LAW ENFORCEMENT ADMINISTRATION
PLANNING WITH POLICE PERSONNEL AND RECORDS MANAGEMENT
PLANNING
Planning- can be defined as the process of
developing methods or procedure or an
arrangement of parts intended to facilitate
the accomplishment of a definite objective.
Planning- It is a determination in advance
how the objectives of the organization will be
attained. This would include the
determination of the course of action to take
in a particular task, function or activity.
Types of Plans
1. Procedural or Policy Plan – This
kind of plan ordinarily include as a
part of a police department’s written
directives system.
a. Field Procedure- Procedures
intended to be used in all situation of
all kinds shall be outlined as guide to
officers and men in the field.
b. Headquarters Procedure- To
include in these procedures are the
duties of the dispatcher and other
personnel concerned which may be
reflected in duty manual.
c. Special Operating Procedures-
Certain special operations are also
necessitating the preparation of
procedures as guides.
2. Operational Plans- are often called
“work plan” and described specific
action to be taken by line units. Work
plans are usually short and concise,
giving both direction and time
constraints in accomplishing a given
task.
Plans for Operations of special division
 Those designed to meet every day,
year-round needs .
o ( regular operating programs).
 Those designed to meet unsual
needs. (result of intermittent and
unexpected variations in activities
that demand their attention.
Types of Operational Plan
a. Standing Plan- provide the basic
framework for responding to
organizational problems.
b. Functional Plan- includes the
framework for the operational of the
major functional unit in the
organization.\
c. Operational-efficiency,
Effectiveness, and Productivity
Plans- are essentially the measures
or comparison to be used to assess
police activities and behaviour and
results.
d. Time Specific Plans- are concerned
with specific purpose and conclude
when an objective is accomplished or
a problem is solved.
3. Tactical Plans- involves planning for
emergencies of a specific nature at
known locations. Some tactical plans
are developed in anticipation of such
emergencies.
(ex: hostages, jailbreak and other
similar incidents that are totally
unanticipated.

4. Administrative or management
plans include information of the
department’s mission statement,
goals and policies; structuring of
functions, authority and
responsibilities and the allocation of
resources.
5. Extra-Departmental Plans are those
that require action or assistance from
persons and other private and
governmental agencies outside the
department for accomplishing the
primary goal of the organization.
Categories of Plan
1. Visionary Plan- are essentially
statements that identify the role of
police in the community and future
condition in state to which
department can aspire.
2. Strategic Plans- are designed to
meet the long-range, overall goals of
the organization. Strategic planning is
important because it allows them to
prepare for and deal with the
changing environment conditions in
which their department operates.
Five (5) Major Approaches to
Planning.
S-ynoptic
I-ncremental
T-ransactive
A-dvocacy
R-adical
A. SYNOPTIC PLANNING
Synoptic planning or the rational
comprehensive approach is the
dominant tradition in planning. It is
also the point of departure for most
other planning approaches. This
model is especially appropriate for
police agencies as it based on
problem-oriented approach to
planning.
B. INCREMENTAL PLANNING
It incudes that long range and
comprehensive planning are not only
too difficult, but inherently bad. The
problems are seen as too difficult
when they are taken one at a time
and broken down into gradual
adjustments over time.
C. TRANSACTIVE PLANNING
It is not carried out with respect to an
anonymous target community of
beneficiaries but in face-to-face
interaction with the people who are to
be affected by the plan. Techniques
include field’s surveys and
interpersonal dialogue marked by a
process of mutual learning.
D. ADVOCACY PLANNING
Beneficial aspects of this approach
include a greater sensitivity to the
unintended and negative side effects
of plans.
E. RADICAL PLANNING
Radical planning has two
mainstreams. The first mainstream
involves collective actions to achieve
concrete results in the immediate
future. The second mainstream is
critical of large-scale social
processes and how they permeate
the character of social and economic
life at all levels, which, in turn,
determine the structure and evolution
of social problems.
CHARACTERISTICS OF A PLAN
S-M-A-R-T
Simple, Measurable, Attainable, Realistic,
and Time Bound.
TYPES OF DOCTRINES
 Complimentary Doctrines-
Formulated jointly by two or more
bureaus in order to affect a certain
operation with regard to public safety
and peace and order.
 Ethical Doctrines- These define that
fundamental principles governing the
rules of conduct, attitude, behaviour
and ethical norm of the PNP.
 Fundamental Doctrine
It is the basic principle in planning,
organization and management of the
PNP in support of the overall pursuit
of the PNP vision, mission and
strategic action plan for the
attainment of the national objective.
 Operational Doctrine- Is the
principles and rules governing the
planning, organization, direction, and
employment of the PNP forces in the
accomplishment of basic security and
public safety operation.
POLICE PERSONNEL AND
RECORDS MANAGEMENT
 Uses planning, organizing, directing
and controlling of day-to-day
activities involved in procuring,
developing and motivating them and
in coordinating their activities to
achieve the aims of the police.
 Is an art of preparing, organizing and
directing the efforts of the members
of the police force in order that they
may achieve the accomplishment of
the police purpose.
 Area of management concerned with
human relations in the police
organization.
 Managing all human resources within
PNP organization.
POLICE PERSONNEL
 Refers to the employee or the
manpower.
 Refers to human resources of a PNP
organization.
OBJECTIVES OF POLICE PERSONNEL
MANAGEMENT
To ensure effective coordination,
control and supervision functions and
activities of different units;
To ensure the designation of qualified
and trained officers and men in
personnel staff, units and offices;
To see that all police members are
treated equally and in the application
of policies, rules and regulations and
in rendering services to them;
To procure only personnel with
appropriate police eligibility and
qualification;
To ensure effective and proper
recruitment of qualified police
applicants as well as to maintain the
authorized non-uniformed working
forces;
To improve benefit claims of police
personnel.
FUNCTIONS OF MANAGEMENT
 PLANNING
 the mental process of finding
adequate solutions to management
problems and the preparation of an
outline of things to be done and how
they will be done to achieve results.
 -Is the determination in advance how operations based on the
the objectives of the organization will highest reasonable
be attained. expectations of operating
efficiency and is a tool
coordinating for operating
 ORGANIZING financial factors.
 The process of allocating authority;
responsibility and accountability to POLICE POLICIES AND
people. PROCEDURES
 Involves the allocation and
determination of men and women as POLICY – refers to those tools of
well as the resource of an organization management, which gives life and
to achieve pre-determined objectives direction to the programs of activities
and goals of the organization. and sets limits which action is to be
 STAFFING pursued by the personnel concerned.
 The task of providing
competent men to do the job  Type of Police Policies
and choosing the right men for 1) Originated Policy – this type of
the right job. policy comes from the top
 It involves good selection and management level or highest rank
processing of reliable and well- and is intended to set up guidelines in
trained personnel. the operation of the organization.
 DIRECTING 2) Appealed Policy – this type of police
 The giving authoritative is born when problems arise at the
instructions, orders, or lower levels of the organization and
commands to working men. the man in charge does not know
 It is the overseeing and how to meet the problem. He the
supervising of the human appeals for his superior for guidelines
resources and the various and guidance.
activities in an organization. 3) Impose Policy – this type of policy
 COORDINATING comes from the government in forms
 The accomplishment of an of laws administrative orders, rules
orderly pattern of group effort and procedures and specifications.
among working men.  Dissemination of Policies
 REPORTING  Police Handbooks
 The making of detailed account  Police Manual
activities, work progress,  Bulletin Board
investigation, and unusual  Meeting or Conferences
occurrences in order to keep  Police Publications
everyone informed.
 BUDGETING
 The forecasting in detail of the
results of an officially
recognized program of
 SCIENTIFIC MANAGEMENT
 Under this theory “workers
are motivated by economic rewards
and that if they are paid
commensurate to work being done,
they produce maximum amount of
work”
 Proposed by Frederik Taylor
(Father of Scientific Management)
 THEORY OF X and Y
 Introduced by Douglas
McGregor
 THEORY X - starts from the
assumption that people are naturally
lazy, want to avoid work as much as
possible, do not wish to take
responsibility, have no ambition and
prefer to be supervised. The
authoritarian leadership style is the
most appropriate leadership style in
this theory.
 THEORY Y – Assumes that
people are inherently happy to work,
they want to exert themselves and
they are motivated to pursue
objectives. Democratic leadership
style is the most appropriate in this
theory.
 EFFICIENT
 Means doing the right thing with a
minimum use of resources.
 Capable of producing desired results
without wasting materials, time, or
energy.
 EFFECTIVE
 RECRUITMENT
 Producing a result that is wanted.
 Productive, useful, and producing
desired effect.
 OPERATIVE FUNCTIONS OF POLICE
PERSONNEL
1) Police Personnel Planning – the
study of the needs of the organization
concerning labor supply and demand
of jobs, as well as the needs of the
employees regarding skills training
and enhancement.
2) Police Recruitment - is the process
of encouraging police applicant from
outside an organization to seek
employment in an organization.
3) Police Selection (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.
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.
7) Police Compensation – financial
compensation in the form of wages
and salaries of employees of the
organization.
POLICE RECRUITMENT, SELECTION
AND PLACEMENT
 Is the process of attracting candidates who
have the maximum qualifications to be
eligible for the selection procedure.
No person shall be appointed as officer or
member of the PNP unless he or she
possesses the following minimum
qualifications:
o A citizen of the Philippines;
 o A person of good moral conduct; SCREENING PROCEDURE
o Must have passed the 1) Pre-Assessment
psychiatric/psychological, drug and 2) Initial Screening
physical tests to be administered by the a) Required to submit the necessary
PNP or by any NAPOLCOM accredited documents
government hospital for the purpose of b) Face-to-face interview
determining physical and mental health; c) Initial measurement of height and
o Must possess a formal baccalaureate weight
degree from a recognized institution of d) Visual physical inspection
learning; e) Physical Agility Test (PAT)
o Must be eligible in accordance with the f) Submission of documentary
standards set by the Commission; requirements
o Must not have been dishonorably 3) Screening Proper
discharged from military employment or a) Psychiatric and Psychological
dismissed for cause from any civilian Examination (PPE)
position in the Government; b) Physical, Medical and Dental
o Must not have been convicted by final Examination (PMDE)
judgment of an offense or crime involving c) Drug Test (DT)
moral turpitude; d) Complete Background Investigation
o Must be at least one meter and sixty-two (CBI)
centimeters (1.62 m.) in height for male e) Final Committee Deliberation
and one meter and fifty-seven centimeters 4) Oat-Taking and Processing of
(1.57 m.) for female; Appointments
o Must weigh not more or less than five
kilograms (5 kgs.) from the standard *The National Police Commission or NAPOLCOM
weight corresponding to his or her height, – shall administer the entrance and
age, and sex; and promotional examination for policemen.
o For a new applicant, must not be less than *I.Q. or Intelligence Quotient of 112 is advisable
twenty-one (21) nor more than thirty (30) as a minimum standard in police service.
years of age.  POLICE APPOINTMENT
 SELECTION  Temporary – if the applicant passes
 Is the process of screening out/or through the waiver program as provided
eliminating undesirable applicants that do in under RA 8551.
not meet the organization’s selection  Probationary – if the applicant passes
criteria. through the regular screening
 The purpose of selection process is to procedures.
secure these candidates who have the  Permanent – if the applicant able to
highest potential for developing into good finish the required field training program
policemen. for permanency.
 “Only the best must be considered for * Probationary or Probation Period – period of at
selection” least twelve (12) months
All newly appointed to PNP shall undergo a
mandatory one (1) year probationary period.
During this period the newly appointed can be
terminated due to unsatisfactory conduct or
performance at any time.
Appointment in the PNP shall be affected in the
following manner:
A. Patrolman/Patrolwoman – Police
Executive Master Sergeant - Graduates of Forensic Sciences, PNP
Appointed by the PNP regional director
for regional personnel or by the Chief
of the PNP for the national
headquarters personnel and attested
by the Civil Service Commission.
B. Police Lieutenant – Police Lieutenant
Colonel - Appointed by the Chief of
the PNP, as recommended by their
immediate superiors, attested by the
Civil Service Commission;
C. Police Colonel – Police Lieutenant
General - Appointed by the President
upon recommendation of the chief of
the PNP, with proper endorsement by
the Chairman of the Civil Service
Commission and subject to
confirmation by the Commission on
Appointments;
D. Police General - Appointed by the
President from among the senior
officers down to the rank of chief
superintendent in the service, subject
to confirmation by the Commission on
Appointments. The Chief of the PNP
shall serve a tour of duty not to exceed
four (4) years. In times of war or other
national emergency declared by
Congress, the President may extend
such tour of duty.
Waivers for Initial Appointments to the PNP
(Sec. 15 of RA 8551)
 The age, height, weight, and educational
requirements for initial appointment to
the PNP may be waived only when the
number of qualified applicants fall below
the minimum annual quota.
Appointment by Lateral Entry
 INSPECTOR or POLICE LIEUTENANT
RANK
 Dentist, Optometrists, Nurses, Engineers,
Graduates, Licensed Criminologist.
 SENIOR INSPECTOR or POLICE CAPTAIN
RANK
 Chaplains, Members of the Bar, Doctors
of Medicine
 POLICE TRAINING
The training of police officer shall be the
responsibility of the PNP in coordination with:
 PHILIPPINES PUBLIC SAFETY COLLEGE
(PPSC) - which shall be the premier
education institution for the training of
human resources in the field of law
enforcement (PNP, BJMP, BFP),
subject to the supervision of
NAPOLCOM.
Type of Police Training Program
 Basic Recruit Training
 Field Training
 In-Service Training Programs
 Specialized Training and Schooling
Program
 POLICE APPRAISAL
 Appraisal refers to the process of
measuring the performance of people
in achieving goals and objectives.
 Also known as “Performance
Evaluation 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.
I. Police Administrative Disciplinary Machinery
ADMINISTRATIVE DISCIPLINARY MACHINERY
 CITIZEN'S COMPLAINTS
 Any complaint by a natural or juridical
person against any member of the PNP.
 Pertains to any complaint initiated by a
private citizen or his duly authorized
representative because of injury, damage
or disturbance sustained due to an
irregular or illegal act committed by a
member of PNP.
DISCIPLINARY AUTHORITIES FOR CITIZEN’S
COMPLAINT
1) CHIEF OF POLICE
 Where the offense is punishable by
withholding of privileges, restriction
to specified limits, suspension or
forfeiture of salary, or any
combination thereof for a period not
exceeding FIFTEEN (15) DAYS.
2) CITY/ MUNICIPAL MAYORS
 Where the offense is punishable by
withholding of privileges, restriction
to specified limits, suspension or
forfeiture of salary, or any
combination thereof, for a period of
not less than SIXTEEN (16) DAYS BUT
NOT EXCEEDING THIRTY (30) DAYS.
3) PEOPLE’S LAW ENFORCEMENT BOARD
 Where the offense is punishable by
withholding of privileges, restriction
to specified limits, suspension of
forfeiture of salary, or any
combination thereof, for a period
EXCEEDING THIRTY (30) DAYS; OR BY
DISMISSAL.
 INTERNAL DISCIPLINE
 Shall refer to MINOR OFFENSES
committed by any regular member of
the PNP involving order and discipline
within the organization.
DISCIPLINARY AUTHORITIES FOR BREACH OF
INTERNAL DISCIPLINE
1) CHIEF OF POLICE
 May summarily impose the
administrative punishment of
admonition or reprimand; restriction to
specified limits; withholding of
privileges; forfeiture of salary or
suspension; or any of the combination
of the foregoing for a period which
SHALL NOT EXCEED FIFTEEN (15) DAYS.
2) PROVINCIAL DIRECTORS
 May summarily impose the
administrative punishment of
admonition or reprimand; restriction to
specified limits; withholding of
privileges; forfeiture of salary or
suspension; or any combination of the
foregoing: Provided, That, in all cases,
the total period SHALL NOT EXCEED
THIRTY (30) DAYS.
3) REGIONAL DIRECTORS
 Shall have the power to impose upon
any member the disciplinary
punishment of DISMISSAL FROM THE
SERVICE. He may also impose the
administrative punishment of
admonition or reprimand; restriction to
specified limits; withholding of
privileges; suspension or forfeiture of
salary; demotion; or any combination
of the foregoing for a period NOT
EXCEEDING SIXTY (60) DAYS.
4) CHIEF OF THE PNP
 Shall have the power to impose the
disciplinary punishment of DISMISSAL
FROM THE SERVICE; suspension or
forfeiture of salary; or any combination
 thereof for a period NOT EXCEEDING
ONE HUNDRED EIGHTY (180) DAYS.
MINOR OFFENSES
 Shall refer to an act or omission not
involving moral turpitude, but affecting
the internal discipline of the PNP, and
shall include, but not limited to:
(1) Simple misconduct
negligence;
(2) Insubordination;
(3) Frequent absences or tardiness;
(4) Habitual drunkenness; and
(5) Gambling prohibited by law.
SUMMARY DISMISSAL AUTHORITY
 The NAPOLCOM, CHIEF OF THE
PNP and 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 is guilty of
the charges; and
(c) When the respondent is guilty of conduct
unbecoming of a police officer.
 DISCIPLINARY APPELLATE BOARDS
 The formal administrative disciplinary
machinery for the PNP.
 Task to hear cases on appeal from
different disciplinary authorities in the
PNP.
 Composed of NATIONAL APPELLATE
BOARD and REGIONAL APPELLATE
BOARDS.
1) NATIONAL APPELLATE BOARD
 Shall be composed of the four
(4) regular commissioners and
shall be chaired by the executive
or
officer.
 Shall decide cases on the appeal
from decisions rendered by the
PNP Chief and National Internal
Affairs Service.
2) REGIONAL APPELLATE BOARD
 There shall be at least one (1)
regional appellate board per
administrative region in the
country to be composed of a
senior officer of the regional
Commission as Chairman and
one (1) representative each from
the PNP, and the regional peace
and order council as members.
 It shall consider appeals from
decisions of the regional
directors, other officials, mayors,
and the PLEBs.

INTERNAL AFFAIRS
SERVICE (IAS)
Created under Section 39 of RA 8551
 POWERS AND FUNCTIONS OF THE IAS
 Pro-actively conduct inspections and
audits on PNP personnel and units;
 Investigate complaints and gather
evidence in support of an open
investigation;
  Conduct summary hearings on PNP
members facing administrative
charges;
 Submit a periodic report on the
assessment, analysis, and evaluation of
the character and behavior of PNP
personnel and units to the Chief PNP
and the Commission;
 File appropriate criminal cases against
PNP members before the court as
 ORGANIZATION & APPOINTMENTS
evidence warrants and assist in the
 IAS shall be headed by INSPECTOR
prosecution of the case;
GENERAL
 Provide assistance to the Office of the
Who is a CIVILIAN
Ombudsman in cases involving the
 Appointed by the PRESIDENT
personnel of the PNP.
 Upon the recommendation of the
DIRECTOR GENERAL (Chief, PNP)
* The IAS shall also conduct, MOTU
 Endorsed by the COMMISSION.
PROPRIO, automatic investigation of the
 The Inspector General shall be assisted
following cases:
by a Deputy Inspector General
a) Incidents where a police personnel
 There shall be National, Regional, and
discharges a firearm;
Provincial offices
b) Incidents where death, serious
 The Inspector General shall head the
physical injury, or any violation of
national office; the regional offices by
human rights occurred in the conduct
Director; and the provincial offices by a
of a police operation;
Superintendent.
c) Incidents where evidence was
compromised, tampered with,
 ENTRY QUALIFICATION TO IAS
obliterated, or lost while in the custody
 Shall be voluntary
of police personnel;
 PNP personnel with at least five (5)
d) Incidents where a suspect in the
years’ experience in law enforcement
custody of the police was seriously
 With no Derogatory service record
injured; and
 Member of the bar may enter the
e) Incidents where the established rules
service laterally
of engagement have been violated.
*Note: PNP personnel joining the
IAS shall have at least a rank of
* The IAS shall provide documents or
PCINSP for PCOs and SPO1 for
recommendations as regards to the
PNCOs
promotion of the members of the PNP or
 CAREER DEVELOPMENT AND INCENTIVES
the assignment of PNP personnel to any
 IAS personnel shall be granted
key position.
occupational specialty pay which shall
 not exceed FIFTY PERCENT (50%) of his
base pay
 IAS personnel shall also have priorities
in the quota allocation for training and
education
 DISCIPLINARY RECOMMENDATION OF THE
IAS
 Any PNP personnel found guilty of any
of the case mentioned and any
immediate superior found negligent
shall be recommended automatically
for dismissal or demotion.
 Recommendation by the IAS, once
final, cannot be revised, set aside or
unduly delayed without just cause.
 APPEALS
 Decision rendered by the provincial
inspectors shall be forwarded to the
regional office for review within ten
(10) days
 Decision of the regional office may be
appealed to the national office
 Decisions rendered by the national IAS
shall be appealed to the National
Appellate Board.
 the locality
PEOPLE’S LAW ENFORCEMENT
BOARD (PLEB)
 PLEB
 A body created pursuant of RA 6975,
amended by RA 8551.
 Shall have jurisdiction to hear and
decide citizen’s complaints or cases
filed before it against erring officers
and members of the PNP.
 The central receiving entity for any
citizen’s complaint against PNP
members.
 Shall be created by the Sangguniang
Panlungsod/Bayan in every city and
municipality as may be necessary.
 There shall be at least one (1) PLEB for
every five hundred (500) city or
municipal police personnel.
 Membership in the PLEB is a Civic Duty
 COMPOSITION OF PLEB
 PLEB shall be composed of the
following:
 Any member of the Sangguniang
Panlungsod/Bayan chosen by his
respective sanggunian.
 Any barangay captain of the city or
municipality concerned chosen by the
association of barangay captains; and
 Three (3) other members who
are removable only for cause
to be chosen by the local peace
and order council from among
the respected members of the
community known for their
probity and integrity:
 One must be a WOMAN
 One must be a MEMBER OF
THE BAR, or a college
graduate, or the principal of
central elementary school in
 The CHAIRMAN of the PLEB
shall be elected from among its
members
 The term of office of the
members of the PLEB is three
(3) years
 PROCEDURE
 Cases handled by PLEB shall be decided
by majority votes of its members
 Each case shall be decided within sixty
(60) days from the time the case has
been filed with the PLEB.
 The procedures in the PLEB shall be
summary in nature, conducted in
accordance with due process, but
 without strict regard to technical rules
of evidence.
 The decision of the PLEB shall become
final and executory: Provided, that a
decision involving demotion or
dismissal from the service may be
appealed by either party with the
regional appellate board within ten
(10) days from receipt of the copy of
the decision.
and in the determination of department
policy.
1) Files are backbone of sound and
efficient administration.
2) Effective filing system preserves
papers and both current and
future value in the operation of
a headquarters.

II. Records Management in the PNP

 FUNCTIONS AND USES OF RECORDS
 RECORDS
1) Used to measure police efficiency
 These are accounts in writing, print or in
11) It can be used in
some other permanent form intended to
coordinating with other agencies
perpetrate knowledge of facts or events.
2) Assist in assigning and promoting
 They are primarily means of
personnel 12) Effective
communication among the members of
employment of personnel and
the police department.
equipment
 It is the narration of facts/events
3) Identify individuals
transpired in a document that will serve as
13) It establishes responsibility
future reference.
and can reveal unusual problems
 RECORDS MANAGEMENT
4) Provide basis for property
 Application of systematic control
accountability 14) Provide the
concerning the creation, maintenance
basis for compilation of police statistics
and destruction of records required in
5) Control investigation
conjunction with the operation of the
15) Control Investigation
organization.
6) It makes information available to the
 It is the systematic way of preserving,
public 16) It make information
caring, and filing of important records.
available to the public
7) It increases the efficiency of traffic
 IMPORTANCE OF RECORDS MANAGEMENT
control
IN PNP
8) Assist the courts and prosecutors
 A police department is only as good as
9) Integrate the department
its records keeping capabilities. The
10) Aid in apprehension of criminals
effectiveness of a police department is
directly related to the quality of its
records.
III. Police Record Systems
 Records are essential in the efficient
performance of routine duties, in the RECORDING AND FILING SYSTEM
wise direction of police effort, in
supervision and control of personnel,
  The nature of police work justifies
emphasis on criminal records. To be
fully effective, a police records system
must:
Be comprehensive and include every incident
coming to the attention of the police
 Be adequately indexed to permit
ready reference
 Be centralized to prove adequate
control and maximum utilization
of clerical personnel
 Be as simple as possible,
consistent with adequacy
 Lend itself to summarization and
analysis to permit continuing
appraisal of the police services
CROSS REFERENCE
 A notation put into a file to
indicate that records is not stored
in that file but in some other
location specified therein.
 It tells the filer or searcher where
to find the needed material.
CODING – Making an identifying mark on the
item to be stored to indicate what
classification it is to be filed.
TYPES OF POLICE RECORDS
1) THE CASE RECORDS
Two categories of case records:
A. COMPLAINT OR ASSIGNMENT SHEET
 The foundation record of the
police department
 It shall be accomplished by the
desk officer
 This will become the primary
document for analysis of crime
occurrences while the
investigation report becomes the
prime document for the
continuation of the investigative
process.
B. INVESTIGATIVE REPORT – Is prepared
as a written report on the findings of
the investigator.
 TYPES OF INVESTIGATIVE REPORT
a) Case Report
b) Supplementary/ Progress Report
c) Continuation Report
d) Technical Report
e) Accident Report
f) Wanted Person Report
g) Daily Record of Events
2) ARREST AND JAIL BOOKING RECORDS
- These records maintains the arrest
and jail booking reports, which is
required for all persons arrested.
 ARREST REPORT
 It contains the information
regarding the full name of the
offender, charges and circumstances
of arrest.
 BOOKING REPORT
 It contains the list of prisoners in
custody, which will indicate the status
and disposition of each.
 PRISONER’S PROPERTY RECEIPT
 It contains all the information
regarding the property taken
from the prisoner.
3) IDENTIFICATION RECORDS
- Records containing identification
information
 FINGERPRINT RECORD  HEART OF
ANY IDENTIFICATION SYSTEM
 The fingerprint system is the
most reliable.
 MODUS OPERANDI FILE
 File consist of photographic
records and modus operandi of
known criminals.
  It shall described the method of
operation of a criminal.
4) ADMINISTRATIVE RECORDS – These
are records required in the
management of department’s
personnel.
a) Personal records
b) Correspondence records
c) Memoranda, orders, policy,
circular, Etc.
d) Assignment records
5) MISCELLANEOUS RECORDS – These
records do not fall under categories of
records that a police station maintains.
IV.Public Safety Services
 POLICE SALARIES, BENEFITS AND PRIVILEGES
 SALARIES
- The uniformed members of the PNP
are considered employees of the
National Government and draw their
salaries there from.
 BENEFITS AND PRIVILEGES
A. Incentives and Awards
Awards – may be in the form of
decorations, service medals and
citations badges or in monetary
considerations.
Examples of
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.
B. Longevity pay and allowances
- Under RA 6975, PNP personnel are
entitled to a longevity pay of 10%
of their basic monthly salaries for
every five years of service.
- The totality of such longevity pay
does not exceed 50% of the basic
pay.
They shall enjoy the following
allowances:
 Subsistence Allowance
 Quarter’s Allowance
 Clothing Allowance
 Cost of Living Allowance
 Hazard Pay
 Others
C. RETIREMENT BENEFITS
- Monthly retirement pay shall be
Fifty Percent (50%) of the base pay
in case of twenty years of active
service.
- Increasing by Two and One-Half
Percent (2.5%) for every year of
active service rendered beyond
twenty years.
- Increasing of Ninety Percent (90%)
for 36 years and over of active
service.
- Six (6) months from retirement,
the retiree can get a LUMP SUM of
retirement pay for the first 5
years.
-
Compulsory Retirement – 56 years old
Optional Retirement – 20 years of active service
& subject to approval of NAPOLCOM
Early Retirement – 10 years of active service; 2
ranks Higher
D. PERMANENT PHYSICAL
DISABILITY PAY
- PNP uniformed personnel who is
permanently and totally disable
because of injuries suffered shall
be entitled to ONE YEAR’S SALARY
and to a LIFETIME PENSION
equivalent to Eighty Percent (80%)
of his last salary, in addition to
other benefits.
- PNP personnel die within FIVE (5)
YEARS from his retirement, his
legal spouse or legitimate children
shall be entitled to receive the
pension for the remainder of the
five-year period.