Composition of the Assessment Team Team Leader Dir. Ophelia P. Tongco, DAP Assessors1 Atty. Alan R. Cañares, OMB Atty. Lita E. Diez, COA Ms. Lea Rosemary V. Liban, DAP Atty. Edna D. Santos, COA Atty. Christopher S. Soguilon, OMB Atty. Cristina R. Pariñas, PAGC Ms. Merceditas A. Rosetes, DAP Ms. Emily B. Nem Singh, DAP PSupt Napoleon P. Castro, PNP PSI Felipe G. Fajardo, PNP PCI Renato E. Javier, PNP PSupt Elpidio DS. Gabriel Jr, PNP Agency Counterpart Team Col. Manolito Labador OMB-DAP Project Management Office AO Cyril E. Ramos AO Evelyn A. Baliton VP Magdalena L. Mendoza Dir. Ador Paulino Dir. Mary Geraldine Naraja Atty. Rafael Hipolito Ms. Lea Rosemary V. LIban 1 PCI Renato E. Javier, PSupt Elpidio DS. Gabriel Jr, and Atty. Christopher S. Soguilon were only involved during the first stage of the IDR. EC-OMB Corruption Prevention Project Integrity Development Review of the Philippine National Police Pursuing Reforms thru Integrity Development Thru Integrity Development Review Overview of the Project Integrity development is a process of building and sustaining an agency’s ability to prevent corruption from happening. It is about integrating corruption resistance strategies into the various organizational facets of an agency so that factors that contribute to corrupt behavior can be checked and those that discourage corrupt acts or malfeasance are reinforced. As the old adage goes, “an ounce of prevention is worth a pound of cure.” There are various approaches to prevent corruption. One tested formula is that of Robert Klitgaard’s--- averting corruption by demonopolizing power, circumscribing discretion, and raising accountability. Another is a four-point approach i.e. limiting opportunities for corrupt transactions, decreasing the gains, increasing the probability of being caught, and raising the magnitude and severity of penalties. In any case, a thorough diagnosis is a logical first step in order to establish activities that are vulnerable to corruption, check availability of control mechanisms that can detect and deter wrongdoings and evaluate effectiveness of penalty and reward systems. Diagnosis can be done objectively by external parties. But self-assessment would be ideal especially for reform-oriented agencies. This is the idea behind the Integrity Development Review Project otherwise known as PRIDE: Pursuing Reforms through Integrity Development which was initiated by the leadership of the Department of Budget and Management and the Office of the Ombudsman with the support of the United States Agency for International Development in 2002. The Integrity Development Review (IDR) is intended to assist the Office of the Ombudsman, together with its key partners2 in the corruption prevention program of the government, in establishing a culture of professionalism and integrity in government, raising consciousness on corruption prevention and providing practical corruption prevention tools to improve organizational and systems integrity in public sector agencies. Under the European Commission – Office of the Ombudsman Corruption Prevention Project, sixteen (16) public sector agencies are scheduled to undergo the IDR, five of which started in October 2005. These are the Bureau of Customs (BOC), Bureau of Internal Revenue (BIR), Department of Public Works and Highways (DPWH), Philippine National Police (PNP) and the Land Transportation Office (LTO). The Development Academy of the Philippines is undertaking the review of these selected agencies. The integrity development framework builds on the Corruption Resistance Review (CRR) approach developed by the Independent Commission Against Corruption (ICAC) of New South Wales and the Corruption Vulnerability Assessment (CVA) tool adapted by DAP from the US Office of Management and Budget. The CRR helps agencies assess their level of corruption resistance and progressively develop and implement corruption prevention measures to meet certain standards of organizational integrity. CVA determines the susceptibility of agency systems to corruption and examines the adequacy of safeguards to forestall wrongdoings. 2 Namely the Presidential Anti-Graft Commission (PAGC), Civil Service Commission (CSC), Commission on Audit (COA), Department of Budget and Management (DBM) and the Department of Education (DepEd, a pilot IDR agency) Development Academy of the Philippines Page 1 Final Report (Draft) as of 25 August 2006 EC-OMB Corruption Prevention Project Integrity Development Review of the Philippine National Police The IDR process that evolved in this project consists of two stages. Stage 1 involves corruption resistance review via guided self-assessment, indicators research and a survey of employees. Stage 2 demands a detailed corruption vulnerability analysis. OVERVIEW OF THE AGENCY History. The present Philippine National Police (PNP) traces its beginning on August 8, 1901 when the Philippine Constabulary or the PC was inaugurated as an insular police force under the American regime. During the Martial Law years, the once fragmented and diverse local police units were integrated into a national police force known as the Philippine Constabulary / Integrated National Police or the PC/INP. After the People Power Revolution of 1986, a new Constitution was promulgated providing for a police force, which is national in scope and civilian in character. Subsequently, R.A. 69753 established the Philippine National Police or PNP from selected members of the different major services of the Armed Forces of the Philippines. Vision and Mission. The PNP envisions an organization of men and women who are committed to the vision of a professional, dynamic and highly motivated Philippine National Police working in partnership with a responsive community towards the attainment of a safe place to live, invest, and do business in. Its mission is 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. Powers and Functions. Pursuant to Republic Act No. 6975, the PNP is vested with the following powers and functions: 1. Enforce all laws and ordinances relative to the protection of lives and properties; 2. Maintain peace and order and take all necessary steps to ensure public safety; 3. Investigate and prevent crimes, effect the arrest of criminal offenders, bring offenders to justice and assist in their prosecution; 4. Exercise the general powers to make arrest, search and seizure in accordance with the Constitution and pertinent laws; 5. Detain an arrested person for a period not beyond what is prescribed by law, informing the person so detained of all his rights under the Constitution; 6. Issue licenses for the possession of firearms and explosives in accordance with law; 7. Supervise and control the training and operation of security agencies and issue licenses to operate security agencies, and to security guards and private detectives for the practice of their professions; and 8. Perform other duties and exercise all other functions as may be provided by law. Organizational Structure. In the discharge of its powers and functions, the PNP has an organizational structure described below. 3 An Act Establishing the Philippine National Police under a Reorganized Department of the Interior and Local Government, and for Other Purposes. R.A. 6975 was signed into law on December 13, 1990 and became effective on January 1, 1991. Development Academy of the Philippines Page 2 Final Report (Draft) as of 25 August 2006 EC-OMB Corruption Prevention Project Integrity Development Review of the Philippine National Police The Chief PNP heads the PNP Command Group assisted by the Deputy for Administration, Deputy for Operations, and the Chief of the Directorial Staff. The other offices directly under him are the Internal Affairs Service (IAS) and the Internal Audit Office (IAO). The Directorial Staff consists of ten (10) Directorates, namely: 1. Directorate for Personnel and Records Management (DPRM), assists the Chief PNP in the management of PNP Uniformed and Non-Uniformed Personnel; 2. Directorate for Intelligence (DI), assists the Chief PNP in attaining intelligence objectives through effective management of all intelligence and counter- intelligence activities of the PNP; 3. Directorate for Operations (DO), assists the Chief PNP in the exercise of the command, control and direction, coordination and supervision of all activities concerning PNP operations such as deployment/employment of personnel; 4. Directorate for Logistics (DL), assists the Chief PNP in administration and management of logistics to support PNP operation; 5. Directorate for Plans (DPL), assists the Chief PNP in the areas of planning and programming operations most of which are strategic; 6. Directorate for Comptrollership (DC), assists the Chief PNP in the administration and management of financial resources; 7. Directorate for Police-Community Relations (DPCR), assists the Chief PNP in formulating and implementing of PCR programs, projects and activities; 8. Directorate for Investigation and Detective Management (DIDM), assists and advises the Chief, PNP in the coordination, control and supervision of investigation activities; 9. Directorate for Human Resource and Doctrine Development (DHRDD), assists the Chief PNP in formulation of policy and in the planning, coordination, direction, and supervision of all matters pertaining to human resource and doctrine development, and; 10. Directorate for Research and Development (DRD) assists the Chief