Police Personnel and Records Managementedited

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BICOL COLLEGE College of Criminology SUBJECT-1 – LAW ENFORCEMENT ADMINISTRATION POLICE PERSONNEL AND RECORDS MANAGEMENT

PERSONNEL MANAGEMENT The Area of Human Resource Management Efficient management of human resources in any organization can spell the difference between its success and failure to attain its objectives or goals. The need for a more efficient management of human resources is very demanding today. In it is the success of every organization for it to overcome the demands in human response brought about by the following factors: stiffer competition in business; rapid changes in technological, competitive, and economic environments; the expletion of technical and managerial knowledge; spiraling wage and benefits costs; increasingly complex government intervention in running the business through laws and regulations; the growing strength of labor unions and the felt need in many businesses to find better ways to manage rapidly changing tasks involving the coordination of many diverse specializations. The human resource management approaches that executive use differs because of external and internal environment an organization has to contend with. Two extremes approaches to human resource management executive employ are: exploitation, manipulation or taking advantage of employees in order to maximize return on investment in people; and providing the highest form of benefit a company can offer its employees. In the latter approach, the organization uses a systematic, organized approach to guarantee opportunities for the full use of the talents and potentials of its personnel. It offers the employees an opportunity to achieve appropriate return on his or her investment of time and effort through greater economic and personal rewards. The organization benefit since it is able to achieve its production, sales and profit goals. All managerial employees of an organization are involved in managing personnel. Human resource management is a line management responsibility. Efficient management of employees is the task of all managers even if this is not their primary duty, function, or responsibility.

Function under Personnel Management Operative Functions of Police Personnel The primary function of Personnel Department is commonly Personnel Operative Functions. These are the following: 1. Police Personnel planning — is a study of the labor supply of jobs, which are composed with the demands for employees in an organization to determine future personnel requirements, which either increase or decrease. If there is an expected shortage of personnel the organization may decide to train and develop present employees and/or recruit from outside sources. 2. Police Recruitment - is the process of encouraging police applicant from outside an organization to seek employment in an organization. The process of recruitment consists of developing a recruitment plan, recruitment strategy formulation job applicants search, screening of qualified applicants, and maintaining a waiting list of qualified applicants. 3. Police Selections (screening) - is the process of determining the most qualified police applicant for a given position in the police organization. 4. Police Placement- is the process of making police officers adjusted and knowledgeable in a new job and or working environment. 5. Police Training and Development — refers to any method used to improve the attitude, knowledge, and skill or behavior pattern of an employee for adequate performance of a given job. It is a day-to-day, year

Page 2 of 19 round task. All police officers on a new position undergo a learning process given a formal training or not. Learning is made easier for officers when the organization provides formal training and development. It reduces unnecessary waste of time, materials, man hours and equipment. 6. Police Appraisal or Performance Rating - performance rating is the evaluation of the traits, behavior and effectiveness of a police officer on the job as determined by work standards. It is judgmental if it is made a tool in decision- making for promotion, transfer, pay increase, termination or disciplinary actions against police officers. It is developmental in purpose when the evaluation is used to facilitate officer’s improvement in performance or used to improve recruitment, selection, training and development of personnel. 7. Police Compensation - Financial compensation in the form of wages of salaries constitutes the largest single expenditure for most organizations. In Metropolitan Manila and other urban centers, wages of salaries represent the sole source to meet the basic needs of food, clothing and shelter and it also provide the means to attain that standard of living and economic security that vary in degrees upon a person’s expectations.

POLICE PERSONNEL PROGRAM JOB DESCRIPTION After a job is analyzed, the facts about it are gathered, summed up, and recorded in the job description and job specifications. A job description may be defined an abstract of information derived from the job analysis report, describing the duties performed, the skills, the training, and experienced required, the responsibilities involved, the condition under which the job is done, and the relation of the job to the other job, in the organization. Therefore, a job description contains detailed and accurate descriptions of the following: 1. Major duties performed. 2. Percentage of time devoted to each duty. 3. Performance standards. 4. Working conditions including possible hazards. 5. Number of persons working on the same job. 6. Reporting relationships 7. Machines and equipment used. 8. Major responsibilities (money, men, etc.) The study of any job is consists of four parts: 1. The description of the functions: duties performed and responsibilities involved, and the relation of the job with other jobs in the company. This is known as job description. 2. The specification of the minimum personal qualifications in terms of trait, skill, knowledge and ability required of a worker to perform the job satisfactorily. This is known as job specification. 3. After writing the job description and job specification, the draft must be submitted to the supervisor concerned for verification and confirmation. 4. The identification of the job by its correct title. The title must be reflective for the functions of duties of the job. Acquiring Competent and Qualified Personnel The Recruitment of Police Personnel The first step in the recruiting procedure, and the one which should receive greatest emphasis, is that of attracting well-qualified applicants. The best selection devices available are of little value if the recruiting effort has failed to attract candidates of high caliber. Widespread publicity directed at the particular element of the population which it is hoped will he attracted to the examination is the best method of seeking outstanding applicants. However, in order to point publicity and to direct it into the most effective channels, it is necessary

Page 3 of 19 to know that type of employment, it is necessary to analyze the duties and responsibility of the class of positions for which applicants are being sought in order to determine what qualifications are needed. QUALIFICATION APPRAISAL GUIDE The following is a qualifications appraisal guide for patrolmen candidates, wherein the applicant is rated either (1) clearly unsuited, (2) deficient, (3) satisfactory, (4) superior, (5) outstanding. 1. Appearance, Manner and Bearing 2. Ability to present ideas 3. Special Adaptability 4. Judgment 5. Alertness 6. Emotional Stability 7. Respiration 8. Circulation 9. Kidneys MEDICAL STANDARDS FOR POLICE CANDIDATES The following is a check list of medical standards for examination of police candidates: 1. General Appearance The applicant must be free from any marked deformity, from all parasite or systematic skin disease, and from evidence of intemperance in the use of stimulants or drugs. The body must be wel1-proportioned, of good muscular development, and show careful attention to personal cleanliness. Obesity, muscular weakness or poor physique must be rejected. Girth of abdomen should not more than the measurement of chest at rest 2. Nose, Mouth and Teeth Obstruction to free breathing chronic cataract or very offensive breath must be rejected. The mouth must be free from deformities in conditions that interfere with distinct speech or that predisposes to disease of the ear, nose or throat. There shall be no disease or hypertrophy of tonsil or thyroid enlargement. Teeth must be clean, well-cared for and free from multiple cavities. Missing teeth may be supplied by crown or bridgework, where site of teeth makes this impossible, rubber denture will be accepted. At least twenty natural teeth must be present. Pyorrhea will be rejected. 3. Hernia In any form, actual or potential must be rejected. 4. Genitals Must be free from deformities and from varicose, hydrocele, and enlargement of the testicle, stricture or incontinence of urine. Retained or strophy is rejected. Any acute and all venereal diseases of these organs must be rejected. 5. Varicose Veins A marked tendency to their formation must be rejected. 6. Arms, Legs, Hands and Foot Must be free from infection of the joints, sprains, stiffness or other conditions, such as flat foot, ingrowing nails or hammer toes which would prevent the proper and easy performance of duty. First (index) second (middle), and third (ring) fingers and thumb must be present in their entirely. The toe must be the sane

Page 4 of 19 7. Eyes The applicant must be free from color blindness, and be able to read with each eye separately standard test type at a distance of twenty feet. Loss of either eye, chronic inflammation of the lids or permanent abnormalities of either eye must be rejected, 20/20 or 20/30 in one eye, with binocular vision of 20/30. THE SELECTION OF POLICE PERSONNEL The purpose of the selection process is to secure these candidates who have the highest potential for developing into good policemen. The process involves two basic functions. The first function is to measure each candidate’s qualifications against whose ideal qualifications which are established chiefly through job analysis. The second function, because of the comparative nature of the merit system, is to rank the candidates relatively on the basis of their qualifications. THE SCREENING PROCESS The selection process is largely one of screening. Normally in the selection of entrance level policemen, the following steps are made: 1. Application All candidates who do not meet the basic height, weight, education, and citizenship requirements should be disqualified. 2. Fingerprint Check Candidates are checked for past criminal records or say derogatory information as file with the government. 3. Written Examination Applicants are tested whether they have the require minimum attitudes, knowledge, and abilities necessary for the proper performance of their duties as police officers. 4. Physical Ability Test Design to eliminate those who at the time of the test do not have the required coordination, strength and speed of movements. 5. Personal Interview To determine whether or not the candidates pattern of personality traits is suitable for police work. 6. Medical Examination To determine whether or not the candidate is in good health and is free from defects this would disable or reduce his police efficiency and meets the standard distance and color vision. 7. Neuro-Psychiatric Test To exclude those applicants who are emotionally and temperamentally unstable, psychotic and suffering from mental disorder. 8. Character Investigation To determine the candidates reputation and character in his neighborhood and if his habits and attitude would make him a good prospect for the police job. IMPORTANCE OF INTELLECTUAL, EMOTIONAL AND ETHICAL QUALITIES The need for more than average intelligence in police service from the necessity of dealing with extremely complex situation and of matching with malefactors, some whom are extremely intelligent though frequently otherwise deficient. The need for high ethical standards springs from the nature of police work; it involves dealing with many persons who are ethically deficient. It also frequently presents unusual, opportunities and temptation that require more than average moral stamina to withstand. The need for emotional stability arises from the grave nature of the responsibilities that are imposed on policeman and the authority that is theirs. The need for a suitable personality grows from the fact that the principal duties of policemen involves dealing with other persons getting them to conform to regulations and to do what the policeman want with minimum friction and resentment.

Page 5 of 19 So long as policemen indulge in the petty graft or a handout; so long as they are unable to control their own emotions; so long as they arouse resentment in the persons with whom they deal;; and so long as the level of intelligence in many is below average; professionalization of police service and the development of public respect and friendliness will be unlikely. On Selection Procedures The purpose of the selection process is to secure these candidates who have the highest potential for developing into good policemen. The process involves two basic functions. The first function is to measure each candidate’s qualifications against whose ideal qualification that are established chiefly through job analysis. The second function, because of the comparative nature of the merit system, is to rank the candidates relatively on the basis of their qualifications. The Screening Procedures Preliminary Interview - the applicant shall be interviewed personally by the personnel officer. If the applicant qualifies with respect to the requirements of citizenship, education and age, he shall be required to present the following: >Letter of application if none has been submitted >An information sheet >A copy of his picture (passport size) >Birth Certificate >Transcript of scholastic records and! or diploma >Fingerprint card, properly accomplished. >Clearance papers from the local police department PNP provincial headquarters, city or municipal court and city or provincial prosecutor’s office and his hometown police department, NBI, and others that may be required. Physical and Medical Examination - in order to determine whether or not the applicant is in good health, free from any contagious diseases and physically fit for police service, he shall undergo a thorough physical and medical examination to be conducted by the police health officer after he qualifies in the preliminary interview. Physical Agility Test - the Screening Committee shall require the applicant to undergo a physical agility test designed to determine whether or not he possess the required coordination strength, and speed of movement necessary for police service. The applicant shall pass the tests like Pull-ups-6 Push-ups-27, Two minutes sit-ups- 45, Squat jumps-32, Squat thrusts-20 The Police Screening Committee may prescribe additional requirements if facilities are available. POLICE APPOINTMENT Any applicant who meets the general qualifications for appointment to police service and who passes the tests required in the screening procedures, shall be recommended for initial appointment and shall be classified as follows: Temporary — if the applicant passes through the waiver program as provided in under R.A 8551. Probationary — if the applicant passes through the regular screening procedures. Permanent — if the applicant able to finish the required field training program for permanency. Appointment in the PNP shall be affected in the following manner: A. PO1 to SPO4— appointed by the PNP Regional Director for regional personnel or by the Chief of the PNP for National Head Quarter’s personnel and attested by the Civil Service Commission (CSC) B. Inspector to Superintendent — appointed by the Chief PNP as recommended by their immediate superiors and attested by the Civil Service Commission (CSC). C. Sr.Supt to Dep. Dir. Gen. — Appointed by the President upon the recommendation of the Chief PNP with the endorsement of the Civil Service Commission (CSC) and with confirmation by the Commission on Appointment (CA). D..Director General — appointed by the President from among the most senior officers down to the rank of Chief Superintendent in the service subject to the confirmation of the Commission on Appointment (CA). Provided, that the C/PNP shall serve a tour of duty not exceeding four (4) years. Provided further, that in times war or other national emergency declared by congress, the President may extend such tour of duty.

Page 6 of 19 Waiver for Appointment Waivers for initial appointment to the police service shall be governed by Section 15 of Republic Act 8551, IRR. Appointment by Lateral Entry In general, all original appointments of Commissioned Officers (CO) in the PNP shall commenced with the rank o inspector to include those with highly technical qualifications applying for the PNP technical services, such as dentist, optometrist, nurses, engineers, and graduates of forensic sciences. Doctors of Medicine, members of the Bar and Chaplains shall be appointed to the rank of Senior Inspector in their particular technical services. Graduates of the PNPA shall be automatically appointed to the initial rank of Inspector. Licensed Criminologist may be appointed to the rank of Inspector to fill up any vacancy.

POLICE SALARIES, BENEFITS, AND PRIVILEGES On Salary The uniformed members of the PNP are considered employees of the National Government and draw their salaries there from. They have the same salary grade that of a public school teacher. Police Officers assigned in Metropolitan Manila, chartered cities, and first class municipalities may be paid with financial incentives by the local government unit concerned subject to the availability of funds. On Benefits and Privileges 1. Incentives and Awards The NAPOLCOM shall promulgate standards on incentives and award system in the PNP administered by the Board of Incentives and Awards. Awards maybe in the forms of decorations, service medals and citation badges r in monetary considerations. The following are examples of authorized Decorations/medals/citation: >Police Medal of Valor > Police Medal of Merit >Wounded Police Medal > Police Efficiency Medal > Police Service Medal > Police Unit Citation Badge Posthumous Award — in case a police officer dies. 2. Health and Welfare The NAPOLCOM is mandated to provide assistance in developing health and welfare programs for police personnel. All heads of the PNP in their respective levels are responsible to initiate proper steps to create a good atmosphere to a superior- subordinate relationship and improvement of personnel morale through appropriate welfare programs. 3. Longevity Pay and Allowances Under Republic Act 6975, PNP personnel are entitled to a longevity pay of 10% of their basic monthly salaries for every five years of service but the totality of such longevity pay does not exceed 50% of the basic pay. They shall also enjoy the following allowances: >Subsistence allowance >Quarter’s allowance > Clothing allowance > Cost of living allowance > Hazard pay >Others 4. Retirement Benefit

Page 7 of 19 Monthly retirement pay shall be fifty percent (50%) of the base pay and longevity pay of the retired grade in case of twenty (20) years of active service, increasing by two and one-half percent (2.5%) for every year of active service rendered beyond twenty (20) yeas to a maximum of ninety percent (90%) for thirty-six (36) years of service and over: Provided, That the uniformed member shall have the option to receive in advance and in lump sum his or her retirement pay for the first five (5) years: Provided, further, That payment of the retirement benefits in lump sum shall be made within six (6) months from effectivity date of retirement and/or completion: Provided, finally, That retirement pay of PNP members shall be subject to adjustments based on the prevailing scale of base pay of police personnel in the active service. (Section 36, RA 8551 — IRR) 5. Permanent Physical Disability Pay A PNP member who is permanently and totally disabled as a result of injuries suffered or sickness contracted in the performance of duty as certified by the National Police Commission, upon finding and certification by the appropriate medical officer, that the extent of the disability or sickness renders such member unfit or unable to further perform the duties of his or her position, shall be entitled to a gratuity equivalent to one year salary and to a lifetime pension equivalent to eighty percent (80%) of his or her last salary, in addition to other benefits as provided under existing laws. Should such member who has been retired under permanent total disability under this Section die within five (5) years from his retirement, his surviving legal spouse or, if there be none, the surviving dependent legitimate children shall be entitled to the pension for the remainder of the five (5) year guaranteed period. (Section 37, RA 8551 — IRR) 6. Early Retirement Benefit A PNP member of his or her own request and with the approval of the NAPOLCOM, retire from the service and be paid separation benefits corresponding to a position two ranks higher than his present rank provided that the officer or non-officer has accumulated at least 20 years of service.

POLICE DISCIPLINARY MECHANISM Aside from higher police management levels that can impose disciplinary actions against subordinates, the following also serves as disciplinary mechanisms in the police service Administrative Disciplinary Powers of the LCE - The City and Municipal Mayors shall have the power to impose, after due notice and summary hearings, disciplinary penalties for minor offenses committed by members of the PNP assigned to their respective jurisdictions as provided in Section 41 of Republic Act No. 6975, as amended by Section 52 of Republic Act No. 8551. PLEB - the PLEB (People’s Law Enforcement Board) is the central receiving entity for any citizen’s complaint against PNP members. As such, every citizen’s complaint, regardless of the imposable penalty for the offense alleged, shall be filed with the PLEB of the city or municipality where the offense was allegedly committed. Upon receipt and docketing of the complaint, the PLEB shall immediately determine whether the offense alleged therein is grave, less grave or minor. Should the PLEB find that the offense alleged is grave or less grave, the Board shall assume jurisdiction to hear and decide the complaint by serving summons upon the respondent within three (3) days from receipt of the complaint. If the PLEB finds that the offense alleged is minor, it shall refer the complaint to the Mayor or Chief of Police, as the case may be, of the city or municipality where the PNP member is assigned within three (3) days upon the filing thereof. If the city or municipality where the offense was committed has no PLEB, the citizen’s complaint shall be filed with the regional or provincial office of the Commission nearest the residence of the complainant. Administrative Offenses that may be imposed against a PNP The following are the offense for which a member of the may be charge administrative: I Neglect of duty or non-feassance — is the omission of refusal, without sufficient excuse, to perform an act or duty, which it was the peace officer’s legal obligation to perform; it implies a duty as well as it’s breach and the fast can never be found in the absence of a duty.. >Irregularities in the performance of duty — Is the improper performance of some act which might lawfully done.

Page 8 of 19 >Misconduct or Malfeasance — 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 — 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 — 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 — is the concealment or distortion of truth in a matter of fact relevant to one’s office, or connected with the performance of his duties. >Disloyalty to the Government — consists of abandonment or renunciation of one’s loyalty to the Government of the Philippines, or advocating the overthrow of the government. >Violation of Law — presupposes conviction in court of any crime or offense penalized under the Revised Penal Code or any special law or ordinance.

5.2.5 Developing and Motivating Personnel POLICE TRAINING The Need for Police Training Organized training is the means by which officers are provided with the knowledge and the skills required in the performance of their multiple, complex duties. In order that the recruit officer may commence his career with a sound foundation of police knowledge and techniques, it is most important that the entrance level training he soundly conceived, carefully organized and well-presented. Even the most carefully selected and highly motivated individual will not be capable of performing the hazardous, complicated task of maintaining the peace and order of a community without carefully prepared and well-presented training program. Officers in a police department often have to work individually, even independently to accomplish the police mission. Some phases of police work require an extremely high degree of technical skill or specialized expertise. Training and the Changes in Police Works During the past decades tremendous changes in police work have occurred. Advances in technology of communications and equipment, public relations and employee relations as well as total evolution in the whole social structure have made a law enforcement work more complex and difficult to pursue. The ordinary officer must be briefed and oriented on new changes and developments that affect his job and the recruit must be given a new solid foundation contemporary with the needs of the time. Policemen do not stay trained. If they do not forget what they have learned, it is continually made absolute by improved technology and social changes, and requires frequent renewal to keep it current and useful. Standards for Police Training The major portion of a training program should be functional. This means that the controlling purpose of the program should be to bring about improvement in the performance of the duties of Paw enforcement officers. When a program is functional in character, it is directed toward: Providing information in the performance of duty, or in meeting responsibilities >Developing ability to perform duties >Developing and maintaining high morale >Developing ability to think clearly and to exercise sound judgment in the performance of duties >All training program operated by law enforcement agencies should limit their enrolment to law enforcement officers. >Training courses should be set-up prescribed units of instruction and arranged on a time schedule. >Practical recruit training subsequent to employment should be provided.

Page 9 of 19 >Instructors of police training should be qualified in at least five particulars, as follows: >Knowledgeable of the job based upon successful experience >Sufficient general education to meet instructional demands. >Ability to apply well training methods in instructional work. >Such personal characteristics are as important for instructors. >Employment states law enforcement officers or other satisfactory official status. Working conditions affecting the training program should be sufficiently favorable to make it possible to do a satisfactory job. Some of the more important conditions, which can be varied widely to meet local conditions, include: Time schedules: times of day, length of periods. >Frequency of class meeting. >Classroom facilities. >Equipment and supplies >Requirements concerning attendance

Phases of Police Training >Induction training of recruits who have been selected on the basis of intelligence and aptitude for police work. >Contamination training of recruits throughout their probationary period to increase their knowledge and skill. >Refresher and advanced training of experienced police officers, including presentation of new methods in such aspects as traffic control, juvenile delinquency, or investigation. > Training of command officers in supervision, departmental objectives, and administration. Pre-and-post employment university training. Responsibility of Training The training of police officers shall be the responsibility of the PNP in coordination with the Philippine Public Safety College (PPSC) which shall be the premier educational institution for the training of human resources in the field of law enforcement (PNP, BFP, BJMP), subject to the supervision of the NAPOLCOM. Types of Police Training Programs The following are the training programs in the police service: >Basic Recruit Training > Field Training > In-Service Training programs > Department In-service training programs > National and International Conventions on Policing The Basic Recruit Training — the most basic of all police training which a prerequisite to permanency of appointment is. The Basic Recruit Training shall be in accordance with the programs of instructions prescribed by the PPSC and the NAPOLCOM subject to modifications to suit local conditions. It shall be a course, which is conducted with in not less than six (6) months. A training week shall normally consist of 40 hours of scheduled instructions. Full time attendance in the Basic Recruit Training — Attendance to this type of training is full time basis. However, in cases of emergency, recruits maybe required to render service upon certification of the Regional Director or the City or Municipal Chief of Police the necessity of such service. Completion and Certification of Training — after the Basic Recruit Training, the Regional Director shall certify that the police recruits has completed the training and has satisfied all the requirements for police service.

Page 10 of 19 The PNP Field Training — is the process by which an individual police officer who is recruited into the service receives formal instruction on the job for special and defined purposes and performs actual job functions with periodic appraisal on his performance and progress. Under R.A 8551, all uniformed members of the PNP shall undergo a field training program involving actual experience and assignment in patrol, traffic and investigation as a requirement for permanency of their appointment. The program shall be for twelve (12) Months inclusive of the Basic Recruit Training Course for non-officers and the Officer Orientation Course or Officer Basic Course for officers. (Section 20, RA 8551 — IRR) The In-Service Training Programs > Junior Leadership Training — for P01 to P03 > Senior Leadership Training — for SPOI to SPO4 >Police Basic Course (PBC) — preparatory for OBC — for senior police officers > Officers Basic Course (OBC) — for Inspectors to Chief Inspectors Officers Advance Course (QAC) — for Chief Inspectors to Sn Superintendent > Officer Senior Education Course (OSEC) — Superintendent and above >Directorial Staff Course (DSC) — for directors and above. The Departmental Training Programs — as often as practicable and as the need arises, all members of the police department shall undergo appropriate department in-service training which includes the following: 1. Roll-Call Training — instructional courses of several hours a day concerning departmental activities. 2. Supervisory development, Specialized or Technical Training — Seminars or special sessions on criminal investigation, traffic control, drug control, etc. 3. Training conducted by other law enforcement units or agencies. POLICE APPRAISAL Appraisal refers to the process of measuring the performance of people in achieving goals and objectives. It is also known as “performance evaluation system”. Purposes of Police Appraisal 1. It serves as guide for promotion, salary increase, retirement, and disciplinary actions. 2. It increases productivity and efficiency of police works. 3. It assimilate supervision 4. It informs the officer of the quality of his work for improvements Uses of Police Appraisal Police appraisal can be useful for personal decisions making in the following areas: > Eligibility to be hired > Salary adjustments > Determining potential for promotion > Evaluation of probationary officers > Identification of training needs > Isolating supervisory weaknesses > Validating selection techniques > Reduction in ranks (demotion) > Dismissal from service and other disciplinary actions. Factors used in Police Appraisal >Observation of work hours > Attendance > Appearance > Compliance with rules > Safety practices > Public Contacts and relations > Knowledge of work > Work judgment > Planning and organizing > Leadership > Quality of work > Acceptance and directions of responsibility > Effectiveness under stress

Page 11 of 19 > Care and operations of equipment > Work coordination > Initiative > Supervisory skills > others PNP Appraisal System The Performance Evaluation in the police service is the responsibility of the NAPOLCOM, which shall issue the necessary rules and regulation for the orderly administration of the appraisal process. Such performance evaluation shall be administered in such a manner as to foster the improvement of every individual police efficiency and behavioral discipline as well as the promotion of the organization’s effectiveness. The rating system shall be based on the standards set by the National Police Commission and shall consider results of annual physical, psychological and neuropsychiatric examinations. What are the rules on retirement benefits in the PNP? Monthly retirement pay shall be fifty percent (50%) of the base pay and longevity pay of the retired grade in case of twenty (20) years of active service, increasing by two and one-half percent (2.5%) for every year of active service rendered beyond twenty (20) yeas to a maximum of ninety percent (90%) for thirty-six (36) years of service and over: Provided, That the uniformed member shall have the option to receive in advance and in lump sum his or her retirement pay for the first five (5) years: Provided, further, That payment of the retirement benefits in lump sum shall be made within six (6) months from effectivity date of retirement and/or completion: Provided, finally, That retirement pay of PNP members shall be subject to adjustments based on the prevailing scale of base pay of police personnel in the active service. (Section 36, RA 8551 — IRR) 5.2.7.3 Death 5.2.7.4 Disciplinary Action (Dismissal) What is Breach of Internal Discipline? Breach of internal discipline refers to any offense committed by a member of the PNP affecting order and discipline within the police organization. (Section 55, RA 8551- IRR) An example of this is a minor offense which shall refer to any act or omission not involving moral turpitude, but affecting the internal discipline of the PNP, and shall include, but shall not be limited to: 1. Simple misconduct or negligence; 2. Insubordination; 3. Frequent absences and tardiness; 4. Habitual drunkenness; and 5. Gambling prohibited by law What is the rule in dealing with breach of internal discipline? In dealing with breach of internal discipline, including minor offenses, committed by any member, the duly designated supervisor or equivalent officer of the PNP shall after due notice and summary hearing, exercise disciplinary powers as follows: a. Chief of Police or equivalent supervisor may summarily impose the administrative penalty of admonition or reprimand, restriction to specified limits, withholding of privileges, forfeiture of salary or suspension, or any combination of the foregoing: Provided, that in all cases, the total period shall not exceed fifteen (15) days. The supervisor equivalent to a Chief of Police is the officer-in-charge of the police station, the district commander of the PNP Mobile Force, or any other officer classified as such by the Commission; b. Provincial Director or equivalent supervisor may summarily impose the administrative penalty of admonition or reprimand, restrictive custody, withholding of privileges, forfeiture of salary or suspension, or any combination of the foregoing: Provided, That, in all cases, the total period shall not exceed thirty (30) days.

Page 12 of 19 The supervisor equivalent to a PNP Provincial Director is the Head of the Regional Mobile Force, the Head of the Regional Unit of Administrative and Operational National Support Units, the Director of a Police District Office, or any other officer classified as such by the Commission; c. Police regional director or equipment supervisor shall have the power to impose upon any member the administrative penalty of dismissal from the service. He may also impose the penalty of admonition or reprimand, restrictive custody, withholding of privileges, suspension or forfeiture of salary, demotion, or any combination of the foregoing: Provided, That, in all cases, the total period shall not exceed sixty (60) days. The supervisor equivalent to a PNP Regional Director is the Director of a PNP administrative or operational support unit or any other officer classified as such by the Commission; and D.The Chief of the PNP shall have the power to impose the administrative penalty of dismissal from the service, suspension or forfeiture of salary, or any combination thereof for a period not exceeding one hundred eighty (180) days: Provided, That the Chief of the PNP shall have the authority to place a PNP member under restrictive custody during the pendency of an administrative case for a grave offense or a criminal case for a serious offense filed against said member. (Section 55, RA 8551 — IRR) Who shall have Summary Dismissal Powers against PNP members? The National Police Commission, the Chief of the PNP and PNP Regional Directors, after due notice and summary hearings, may immediately remove or dismiss any respondent PNP member in any of the following cases: a. When the charge is serious and the evidence of guilt is strong; b. When the respondent is a recidivist or has been repeatedly charged and there are reasonable grounds to believe that he or she is guilty of the charges; and c. When the respondent is guilty of a serious offense involving conduct unbecoming of a police officer. The PLEB has also dismissal power against PNP members whose are charged for administrative case/s under its jurisdiction.

What is AWOL? Is it a ground for summary dismissal? AWOL means Absence without Official Leave (AWOL) and it refers to the status of any PNP member who absents himself or herself from work without approved leave of absence and encompasses but is not limited to the following: a. Absence from place of work or assignment without approved vacation leave; b. Failure to report for duty after the expiration of approved leave of absence; c. Failure to give notice to his her or her immediate superior officer the fact of his or her inability to report for work on account of sickness or injury; d. Failure to file appropriate application for sick leave after his or her return for work attaching therewith the required medical certificate; e. Abandonment of work or assignment without prior approval of his or her immediate superior officer; and f. Failure to report to his or her new assignment or unit within three (3) days from receipt of the order of reassignment or for reporting to a unit where he or she is not officially assigned. Continuous absences without official leave for thirty (30) calendar days or more incurred by any PNP member under any of the aforementioned categories, shall be a ground for the summary dismissal of a PNP member. (2nd paragraph of Section 58, Section 597, RA 8551 — IRR). Is AWOL a basis for dropping a PNP member from the rolls of police officers? Yes, a PNP member who has been continuously absent without approved leave for thirty (30) calendar days or more may be dropped from the rolls without prior notice. Provided, that said member shall be notified of his or her having been dropped from the rolls, which is a non-disciplinary action, not later than five (5) days from its effectivity. Provided, further, That such notice shall be sent to the address of the PNP members concerned appearing on his or her latest personnel record on file in his or her latest place of work or assignment. (Section 60, RA 8551 — IRR)

Page 13 of 19 What are the Disciplinary Appellate Boards of the NAPOLCOM? The formal administrative disciplinary appellate machinery of the Commission for the PNP members shall be the National Appellate Board (NAB) and the Regional Appellate Boards (RABs). The NAB shall be composed of the four (4) regular Commissioners and shall be chaired by the Executive Officer. The Board shall consider appeals from decisions of the Chief of the PNP. The NAB may conduct its hearing or sessions in Metropolitan Manila or any part of the country as it may deem necessary. There shall be at least one (1) RAB in every administrative region in the country to be composed of a senior officer of the regional office of the Commission as Chairman and one (1) representative each from the PNP, and the regional peace and order council as members: Provided, That the Commission may create additional regional appellate boards as the need arises. (Section 61, RA 8551 — IRR) What is the rule when a PNP member is charged of a criminal case? Upon the filing of a complaint or information sufficient in form and substance against a member of the PNP for grave felonies or serious offenses where the penalty imposed by law is six (6) years and one (1) day or more, the court shall Immediately suspend the accused from office for a period not exceeding ninety (90) days from arraignment: Provided, however, That if it can be shown by evidence that the accused is harassing the complainant or witnesses, the court may order the preventive suspension of the accused PNP member even if the charge is punishable by a penalty lower than six (6) years and one (1) day: Provided, further, That the preventive suspension shall not be more than ninety (90) days except f the delay in the disposition of the case is due to the fault, negligence or petitions of the respondent: Provided, finally, That such preventive suspension may be sooner lifted by the court in the exigency of the service upon recommendation of the Chief of the PNP. Such case shall be subject to continuous trial and shall be terminated within ninety (90) days from arraignment of the accused.

5.3.3 Career and Job- Enrichment Programs EXAMINATION AND ELIGIBILITY The National Police Commission shall administer the entrance and promotional examination for policemen on the basis of the standards set by the commission (Sec. 21, RA 8551) The written examination has been a standard part of the police selection process in the government service since civil service was created. This screening device is still used effectively in the law enforcement organization. To date there is a research that has established a correlation between scores on a police entrance examination and successful job performance. The difficulty in designing a written exam comes from the fact that most applicants have no police background. Most police examinations are objectives, multiple-choice test. The objective test are much more common, although the essay format can provide a better understanding of the applicant’s ability to write concise, coherent report necessary for effective law enforcement. The problems associated with the subject nature of essay examinations however, make them especially susceptible to changes of discrimination. The applicants taking the written examination would costly more time and effort on the part of the test grades to evaluate essays, when multiple-choice test are graded quickly and accurately. For eligibility purposes following are the different police examinations administer by the National Police Commission 1. Entrance/qualifying examination 2. Police officer examination — from P01 P03 3. Senior Police officer examination — from SPO1 — SPOIV 4. Inspector examination 5. Senior Inspector examination 6. Chief Inspector examination Superintendent examination 5.3.4.2 Police Promotional Examination LATERAL ENTRY, PROMOTION AND TRAINING (Sec 33, RA 6975) 1. Lateral Entry — In general, all original appointment of commissioned officers in the PNP shall commence with the rank of inspector, to include all those with highly technical qualification applying for the PNP technical services.

Page 14 of 19 a. Senior Inspector rank (1) Chaplain (2) Member of the bar (3) Doctor of medicine b. Inspector (1) Dentist (2) Optometrist (3) Nurses (4) Engineers (5) Graduate of forensic sciences c. Graduate of the Philippine National Police Academy d. Licensed Criminologist 5.3.4.3 Police Executive Service Examination 5.3.4.4 Other Released Examination

5.3.8 Compensation and Welfare Benefits WELFARE AND BENEFITS

A. Awards; Declaration and Citation Badges The National Police Commission issued the following rules and regulations in furtherance Sec. 14. (m), and Sec. 69. R.A 6975 (DILG Act of 1990) for awards and medals of Honor for PNP uniformed personnel. Policy — it is hereby established as a policy in the Police Organization to confer awards, decorations and citation badges to all members of the PNP and other individuals who shall qualify, in order to give due recognition to outstanding performance of police functions and activities (Sec 1, NAPOLCOM MC# 93-018). Authorized Decorations. Service Medals, Ribbons and Badges of the Philippine National Police are the following: (Sec. 2, NAPOLCOM MC #93-012) 1.

Medalya ng Kagitingan (PNP Medal of Valor)

2.

Medalya ng Kabayanilian (PNP Distinguished Conduct Medal)

3.

Medalya ng Katapatan sa Paglilingkod (PNP Distinguished Service Medal)

4.

Mëdalyang Katapangan (PNP Bravery Medal)

5.

Medalya ng }çatangitanging Gawa (PNP Outstanding Achievement Medal)

6.

Medalya ng Pambiliirang Paglilingkod (PNP Special Service Medal)

7.

Medalya ng Kadakilaan (PNP Heroism Medal)

8.

Medalya ug Katangitanging Asal (PNP outstanding Conduct Medal)

9.

Medalyang Kagalingan (PNP Medal of Merit)

10.

Medalya ng Kasaaayan (PNP Efficiency Medal)

11.

Medalya ng Papuri (PNP Commendation Medal)

12.

Medalya ng Sugatang Magiting (PNP Wounded Personnel Medal)

13.

Medalya rig Ugnayang Pampullsya (Police Relations Medal)

14.

Mectalyang Mabuting Asal (PNP Good Conduct Medal)

15.

Meclalyang Paglilingkod (PNP Service Medal)

16.

Medalya rig Paglaban sa Manliligalig (Ami-Dissidence Medal)

17.

Medalya ng Pagtulong sa Nasalanta (PNP Disaster Relief and Rehabilitation Medal)

18.

Tsapa sa Natatanging Yunit (PNP Unit Citation Badge)

19.

Medalya n Paglilingkod sa Luzon PNP Luzon Campaign

Page 15 of 19 20.

Medalya ng Paglilingkod sa Visayas (Visayas Campaign Medal)

21.

Medalya rig Paglilingkod sa Mindanao (Mindanao Campaign Medal)

22.

Mga Tsapa ng Kwalipikasyon (PM> Qualification Badges)

Definitions of Terms 1.

Award— Any tangible granted to an individual in recognition of acts of gallantry or heroism, meritorious service or skill and proficiency. Decorations - A piece of metal/material representing award. Civilian Volunteer — member of the community/civic organizations who assists the PNP in the maintenance of peace and order and/or fire prevention/fire fighting. Likewise, any person who renders voluntary service to the PNP for a period of time or during a specific crime or fire situation. Conspicuous — clearly distinguished above others in the performance of one’s duty. Eminently — High in merit characterized by high degree of performance of one’s duty. Heroism — specific acts of bravery or outstanding courage or a closely related series of heroic acts performed within a short period of time. Honorable — praiseworthy accomplishment of duties of service showing a sense of what is right, proper and noble. PNP Decoration — an award conferred on a restricted individual basis in recognition of and as: a reward for heroic, extraordinary, outstanding and meritorious acts, achievements and services. PNP Personnel — Officers and non-Officers of the Philippine National Police and cadets of the PNPA. Major Responsibility — duty of such character that is exceptionally meritorious service therein has contributed in a high degree to the success of major command activity agency. Medal — refers to the distinctive physical device of metal and ribbon, which constitute the tangible evidence of an award. Meritorious Service - praiseworthy execution of duties over a period of time. Service differs from achievement in that service concerns a period of time while achievement concerns a enterprise having definite beginning and end but riot necessarily connected with a specific period of time.

2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12.

13.

Meritorious achievement — praiseworthy accomplishment, with easily discernible beginning and end and carried through to completion. The length of time involved is not consideration but speed and impact of accomplishment maybe a factor in determining the worth of the enterprise. Miniatures — replica of decorations, service medals and ribbons in miniatures authorized for wear on certain occasion, one fourth of the actual prescribed medal and ribbon. Outstanding — a performance of duty standing out from the others. Quasi—Police Forces — members of’ civil security forces such licensed private security guards, company guards and CHDFs Service Medal — an award given to individuals who rendered service in a campaign operation in the PNP under certain conditions within a definite period of time. It is awarded generally in recognition of honorable performance of duty during the campaign operation or service Service Ribbon — a ribbon in color with the suspension ribbon of the service -medal it represents, attached to a bar equipped with a suitable attaching device. A. service ribbon is issued with each setvice medal. Valuable — a performance of duty or service having an estimate performance. (Sec. 3, NAPOLCOM MC # 93-018)

14. 15. 16. 17. 18. 19.

1.3.9

Modes of Separation from the PNP

A. ATTRITION Attrition within the uniformed members of the PNP is not limited to the following: 1. Attrition by attainment of maximum tenure in position; the maximum tenure of PNP members including key position are as follows: Position

Chief

Maximum tenure

4 years

Page 16 of 19 Deputy Chief

4 years

Director of the Staff Services

4 years

Regional Directors

6 years

Provincial/City Directors

9 years

Other positions higher than provincial Directors shall have the maximum tenure of six (ó years. Unless earlier separated, retired or promoted to higher position in accordance with the staffing pattern, police officers holding the above-mentioned positions shall be compulsorily retired at the maximum tenure in position herein prescribed, or at age fifty-six (56), which ever is earlier. Provided, in times of war or other national emergency declared by congress, the president may extend the PNP chief tour of duty; Provided, further that PNP members who have already reached their maximum tenure upon the affectivity of the Act may be allowed one (1) year more of tenure in their position before the maximum tenure provided, unless they shall be applied to them, unless they shall have reach the compulsory retirement are of fifty-six (56), in which case compulsory retirement age shall prevail. 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. 2. Attrition by Relief Any PNP uniformed personnel who has been relieved for just cause and has not been given an assignment within two (2) years after such relief shall be retired or separated. 3. Attrition by Demotion in Position or Rank. Any PNP personnel, civilian or uniformed who is relieved and assigned to a position lower than what is established for his or her grade in the PNP staffing pattern and who shall not be assigned to a position commensurate to his or her grade within eighteen (18) months after such demotion in position shall be retired or separated. 4. Attrition by Non- promotion. Any PNP personnel who have not been promoted for a continuous period often (ID) years shall be retired or separated. 5. Attrition by Other Means. PNP member or officer with at least five (5) years accumulated active service shall be separated based on any of the following factors: a. b. c. d.

Inefficiency based on poor performances tinting the last two (2) successive annual rating periods; Inefficiency based on poor performance for three (3) cumulative annual rating periods; Physical and/or mental incapacity to perform police functions and duties, or. Failure to pass the required entrance examinations twice and/or finish the required career courses except for justifiable reasons. Retirement or Separation under Attrition System Any personnel who is dismissed from the PNP pursuant to the different ways stated shall be retired if he or she has rendered at least twenty (20) years of service and separated if he or she has rendered less than twenty (20) years of service unless the personnel is qualified by law to receive such benefits.

5.3.10 Records Management 5.3.10.1 PNP Organizational Structure for Records management 5.3.10.2 Classification and filing of personnel records Classification of Records The classification of records is important from the management viewpoint because the classification frequently determines the kinds of filing system used, the type of equipment required, and the arrangement of the records in the system. Records can be classified in several ways. Some managers classify records into two basic types: Transportation documents and reference documents. Other managers classify records into two other basic types: external communications and internal communications.

Page 17 of 19 With the Industrial Revolution, the rapid movements in production technology, the introduction of the factory system, and the changes in forms of business ownership, firms grow in size and scope of operations. Competition became keener; finance. production, marketing, and other functions vied for management attention. An awareness of the responsibilities workers spend a great deal of time reading, analyzing, writing and summarizing business letters and interoffice memoranda. Reference documents also include reports and studies (formal and informal). Telegrams, printed nrtters (catalog, pamphletes, brochures) and technical places (engineering specification, advertising copy, galley proofs) are also classified as reference documents. EXTERNAL COMMUNICATION Written communications between organizations between customer/client and the organization, between buyer and supplier and between the organization and various branches of the governement are the most notable examples of external communicfations. Further examples are public service or public relation messages, (the reply received after writing to a business of information) and telephone messages (received orally, but written on a message form for a recon and often confirmed in writinrg by a letter).

INTERNAL COMMUNICATION

Examples of internal communications are cnnnunicatiors between an organization and its employees (such as payroll, records, bulletins, and regulations) and communications among organizations’ department (such as inventory control records, interoffice memoranda, and reports. Also in the internal communications category are plans for future products or services and records equipment and assets owned. THE RECORD CYCLE Records may differ from each other in construction or contents, but each follows a common cycle (or path) through its life. The life span of a record from creation to final disposition is called the record cycle. Whether you are considering a simple one-copy payroll check, a complex ten-copy report, or a recorded cassette tape - the record cycle is often referred to as the “birth-through-death” cycle. 1. Creation

5. Purging or retention

2. Classification

6. Transfer

3. Storage

7. Archival storage or disposition

4. Retrieval

If an organization has no plan for seeing that all records flow smoothly through the record cycle, it will be faced with more of the following problems, any one of which can severely drain of profits. 1. An unmanageable tangle of papers within the office. 2. Wasted clerical effort searching for information. 3. Loss of important operating information. .

4. Extravagant use of operating information.

5. Possible loss of key information in defending the company against legal actions or governmental inquiries. Poor records management also creates chaos and wastes a tremendous amount of time and money. Such mismanagement is characterized by: 1. Improper control of records creation. 2. Free access by anyone at any time to the files. 3. No control over records taken from the files. 4. No plans for disposition of absolute records.

Page 18 of 19 5. Retention of unnecessary records. 6. No plans for retention of needed records. Proper records management provides information, instantaneously and streamlines the operations of any organization. The information contained in the filed records is the lifeblood of any office. The person who is responsible for the orderly arrangement and control of those records has one of the most responsible positions in any offices.

RECORDS STORAGE Although filling and records management are sometimes used interchangeably, storage is only one phase in the management of a record. Material is placed in the files because it may be useful in the future - to help information too complicated to be trusted to memory, to assist departments in communicating with each other, to substantiate claims, and to provide a record of the past, to provide information useful for legal purposes. The filler, therefore, must be able to find quickly any information contained in the stored records. When a record is created and is ready for filing, unnecessary working papers or rough drafts used in its creation should be destroyed. Excessive duplicate copies should be avoided. And papers of temporary value should be prominently marked for destruction before they are put into files so that the files do not jumped with duplicates and records of little or no value. This is a process of control that is continued as papers are dated and time stamped upon receipt, started through the work flow from office to office, and stored for retrieval when needed. Efficient records control includes: 1. Standardizing the purchase of equipment and supplies to allow their usage anywhere in the organizations. 2. Training personnel 3. Following standards procedures of storage and control.

TERMINOLOGY OF STORAGE Filing terminology may be confusing to someone who is not familiar with it. Understanding the meaning of records control and being able to analyze the various systems of storage available require a knowledge of the terms used. The definition given in the following paragraphs will help in understanding. 1. Filing - Filing is the actual placement of materials in a storage container, generally a folder, according to a plan. It includes the process of classifying, coding, arranging, and storing systematically so that they may be located quietly when needed. 2. Filing Manual – A filing manual is an instructional book containing detailed information about various phases of filing and records management including files for the procedures used. 3. Procedures - Procedures are series of steps for the orderly arrangement of records which include; alphabet, geographic, numeric, subject or chronologic. 4. System - The word system as used in records storage means any plan of filing devised by a filing equipment manufacturer. System has a broader meaning in a management circles. 5. Classifying - Mentally determining the name of subject or number of which a specific record is to be filed is called classifying. 6. Indexing - another method of classifying. 7. Coding – Making an identifying mark on the item to be stored to indicate what classifications it is to be filed is called coding. Coding mat be done by underlining, checking, circling, or making the record in some other way. When a record does not need to classify or reindex to determine where it should be refilled because the original code mark remains on it. 8. Unit - The names, initials, or words used in determining the alphabetic order of field materials are called units. The name Joan C. Brown, for example has three units. Brown is the first, Joan is the second, and C is the third.

Page 19 of 19 . 9. Cross reference - A cross reference is a notation but into a file to indicate that a record is not stored in that file but in the file specified on the cross-reference. A cross-reference is somewhat like a directional sign - it tells the filer or searcher where to find the needed material. 10. Guide - Dividers in filing equipment are called guide because in formation on them serves as a guide to the eye of filing and locating stored items. A primary guide introduces a special section that falls within the alphabetic range of the primary guide it follows (such as a section devoted to a special subject applications, or a special name group, such as names beginning with the word General) An OUT guide is a heavy divider that replaces a folder in the file when the folder is temporarily removed. 11. Folder - The container in which papers or materials are kept in a filing cabinet is called a folder. Popular materials used in making folders, are Manila, Kraft, plastic and pressboard. A miscellaneous folder is a folder that contains has not accumulated is sufficient volumetric is being removed to its own especially labeled folder known as an individual folder. A special folder contains, all papers containing to one subject (such as application) or /all papers from correspondence with names beginning with the same name (such as American or National). 12. Score - A score is an indented or raised line (or series of ranks) near the bottom edge of a folder. The score shows where the folder may be refolded one or more times to allow for expansion of its contents 13. Tab - The portion of a guide or of a folder that extends above the regular height of the folder or the guide is called a tab. It may be in anyone of a member of positions from left to right across the top. The material of which is a tab is made maybe reinforced with an extra thickness of its own material; or it maybe of celluloid, metal, plastic, or any combination thereof. Tabs are sometimes angled so that they can be seen more easily. 14. Cut - The tabs on guides and folders are said to be out according to the width of the tabs. A tab extends across the complete width of a folder is said to be straight cut; a tab is only one third the width of a folder is known as one-third out. Five one-fifth-cut tabs is staggered positions could completely fill the space across the top of folder. 15. Position – Position refers to the location of that tab at the top of the guide of a folder, as seen from left to the right. First position means that the tab is located at the extreme left edge of the guides or folder; second position refers to the location of the tab in the second place from the left edge; and so on. Series of guides and folders may have tabs in staggered positions or straight-line positions. The term Staggered position means that the tabs on the folders or the guides in a series are several different positions from left to right according to a set pattern. Straight line position means that the tabs on all the folders or on all the guides are on one position only; for example; all the tabs in the first position or all down the middles, or all in some other one position. 16. Label - the tab on a folder is often covered with a piece of gummed paper, called a label that identifies the contents of the folder. Insertion of a label or a strip of labels into a typewriter for typing information on the label is easier than attempting to roll the complete folder into the type writer in order to type directly on the tab. Labels may be obtained in various colors and styles. In many instances, they aid in proper filing because of color and/or member sequence. Guides like folders, have labels on their tabs for identification purposes.