PNP Doctrine and Doctrine Development as a Guide (1994)

PNP DOCTRINES and DOCTRINE DEVELOPMENT as a GUIDE

(1994)

PSUPT FILIPINO O AMOGUIS with the cooperation of PDIR HONESTO P BUMANGLAG TDHRDD PSSUTPT ORVILLE G GABUNA - TDPL COMMITTEE RESOLUTION
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PNP Doctrine and Doctrine Development as a Guide (1994)

RE: PNP DOCTRINES AND DOCTRINE DEVELOPMENT AS A GUIDE WHEREAS, the Committee on Doctrine Formulation was convened, consisting of representatives from each Directorial Staff to deliberate and brainstorm the paper on PNP Doctrine and Doctrine Development as a Guide, authored by PSUPT FILIPINO AMOGUIS. WHEREAS, the said paper was brainstormed and validated by the Doctrine Formulation representative of D-Staff and NSUs last May 24, 1994. WHEREAS, the Committee has deliberated the said noble paper and same was found to be a good reference in doctrine development in the PNP. THEREFORE, premises considered the committee endorsed the same favorably for circulation and for approval of the Chief, PNP. SIGNED this 27th day of July 1994 at Camp Crame, Quezon City

PCINSP ARNOLD D BANGUI ODRD Member

PCINSP MEDARDO T ESCOLANO ODPL Member PSINSP JIMMY A TIU ODIN Member PCINSP REYNALDO F FERNANDO ODL Member PSINSP BERNARDO A DIAZ- ODI Member

PCINSP ANTONIO D DECANO ODPRM Member PSINSP RAINEIER A ESPINA ODC Member PCINSP LUENA E LAYADOR ODO Member

PSINSP ROQUE P ALCANTARA ODPCR Member PSUPT FILIPINO O AMOGUIS ODHRDD Head Secretariat- Moderator/Proponent PSSUPT ORVILLE G GABUNA ODHRDD Vice Chairman PDIR HONESTO P BUMANGLAG Chairman ACKNOWLEDGMENT

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PNP Doctrine and Doctrine Development as a Guide (1994)

The authors research on PNP Doctrine has widen their idea on Doctrine Development from the constricted thoughts in the past. It was the search on what the PNP doctrine should be that drove the authors parallelism in coming out with something that the PNP doctrinaire can scan as reference in enriching his ideas on Doctrine Formulation. Be that as it may, the doctrine as rigidly thought as a connotation of the military ideals and principles has to transcend to the PNP as part of its major evolution of principles. An organization of arms and law enforcement profession like the PNP actually needs doctrine to strengthen its moral and service values and consequently improve efficiency and effectiveness, under the principle- a public office is a public trust. One of the major factors of encouragement in coming up with this book is the existing situation as a result of the merger of nine elements from law enforcement and non-law enforcement units during the advent of the PNP organization. This accounted the former PC, INP, NACAR, the AIRFORCE, the NAVY, the ARMY, the NAPOLCOM Investigators, the ICS Agents and Lateral Entrants- all having different and distinct indoctrination, behavior and customs. Thus, this condition has created the vast opportunity to the authors to advance the idea of putting this Doctrine Development guide to hasten the development of Doctrine in the PNP, so that we can establish and pursue one doctrine for the nine components mentioned above. This book provides the suggested format for doctrine proposal, factors test of doctrine and its matrix and the workflow of doctrine development. It provides the definition and categories of doctrine with its basis focused on the Police 2000. It also differentiates military doctrine and Police doctrine. Its sources of interest introduce a new perspective of categorizing position of responsibility. The elements of doctrine development gives insights on the adherence of the members of the organization and the recognition of the proponent once his suggestions/ideas have been designed to guide the doctrinaires in developing functional or operational doctrines. The authors do not claim perfection, but we have tried our best to produce something from nothing. It is thru evolution of ideas and policies that may allow the evolution also of the said formats, but the idea has been scribbled and will surely linger in the hearts and minds of those who are tasked to do and who are expected to implement. We cannot let it pass unrecognized, hence, we hereby acknowledge all the support and assistance made available in making this book a reality, who deserve to be mentioned but due to lack of space, they are recognized in general, for without them this work, could not have been possible. The Authors PDIR HONESTO P BUMANGLAG PSSUPT ORVILLE G GABUNA PSUPT FILIPINO O AMOGUIS Republic of the Philippines DEPARTMENT OF THE INTERIOR AND LOCAL GOVERNMENT Pasig City, Metro Manila
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PNP Doctrine and Doctrine Development as a Guide (1994)

MESSAGE If we study the path of leadership, we will discover a certain vision that guides all leaders. Greatness required that a leader espouses a vision. A clear and positive vision is what characterizes doctrine and its formation. A doctrine, when internalized by an institution, provides both the letter and the spirit to our common goals and objectives. Doctrine provides wisdom and strength. It is not only intended to be taught; it is a source of enlightenment. It is in this context that I welcome the reference book, PNP DOCTRINES and DOCTRINE DEVELOPMENT AS A GUIDE, the purpose of which gives us reason to hope and work for the best, utilizing our shared commitment and dedication to God, country and people.

RAFAEL M ALUNAN III Secretary, DILG and Chairman, NAPOLCOM

Republic of the Philippines Department of Interior and Local Government NATIONAL HEADQUARTERS, PHILIPPINE NATIONAL POLICE Camp Crame, Quezon City

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PNP Doctrine and Doctrine Development as a Guide (1994)

FOREWORD It is the intention of the PNP to enhance the development of doctrines out of the many contribution of ideas and pragmatic thoughts from the individuals and offices/units in various levels of command in order to enrich our operational and administrative system and capability, and to pursue organizational development thereby developing the highest standard of professionalism, efficiency, and effectiveness in the PNP. This book of PNP Doctrines and Doctrine Development as a guide sets forth a general guide in preparing doctrines and consequently encourage every member of the PNP to submit unquantified proposals/studies of doctrinal value based on experiences and tested principles. Doctrine Development is rather a tedious job which requires patience, integration of thoughts/ideas, creativeness and never-boring attitude towards the work but it is challenging and thought-provoking. The PNP encourages this and being a new organization, it urgently needs feedbacks from the field. Anybody in the organization can submit his doctrinal suggestions based on experiences in the field and theories which have been implemented successfully. Earlier, Doctrine Development in the PNP was virtually not given much attention except in the recent past when DHRDD was organized where it has considerably proved its mettle. With this book as a guide, it is hoped that this current momentum will transcend not only in the NHQ but as well as in lower echelons in a dynamic and intelligent undertaking. It is a fundamental belief that the formulation of doctrines can only be hastened with more inputs from the multitudes of proponents, especially those with bountiful experiences and successes. PDG RECAREDO SARMIENTO Police Director General Chief, PNP

PART I THE FRAMEWORK A. CONCEPTUAL PRESENTATION As a feed forward mechanism, there is the PNP which needs Police Doctrines, considering its various sources such as from the PC, INP, Navy, PAF, PA, NAPOLCOM, CIS Agents,
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PNP Doctrine and Doctrine Development as a Guide (1994)

NACAH and Lateral Entry personnel who have various indoctrinations, behavior, attitude and culture. Therefore, it must adopt its own definition of PNP doctrine and identify the classification and types of doctrine, from which formulation will be based. Doctrine formulation must have basis and origin so that the proponent who is the very authority in doctrine formulation could easily find the sources from which the rich field experience of doctrinal value can be retrieved or extracted. Hence, a Doctrine proposal can be undertaken by any member of the Command/ or any office/unit as the case may be. Doctrine proposal once submitted thru proper channel should follow a required format which shall pass the Workflow of Doctrine Formulation. Workflow of Doctrine Formulation is a process on how proposal (regulation, policy, experience and theory) becomes a Doctrine. Such workflow of doctrine formulation is articulated by eight elements such as: 1) Proponent 2) Intervention 3) Testing/Processing 4) Approval and adoption, 5) Conformity 6) Implementation 7) Adherence 8) Credit and Recognition. The highlight of the workflow is the validity test which consists of 4 factors: Feasibility, Adaptability, Suitability and Technicality. Collaterally, the adaptability test is undertaken which consists of 3 factors: Practicability, Necessity and Beneficiality measures. The workflow of doctrine formulation evolves conclusions and results from the test. If favorable the proposal becomes a doctrine. And hence, adjustments existing policies and regulations be effected once the implementation of the doctrine is made by all levels of Command/Office in the PNP. Adherence to the doctrine is desired while continuing assessment and validation shall be undertaken. Everything is concocted in the feedback mechanism and finally synthesized at the original bastion of inputs as feed forward mechanism for possible rectification, amendment or continuous adherence. Meanwhile the proponent is given recognition by means of cash incentives or medal as the case may be.
Submission In the case of unconsidered proposal, it shall be reprocessed and shall go back to the workflow of doctrine process (see figure 1, conceptual framework).
Doctrine Proposal
TYPES BASES

Formal channel

Workflow process
GO

Rules & Regulations, Customs & Traditions, Policies & Culture\ PNP PC/INP/Navy/PAF/PA/N APOLCOM/C IS/NACAH/ LE

The need for PNP doctrines Proponents - Sources

Internal influence

REDO NO GO

confir mation

Figure 1: Conceptual Framework Assessment

External influence

APPROVED PNP DOCTRINE

& Continuing Validation

Adjustment of rules and regulations

Recognition of proponent

External critique

Units/Offices
FEEDBACK All Levels

Implementation

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Adherence

PNP Doctrine and Doctrine Development as a Guide (1994)

PART II THE NEED TO DEVELOP DOCTRINES A. WHY MUST WE DEVELOP DOCTRINES? Considering the various sources of the PNP personnel at the time the PNP was established- a merger of the Philippine Constabulary, Integrated National Police, NAPOLCOM, Investigation and Intelligence Operatives, Philippine Army, Philippine Navy, Philippine Air force, NACAH, CIS Agents, plus Lateral Entry personnel, there is a multitude of varying degrees of behaviors, attitudes, norms, cultures and other concerns incepted automatically into the PNP system. Such phenomena may cause dysfunction if there are no
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PNP Doctrine and Doctrine Development as a Guide (1994)

consolidating factors or system approach to unify, integrate and indoctrinate the various elements. Likewise, the mandate of the Constitution to establish one National Police, national in scope but civilian in character under the Department of the Interior and Local Government, demands a doctrinal system that will solidify the various integrated elements and factors, including idiosyncrasies of the previous systems that are inherently adopted, superimposed or intrinsically followed to the detriment of modification of the new organization, that if not given relevant approaches will be devoid of organizational development which is supposed to be a current thrust. Thus, the summation of the two factors above, necessitates the development of a Police Doctrine. B. THE STATE OF DOCTRINE DEVELOPMENT Today, the PNP as a matter of fact, has no substantial doctrine development so to speak, due to its infancy. What is available are the Constabulary doctrines which are basically of military propensity. The AFP likewise, has no substantial doctrine development due to the copying mentality of the Filipinos from the Americans. However, there are some attempts to come up with what can really be considered as its own, but due to the tedious process, this particular job has been usually relegated to a lesser priority. C. THE AUTHORITY TO DEVELOP DOCTRINES The authority to develop doctrines in not constricted to only one person. Every member of the PNP is encouraged to develop, by making a proposal which surely will be given a pedestal recognition after its evaluation and adoption. However, the validation of doctrine proposals is usually done by a Committee composed of representatives from each Directorial Staff, who convenes at the Directorate for Human Resource and Doctrine Development, moderated by the Chief, General Doctrine Development Division.

PART III DEFINITION AND CLASSIFICATION OF POLICE DOCTRINE A. DEFINITION OF POLICE DOCTRINE What is a Police Doctrine? The term does not register immediately even among those formerly with the military service as I may falsely assume that even the military from which the PNP buds has also some dilemma on what doctrine is all about. It may be a presumptuous assumption that among the PNP conglomerated sources- the PC, INP, NAOLCOM, PAF, PN, PA, INP, NACAH, CIS agents and Lateral Entrants, only those coming from the AFP have had some encounters of the term military doctrine.
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PNP Doctrine and Doctrine Development as a Guide (1994)

What probably comes to mind is the stringent connotation of the term doctrines strict adherence or serious abhorrence; it enshrines an idea of belief of something inflexible. What it is, it must be or so be it. Thus, it must be followed and nobody is allowed to depart from it. The church doctrine that nobody is allowed to go home until the mass is concluded. is a concrete example of doctrine. The terminology police doctrine identifies it in the PNP similar to the term military doctrine that identifies with the AFP. The bunch of discernment of police doctrine encompasses the entire gamut of dogma from basic law enforcement doctrine to anything at all that is police in nature. Police Doctrine therefore is an authoritative statement of principles prescribing the proper employment of police resources to achieve planned objectives. It is a sort of constitutional principle by analogy. It is fundamental in nature. It is authoritative in the sense that firstly, it is prescribed by the Chief, PNP; and secondly, it is principally based on rich COMPLEMENTARY and bountiful knowledge gained through time-honored police experiences, studies, analysis, DOCTRINE & it synthesis and tests. Being prescribed by the Chief, PNP and confirmed by higher authority, ETHICAL DOCTRINE constitutes in fact a directive for all PNP elements to adhere in order to attain an orderly management of PNP resources and ultimately attain the PNP vision and mission. Unless changed by time or disproved by events, when it becomes incongruous, it continues to be applied/observed and in effect. Empirically, the Police Doctrine is designed for continuing adherence and OPERATIONAL applicability, at all times. DOCTRINE B. CLASSIFICATION OF POLICE DOCTRINE The PNP envisioned to develop the Police Doctrine that may differ from the military doctrine, considering the nature of the work of the PNP which is distinct from that of the military, and the essence of its creation as a law enforcement agency is unique in its own way. Due to the uniqueness of the PNP organization as civilian in character, doctrine should be tailored with the type of organization, operation and administration. However, the different categories of Police Doctrine are imperative due to the vast range of missions, functions and responsibilities of the PNP and in view of its vision. (see Figure 2, PNP Doctrine Tree). Figure 2: PNP Doctrine Tree FUNCTIONAL DOCTRINE

FUNDAMENTAL DOCTRINE

Constitution of the Philippines, Laws of the Land, related laws, moral law, customs and traditions, the PNP Code of Page 9 of 21 Professional Conduct and Ethical Standards, PNP Issuances and others.

PNP Doctrine and Doctrine Development as a Guide (1994)

The Police Doctrines are categorized as follows: 1. PRIMARY DOCTRINES

a. Fundamental Doctrine- The basic principles governing the strategic organization and management of the PNP in support to the overall pursuit of the PNP vision, mission, strategic action plan and the national objective. There is a synchronized distinction between the militarys Basic Doctrine and the Fundamental Doctrine, not only in name but as well as in substance. b. Operational Doctrine Sets of principles and rules governing the tactical organization, methodology, direction and employment of police forces in the accomplishment of basic missions: law enforcement, internal security and public safety operations, crime prevention and control, maintenance of peace and order and in other assigned tasks. c. Functional Doctrine- Guidance for specialized activities of the PNP in the various fields of interest such as Personnel Management, Human Resource Development, Intelligence, Operations, Logistics, Research and Development, Planning, Comptrollership, Community Relations, Chaplain Service and Spiritual Life, Medical and Dental, Physical Fitness/Sports Development, Investigation, Civil Security, Finance, Communications, Criminalistics and other administrative, operational and technical service. This doctrine does
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not normally encompass the basic law enforcement operational missions performed by the PNP, but relevant portions of functional missions which affect basic law enforcement operational missions are included in the operational doctrines. 2. SECONDARY DOCTRINES a. Complementary Doctrine It is a doctrine formulated jointly or severally by two or more Bureaus in order to effect a certain operation which essentially involves the participation of the other Bureaus namely: Jail Management and Penology, Fire Protection, Philippine Public Safety College, National Bureau of Investigation and other law enforcement agencies aside from the PNP. b. Ethical Doctrine- It is a doctrine that defines the fundamental principles governing the rules of conduct, attitude, behavior and ethical norm of the PNP elements. C. DISTINCTION BETWEEN MILITARY DOCTRINE AND POLICE DOCTRINE Military Doctrine differs substantially from the Police Doctrine. The parallelism of distinctions is described according to the sets of duties and responsibilities and distinctiveness of each agency. 1. Military Doctrine is mission-oriented while Police Doctrine is service-oriented. A soldier carries out the order of his superior and thinks of accomplishing the mission; while the policeman considers the community and populace. The military doctrine is operated by a team or unit; while the police doctrine is executed even with only one policeman as patrolman, investigator, pacifier or prosecution witness. 2. Military doctrine transcends external boundary to protect National Security and territorial integrity of the state, while police doctrine evolves within the internal limits in the protection of internal security and national sovereignty. 3. Military doctrine is a doctrine of combatants such as attack, search and destroy, using the principle of find, fix and finish, while the Police Doctrine is a doctrine of law enforcement such as public safety, crime prevention and peace and order using the principles of life and property preservation. 4. Military doctrine deals on the use of firearms/armaments as the principal weapon; while the police doctrine deals on the knowledge of law as the principal weapon- the use of firearms is the last recourse. The soldier depends on map and compass, while the policeman depends on the law and handcuffs. 5. Military doctrine deals on the National Power of the State while police doctrine deals with the Police Power of the State. A soldier cannot easily become a law enforcer because the knowledge of the law requires research and studies. But a policeman can automatically become a soldier at anytime because the use of arms can easily be learned and practiced. 6. The military doctrine deals on rigid reaction while the police doctrine deals on proactive action under the time honored principle prevention is better than cure.
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7. Foremost, generally the police is guided by the Doctrine of regularity and the principle that enforcement of the law has no boundary.

PART IV BASES AND SOURCES OF DOCTRINE DEVELOPMENT A. BASES OF POLICE DOCTRINE Doctrines are formulated with various bases and origins. For this purpose, as of today, the Police Doctrine is principally based on the PNP vision; that the PNP is committed to be a professional, dynamic, highly motivated PNP, supported by a responsive community to be regarded as one of the most credible national institution and ranked among the best in Asia. Another basis of the Police doctrine is the basic mission statement of the PNP; to enforce the law, prevent and control crimes, maintain peace and order, and ensure public safety and internal security with the active support of the community. It also considers the PNP functions as established and defined under RA 6975. There are important bases of the doctrine which are spelled out in the National Strategic Action Plan such as the Key Result Areas and its objectives, programs and activities with its banner line Police 2000 following an acronym POLICE, as follows: 1. Prevention and control of crimes primarily through Community Oriented Policing System: a. Institutionalization of COPS
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b. OPLAN Paglalansag c. Police Visibility d. Response Time improvement e. Continuous Police Operations to identify and neutralize Crime Groups and Wanted Persons and confiscate Loose Firearms. 2. Order Maintenance, Peacekeeping and Internal Security a. COIN Master Plan SANDUGO 3. Law Enforcement without fear or favor a. Improvement of Police Visibility in Coastal or off-land areas b. Stricter Security measures in Air and Sea ports c. Enforcement of Environmental Protection Laws 4. Image Credibility and Community Support a. Implementation of the Comprehensive Police-Community Relations Program 5. Coordination with other Government Agencies, Non-government Organizations and International Police Community. a. Integrated Area/Community Public Safety Plan (IA/CPSP) b. Intensification of the Criminal Justice System c. Liaison Program including International Linkages. 6. Efficiency and Effectiveness in the Development and Management of Human and Material Resources. a. Personnel Procurement and Manpower Development Programs b. COMPLAN Pagbabago c. Training and Career Development Program d. Institutionalization of the PNP Code of Ethics e. Responsive Performance Appraisal Program f. Acquisition of Essential Equipment g. Provision of timely and Adequate Field support to Field units. h. Provision of incentives, rewards and benefits. There are other bases of the Police Doctrine which are considered empirically used that transcends from the AFP to the budding PNP which have been used during the advent of the PNP, as follows: Circulars, Resolutions, Memoranda, Directives, Policies, Procedures, SOPs and other issuances which have been part of the system and have been generally accepted. Other bases of Police Doctrine are the Constitution of the Philippines, Laws of the Land, related laws, moral law, customs and traditions, the PNP Code of Professional Conduct and Ethical Standards, PNP Issuances and others. More importantly, police doctrine is consciously based on field experiences and theories combined. The synthesis of experiences and theories, its analysis and time-honored application are good bases of doctrine development. Undoubtedly, the basic organizational set up of the PNP is one of the major bases of police doctrine.
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PNP Doctrine and Doctrine Development as a Guide (1994)

B. SOURCES OF INTEREST OF DOCTRINE DEVELOPMENT Doctrine development has various sources of interest which can help in making doctrine applicable and adhered to, they are: 1. Position of Major Responsibility a position that has major decision making prerogative; an ultimate assumption of responsibility, or a key position of leadership. Is one that assumes the primary responsibility as a Commander or Director. The position of major responsibility encompasses: CPNP; Directors of Directorate Staff, Regional Director, Director of National Support Units, Provincial Directors, City Directors and RSAF Commander. 2. Position of Collateral Responsibility a staff position that has direct bearing in the accomplishment of the mission/function of the officer holding the position of major responsibility. Is one that assumes the secondary responsibility to the officer holding the position of major responsibility. The position of collateral responsibility includes: Chief of Division of Directorial Staff in NHQ-PNP, Directorial Staff of Regional Commands/NSUs/Districts; Personal Staff and the Command Senior Police NonCommissioned Officer of NHQ, Recoms and NSUs. 3. Position of Supervisory Responsibility - a position that assumes a primary responsibility to supervise and orchestrate the activities of the Command/Unit or office supportive/vital to the accomplishment of the mission of the position of major responsibility. This category includes: Deputies of Chief PNP; TCDS; Deputies and RCDS of Regional Commands/NSUs/Districts; Deputies and Ex-Os of the Directorial staff of NHQ-PNP; and Deputies of Provincial/City Commands/District of NCR. 4. Position of Front-Line Responsibility a position that assumes the primary field responsibility. The position of front line responsibility includes: Commander of Mobile Forces; Chief of Police; Director of Provincial District Office; Provincial Hqs Staff; Chief of Special Units/Offices of Recoms Hqs and NSUs; Section Chief of Divisions of Directorial Staff, NHQ-PNP and Regional Hqs/NSUs; Command Senior Non-Commissioned Police Officer of the Provincial/City/District Special Unit/Office of Recoms/NSUs. 5. Position of Hands-on/Lineman Responsibility- a position that has the immediate hands-on responsibility in the machine/equipment operation, resources operation or plan execution such as clerk, typist, lineman, fieldman, streetman, operator, beatman, patrolman. It includes all personnel assigned in the police districts, police stations, Mobile force, provincial Hqs, Regional Hqs, NSUs NHQ-PNP who are not included in the definition of other categories of responsibilities.

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PNP Doctrine and Doctrine Development as a Guide (1994)

PART V CONCEPT OF DOCTRINE DEVELOPMENT

A. ELEMENTS OF DOCTRINE DEVELOPMENT As envisioned, PNP doctrine development consists of definitive elements. First, there is a proponent. Proponents are either individuals or group of individuals; distinct or ordinary Office/Unit. They have to prepare some proposals of doctrinal value or present some studies in a required format, or maybe in form of policies, SOPs and the like. Second, there is intervention of the Unit Commander or Office supervisor who shall endorse the proposal. Third, testing/processing should be done. They are tested and evaluated by a testing and evaluation committee. These are the NHQ level, at the Regional (field) level and School levels. The entire process is supervised and coordinated respectively by the DHRDD. Fourth, approval and adoption if the doctrine passes the testing and evaluation committee, it is then forwarded to the approving authority which has the final say on whether or not a particular doctrine is to be adapted. What is essential in the process is that no doctrine is officially adapted unless or until it is approved by the approving authority. The approving authority is the Chief, PNP. However, NAPOLCOM will confirm thru Resolution so that any promulgation in both lower and higher levels will always conform with the adopted doctrine.
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Fifth, Conformity. Perhaps it is not superfluous to state that the PNP doctrine must conform with national policies and ultimately with the Constitution which is the highest law of the land. Sixth, Implementation. The network of final test is the implementation of the doctrine. Seventh, Adherence. Every member of the PNP must adhere to the doctrine, hence sanction must be imposed. Eight, Credit. Contributor of the doctrine should be credited as an author and the said doctrine will be attributed to his honor or nominal carriage. B. FORMULATING DOCTRINE As earlier stated, doctrines develop in various forms but for expediency, a format is suggested in the attached sheet (See Figure 3. suggested format for Doctrine Proposal). It is designed in a simple manner butTITLEcan beThe complicated if no serious effort in details is adapted. title of your Proposal The PNP doctrine authority has categorized the PNP doctrines as follows: Primary I. INTRODUCTION fundamental, operational, functional; and Secondary- complementary and ethical, as discussed in the previous topics. Opening statement of your intention. Brief background of your ideas and philosophy. Historical The PNP doctrine formulation has no previous model to follow except that the background if necessary. Agunod Model of the AFP has been the only model that can be reckoned with. However, II.PNP THE arrangement PROBLEM the is distinct from the AFP, and the Agunod model may not be feasible. As an alternative, the author is introducing a model that may fit the current organization, The problem bearing the background of the work/proposal, affecting the mission and function of mission and philosophy of of the PNP, for simplicity of problem. the doctrine development. In the PNP the PNP. It states the urgency a new approach to correct the organization, the school is not part of the PNP structure, hence, the school has no major III. THE APPROACHES participation in the process unlike in the AFP, that the CGSC is the center for final testing and evaluation. In the PNP model however, the PPSC exist as a coordinating body only for Spell out the concept of the approach bearing the problem. It may include the strategy, testing and evaluation, but the school in every Regional Commands/NSUs given the methodology to cope with the concept. Your conceptual framework shall be outlinedare also. (Make testing authority. attachments if necessary).
IV. DISCUSSION Figure 3. Suggested Format for Doctrine Proposal A. Rationale of the Proposal. B. Discuss in detail the feasibility, and technicality of TITLE acceptability, The title of suitability your proposal determine its initial validity. - Suitability means the usefulness of the work and optimism in relation to other functions. Will it fit with other units/offices/organizations. - Feasibility means the propriety of funding requirements. - Acceptability means the consideration on the adaption of the culture, policy & traditions. -Technicality is to be discussed also as to the technical application of the doctrine if there is. C. Discuss the adaptability of your proposal. Is it practicable, necessary and V. CONCLUSION Brief summary of the findings of your own work, whether the validity measures and adaptability test are permeating, as described in your discussion. VI. RECOMMENDATION beneficial? your work to

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A. Brief endorsement of its adaption. B. Make recommendation of approaches/measures/steps on some matters not especially requiring action from higher authority. easily approved

PNP Doctrine and Doctrine Development as a Guide (1994)

C. WORKFLOW OF DOCTRINE FORMULATION Stages of the flow of Doctrine Formulation consist of the following: Proponent, Commander/Supervisor, DHRDD (specified/stringent). Directorial Staff concerned, CPNP, NAPOLCOM, and PPSC (broken line). The process starts with the proponents doctrine proposal which is submitted thru the supervisor/commander who will pre-evaluate. If not ok or if it needs some revision, it shall be sent back to the proponent for appropriate action. Otherwise he endorses to DHRDD for study. DHRDD processes it thru the Doctrine Committee which shall be created to deliberate. Then doctrine is formulated. After which, testing will be done using the FAST validity test and the PNB adaptability test. If the same does not pass, it shall be returned to the proponent or reevaluated. If it passes, draft is prepared and endorsed/recommended for approval thru the concerned Directorial Staff for concurrence. If they do not concur, comment is given and returned to DHRDD for reevaluation; if concurred it is endorsed/recommended to the C, PNP for approval and adaption. If C,PNP disapproves, it is sent to DHRDD for reevaluation. If the C, PNP approves, it is sent to DHRDD and to NAPOLCOM. NAPOLCOM will confirm thru a Resolution and returns it to the C,PNP. DHRDD to print/reproduce, issue appropriate order and distribute/disseminate to Directorial Staff, Regional Commands/NSUs and all units, vertical and horizontal, for implementation. A copy will be sent to PPSC (as a matter of coordination) for school test and inclusion in the curriculum module of courses. The Directorial Staff, in implementing, shall cause revision of policies or regulation affected by the doctrine. Said revised regulation is sent to subordinate Units for implementation. In the process, the implementation is closely monitored, schooltested in the in-service schools if any, and adherence to it is supervised. All these, however constitute feedback which will be the basis of revising again the policy and regulation to fit the need of the embodiment of the doctrine. In all stages, files should be maintained. The subordinate units implement the doctrines with conscious monitoring, evaluation, school testing if warranted and closely supervised for adherence of PNP members. All these constitute feedback which are elevated to DHRDD for periodic review and evaluation, to effect changes if need be.
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In the process of implementing the approved doctrine, the proponent is duly recognized, by according him appropriate recognition, depending on the extent of the vastness and richness of the effect and the need of the doctrine. (See figure 4 Doctrine Development Conceptual Framework).

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Figure 4: Doctrine Development Framework (Amoguis Model) Proponent Commander/Supervisor DHRDD Unit/Individual/Office All levels Vertical/Horizontal
Primary or secondary doctrine proposal

Directorial Staff

CPNP

NAPOLCOM

PPSC

Pre-evaluation

O K

Endorse

Process/ Study

Revise

F il e

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PART VI FACTORS TEST OF DOCTRINE The authors model in Doctrine formulation has some profound testing of its validity and adaptability. For its factor of validity, the term FAST is applied such as: Feasibility, Acceptability, Suitability and Technicality. The test of adaptability has PNB factors such as: practicability, necessity and beneficiality. The testing process is exercised by a committee organized for the purpose. (See Figure 5. Factor Test of Doctrine Matrix) A. VALIDITY TEST OF DOCTRINES 1. FAST Approach a. FEASIBILITY Is a test of validity to determine its capability of being accomplished based on available resources obtained in the present state of events/conditions. b. ACCEPTABILITY is a test of validity to determine its capability of being accepted based on satisfactory performance or proper consideration of culture, customs, traditions, norms or existing laws, policies or absence of these policies. c. SUITABILITY- is a test of validity determining if the work or proposal is agreeable to certain conditions or situations. That it considers whether the work is gratifying to the present system. d. TECHNICALITY- is a test of validity to determine its particular field relating to such work/proposal. 2. PNP Approach a. PRACTICALITY- is the proposed doctrine practical and implementable? b. NECESSARY is the proposed doctrine necessary? Does it have pervasive effects to the PNP elements? c. BENEFICIAL- is the proposed doctrine beneficial? Will it build costsavings or improve organization in general?

Figure 5. Factors test of Doctrine Matrix

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PNP Doctrine and Doctrine Development as a Guide (1994)

TEST CRITERIA A. FAST TEST 1. Feasibility: a. Availability of time/space (short term or long-term) b. Expertise c. Material d. Equipment e. Funds f. Survivability of project g. Maintenance requirements h. Availability of external support 2. Acceptability: a. Timing of proposal b. Usefulness to the PNP in general c. Adherence to customs, tradition, norms, policies 3. Suitability: a. Immediate solution to problem/conflict b. Accomplishment of mission c. Realization of the vision related to function and favorable to the PNP strategy 4. Technicality: a. Usability b. Systematic c. External Control d. Legislation B. PNB TEST 1. Practicability: a. practical b. cost-effective c. local applicability d. procedure e. universal application 2. Necessity: a. Need b. Value 3. Beneficiality: a. Progress b. Expenses

Yes No Remarks

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