNP Integrated Transformation Program

(ITP).

Through a Memorandum issued on July 9,2009 by then Executive Secretary Eduardo ERMITA , the PNP was mandated

together with other five (5) national government agencies to participate in the MCC program requiring the institutionalization of

Performance Governance System. The PNP was chosen mainly because it was deemed ready for productive participation in

good governance based on the progress of its ITP which provides a good basis for the adoption of a comprehensive

governance system anchored on the impact that this brings to the community that the PNP directly serves. In compliance to the

said Memorandum, PNP Letter of Instructions (LOI) 53/09 was issued, mandating the initiation and institutionalization of the

PGS in the Philippine National Police, Since then, the PNP has progressed much in cascading PGS in all offices and units

nationwide.

Peace and Order Agenda for Transformation and Upholding of the Rule- of -Law (PNP P.A.T.R.O.L. and upholding Plan

2030). The PNP Peace and Order Agenda for Transformation and upholding of the Rule- of –Law Plan 2030 is the official

transformation and development program of the PNP crafted as along-term, well-defined, integrated and synchronized strategic

plan that utilizes the balanced scorecard system to evaluate the overall performance of the PNP and its progress towards

strategic objectives. I is the product of the Integrated Transformation Program of the PNP and the Performance Governance

System.
The Performance Governance System (PGS) refers to the Philippine adaptation of the balanced Scorecard(BSC)

framework administered by the Institute for solidarity in Asia (ISA) and implemented by the PNP and other organization as part

of the Philippine Government’s commitment with its application for the Millennium Challenge Corporation Grant. The PGS has a

four-stage governance pathway that must be complied ith to institutionalize the system.

The stages are as follows:

1. Initiation. The stage of initiation is for strategy formulation where the PNP has developed its Charter Statement,

strategic change agenda strategy map, the agency governance scorecard and portfolio of strategic initiatives.

2. Compliance. The stage of compliance is for alignment of organization and resources where the PNP has adopted

a strategy –driven budget, second-level scorecards, a multisectoral governance council and a strategic

Communications Plan.

3. Proficiency – The stage of proficiency is for integrating strategy into key management processes where the PNP has

established the score card reports and performance analysis, operations strategy review by an Office of Strategy Management

with the multi-sectoral governance council, strategy refresh with the multi-sectoral governance council and Third Party

Performance.

4. Institutionalization. The stage of institutionalization is for linking strategy to key management process where the

PNP will implement a scorecard infrastructure linked to individual performance, performance –based rewards and incentivvs and

the assessment of a third party performance audit.

Perspectives in the PGS

1. Resource Management

The enabling resources in pursuit of its mission should be adequate. Moreover, those resources provided which

are very limited should be used optimally. To help achieve maximum utilization of resources, the PNP must observe high

standards of transparency and accountability in all its financial and logistical transactions.

2. Learning and Growth

The PNP has to look forward into the future, in which it does things much better and more efficient through a more

competent capable and disciplined personnel and better core processes than in the past. The PNP shall invest in its human

resources and processes so it can earn its stakeholder’s support and undertake proper, efficient, and effective management of

its resources.

3. Process Excellence

This refers to the different core operational processes and practices the organization uses in carrying out its
mission. The four core processes of “ Intelligence” , “ Investigation”, “ operations” and “Police community relations” are given top

consideration.

4. Community

This refers to the objective of improving further the performance of the PNP, and undertaking a sustained public

information program utilizing its amended Communications Plan, with a view towards strengthening the partnership and

cooperation with the communities best serve it serves. The community is ultimately best served by highly capable and credible

police personnel that effectively uphold the rule of law resulting to a safer place to live, work and do business.

O. 15TH – PDG ATTY RAUL M BACALZO ( September 15, 2010-September 9, 2011)

- PNP P.A.T.R .O.L. Plan 2030 Eight Foundation Initiatives (EFIs)

1. Train and re – train our police to his basic job with competence.

2. Review and streamline the procurement system to ensure that equipment and resources serve their process and

help officers do their job.

3. Enhance equipage for basic police units and specialized units.

4. Implement a more responsive system of rewards and punishment with the Commander on the ground as the main

proponent.

5. Revitalize and institutionalize the partnership between the police and the community, with the local chief executive as

moving force.

6. Review the doctrine manuals and operational systems based on the organization’s 110 years of service from the days

of the first Philippine Constabulary in 1901.

7. Develop and engender the culture of mentoring leadership.

8. Propagate the full appreciation and implementation of the human rights framework .

P 16th – PDG NICANOR BARTOLOME

(September 9, 2011- December 17, 2012)

- PNP P.A.T.R. O. L. Plan 2030 (10 Point Action Plan)

1. Sustain the Integrated Transformation Program and Performance Governance System (ITP-PGS) set targets that

measure reform programs through a roadmap and a scorecard.

work results as determine thru a performance governance scorecard in all levels of command.

3. Develop competencies and enhance individual skills and specialization with premium on investigation, resource

management and disaster response skills.

4. Deploy one Policeman in every barangay who will act as conduit between the community and his unit for effective

execution of barangay baes public safety services.

5. Develop human rights Help Desks in all police stations and strict adherence to the basic tenets of human rights with

emphasis on the police operational procedures to plug loopholes.

6. Account of wanted persons and service of warrants.

7. Enhance the procurement, financial and logistics management systems by strengthening the Operations, Plan and

Budget Committee (OPBC) and Operations Performance Index Framework(OPIF) to ensure utmost transparency

and

accountability in all transactions.

8. Continuous build build-up of police equipage through a maximized utilization of resources with the initial goal of filing-up

the minimum requirement of one short firearm per policeman.

9. Strengthen the reward and disciplinary system a quick giving of rewards to deserving personnel and acknowledgement of t

their good deeds, and decisive in punishing the misfits and the undisciplined.

10. Enhance morale and welfare projects by way of equipping, training, shelter, salary increase and other benefits of

personnel to encourage them to perform their best and win the community over to their side.

Q 17th PDG ALLAN PURISIMA

(December 17,2012- February 5, 2015)

- PNP P. A.T.R.O.L. Plan 2030 (COPE-P)

1. Competence

2. Organizational Development

3. Discipline

4. Excellence

5. Professionalism
R. 18th – PDG RICARDO C. MARQUEZ

( July 16,2015- June 30, 2016)

- PNP P.A. T. R.O.L. Plan 2030 (B2B)

Back- to- Basics –B2B

S. 19TH- PDG RONALD M. DE LA ROSA

( July 1,2016- April 19, 2018

- PNP P. A. T. R.O. L Plan 2030 ( Project” DOUBLE BARREL” AND Project “ TOKHANG”)

Double Barrel is the brainchild project of the CNP PDG RONALD M, DE LA ROSA in consonance with the marching

order of President Rodrigo Duterte (upon his assumption to office last June 30,2016to address the worsening illegal

drugs problem in the country. The PNP’s anti- illegal drugs campaign plan which has a two-pronged approach, namely

Project HVT targeting High Value Targets which represents the upper barrel and Project Tokhang, a Visayan term for “

Toktok”-Hangyo” which represents the lower barrel wherein police officers will visit and knock on doors of houses of

watch listed illegal drug users and pushers.

T. 20th – PDG OSCAR ALBAYALDE

(April 19, 2018- October 14, 2019)

P NP .PA.T.R.O. L. Plan 2030 (OCA)

ONE Commendable Act

U. 21st - PGEN ARCHIE FRANCISCO “ CHIE”

FERANIL GAMBOA

( October 14, 2019 – January 20, 2020-OIC,

January 20, 2020-September 2, 2020)

- PNP P.A.T.R.O. L. 2030 (Internal Cleansing and Achieving of Ideal Body Mass Index (BMI)

V. 22ND PGEN CAMILO PANCRATIUS ‘ PIKOY”CASCOLAN

(September 2, 2020 - Present)

- PNP P. A. T. R.O. L. Plan 2030 (CPNP’s 9 Point Agenda)

1. Decongestion

2. Facilities Development

3. Delineation of Responsibilities
4. Human Resource /Skills Development

5. Additional Position and Promotion

6. Bayanihan Spirit (Enhancing Police Visibility)

7. Leadership Development

8. Enhance work Performance/Moral and Welfare

9. Sustain the Gains and Enhance the Implementation of the PNP P.A.T.R.O. L. Plan 2030 Beyond Institutionalization.