General Fighting

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AFPM 1-15
ARMED FORCES OF THE PHILIPPINES

MANUAL
INSPECTOR GENERAL
2014
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CHIEF OF STAFF
CAMP GENERAL EMILIO AGUINALDO, QUEZON CITY
TO: All Concerned
1. The Inspector General Service (IGS) performs an important role

in assessing unit effectiveness and providing internal control in order to
ensure that the Armed Forces of the Philippines (AFP) and its subordinate
units function effectively, efficiently, and within the bounds of law, rules and
regulations, and other related policies. The Inspector General (IG) also assists
unit commanders through the conduct of inspections, investigations, and other
functions.
2. Given these functions, it is imperative for the IG to adhere to the

established principles and for commanders to use the IGS system as a
management tool to improve performance and enhance good governance
practice in the AFP. The IG findings and recommendations should lead to
noticeable improvements and immediate action and not business as usual.
These efforts will contribute to the collective pursuit of vision to be a World-
class Armed Forces, Source of National Pride.
3. The AFP Inspector General Manual (AFPM 1-15) is hereby

promulgated for the guidance of all concerned effective this date.
EMMANUEL T BAUTISTA
General AFP
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GENERAL HEADQUARTERS
DOCTRINES BOARD
Camp General Emilio Aguinaldo, Quezon City
FOREWORD
The Armed Forces of the Philippines Inspector General Manual (AFPM

1-15) serves as the mother doctrine of all manuals and references pertaining
to the Inspector General Service. This doctrine lays down the foundation and
establishes the framework for the bodies of principles and procedures
governing the organization, operations and functions of the Inspector General.
AFPM 1-15 standardizes and formalizes the Inspector General Service,

AFP inspection and evaluation systems and processes, and highlights the
inherent function of the IG to research and train in order to improve the
organization and to perform various supplemental activities such as providing
assistance, Program Performance and Budget Execution Review (PPBER),
and records check, among others.
Above all AFPM 1-15 describes the roles that IGs perform across the
levels of command from the General Headquarters (GHQ) down to the Major
Services and subordinate units in order to ensure the operational readiness,
the effectiveness and the efficiency of the Armed Forces of the Philippines
(AFP) in performing its roles in the different mission areas.
Recommendations for the improvement of this doctrine are highly

encouraged. All recommendations should include the reasons to ensure
understanding and should be submitted to the Chairman, AFP Doctrines
Board or to the Chief, AFP Doctrine Development Center.
ALEXANDER S LOPEZ
Rear Admiral AFP
Chairman
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GENERAL HEADQUARTERS
OFFICE OF THE INSPECTOR GENERAL
PREFACE
Purpose
The revised AFP Inspector General Manual (AFPM 1-15) addresses

the central involvement of the Inspector General in the attainment of the
diverse goals of the Armed Forces of the Philippines (AFP) as the publication
serves as a current and comprehensive reference on the organization,
policies, functions, and processes of the Inspector General Service, AFP
(IGS, AFP).
Scope
This manual presents basic information on the Inspector General, AFP,

its relationship with other Inspector General (IG) offices, and its levels of
responsibility. In addition to the discussion on the rudiments of organizational
performance evaluation, inspection and investigation, and the systems and
processes that are employed in the performance of the functions.
Application
This publication shall provide critical direction and guidance to all

Inspector General offices and their stakeholders.
ZYRIL D CARLOS
Rear Admiral AFP
The Inspector General
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EXECUTIVE SUMMARY
The AFP Inspector General Manual (AFPM 1-15) reflects the
operations and processes of the IG. This doctrine provides guidance to all
Commanders from the Chief of Staff, AFP, the Commanders of Unified
Commands, Joint Task Forces, the Major Services and their subordinates in
utilizing the Inspector General as a tool for the effective and efficient
management of the organization. The following are the chapters of the
manual:
Chapter 1 Introduction introduces the Inspector General Service,

Armed Forces of the Philippines (IGS, AFP) by way of presenting the IGS,
AFP history, emblem, relationship with other IGS units, and levels of
responsibility and IG personnel eligibility, particularly the manning of IG
offices, the qualifications of IG personnel. The IGS Eligibility List also forms
part of this chapter.
Chapter 2 Organization discusses the organizational structure, duties

and responsibilities of IG, AFP officials down to the Division and exemption
from other duties.
Chapter 3 Functions discusses the scope and essentials of the IG

functions inspection, investigation, research and training, evaluation of
special program and activities, program and budget performance review, and
issuance of clearances.
Chapter 4 IG Processes and Operations presents the IG process

and the IG operational cycle formalized within the AFP with their graphical
presentation in this chapter. The IG process mainly involves inspection,
investigation, research, training, program and budget performance review and
issuance of clearances. For its part, the IG operational cycle comprises the
performance planning, performance evaluation and feedback/evaluation
phases all on the units mission performance and accomplishment.
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TABLE OF CONTENTS
Promulgation i
Foreword ii
Preface iii
Executive Summary iv
Table of Contents vi
Section Title Page
CHAPTER 1 INTRODUCTION
1-1 Historical Background 1-1

1-2 Inspector General Service Principles 1-1
1-3 Inspector General Service System 1-2
1-4 The IGS Insignia 1-6
1-5 IG Personnel Eligibility 1-7
CHAPTER 2 ORGANIZATION
2-1 Organizational Structure 2-1

2-2 Duties and Responsibilities 2-2
2-3 Exemption from Other Duties 2-6
CHAPTER 3 FUNCTIONS
3-1 General Function 3-1

3-2 Specific Functions 3-1
3-3 Inspection 3-2
3-4 Investigation 3-7
3-5 Research and Training 3-17
3-6 Other Functions 3-20
CHAPTER 4 IG PROCESS AND OPERATIONS
4-1 IG Process 4-1

4-2 Operational Cycle 4-3
4-3 The AGI Rating System 4-7
ANNEXES
A Glossary of Terms A-1

B References B-1
C Record of Changes C-1
D Recommendation for Changes D-1
E Delineation of Functions of Investigating Offices E-1
F Flowchart on the IGS Conduct of Evaluation Prior F-1
Investigation
G Flowchart on the IGS Conduct of Investigation G-1
H IG Report of Investigation H-1
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CHAPTER 1
INTRODUCTION
Section 1-1 Historical Background
1. The creation of the Inspector General Service (IGS) (as part of the
Philippine Army) was mandated by Commonwealth Act Nr 1 (National
Defense Act) dated 21 December 1935. Inspection became a primary function
of commanders upon establishment and activation of Army camps and
training cadres. The National Defense Act states that The Inspector General
Service shall be charged under such regulations as the Chief of Staff may
prescribe, the making of such inspections, investigations and reports as may
be prescribed in regulations or directed by the Chief of Staff.
2. Thus, the Inspector General Service was established and COLONEL

EUSTAQUIO BACLIG served as the first Inspector General, Philippine Army.
3. The Inspector General Service has since evolved as a profession within

the Armed Forces of the Philippines (AFP) consisting of the Inspectors
General assigned to the General Headquarters (GHQ), the Major Services,
and subordinate units.
Section 1-2 Inspector General Service Principles
1. Credibility. The IGS is committed to the highest standards of

accountability, independence, integrity, and professionalism. It should
maintain an unbiased attitude, characterized by integrity and an objective
approach to work, upholding the interest of the organization.
2. Objectivity and Impartiality. Objectivity and impartiality are vital to the

effectiveness of IGS. Objectivity means an unbiased mental attitude and
professionalism that allows an IG to perform engagements and produce
reports that are factual, accurate, informative, and reliable. Impartiality, on the
other hand, means that the IG is free from bias and conflict of interest. He
should have no direct authority or responsibility for the activities he reviews
and no responsibility for developing or implementing processes or systems.
3. Relevance. An agent for positive change, the IG provides valuable and

timely service. The IG assist the leadership to:
a. Promote integrity, efficiency, effectiveness, and economy;

b. Prevent and detect waste, fraud, abuse, and mismanagement;
c. Identify vulnerabilities and recommend constructive solutions; and,
d. Communicate timely, useful information that facilitates decision-making
and achieves measurable gains.
4. Professional Competence. The IG maintains high standards of

competence and professional integrity commensurate with his responsibilities
and mandated functions. He/she should commit to the highest degree of
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professional competence, both in the technical and ethical sense, to provide

quality and accurate report.
5. Authority and Confidentiality. The IG shall have full, free and

unrestricted access to all functions, premises, assets, personnel, records, and
other documents and information that are deemed necessary in undertaking
IG activities. All records, documentation and information accessed in the
course of undertaking IG activities are to be used solely for the conduct of
these activities. The IG should respect the confidentiality of information
acquired in the course of performing the IG activities and should not use or
disclose any such information without proper and specific authority.
Section 1-3 Inspector General Service System
1. The IGS is the body comprising the organization, personnel, training,

activities, and the processes involving the development and operations of the
institutions practicing IG functions. The Inspector General is the position or
designation of the head of an office provided with such authority to perform
the IG functions.
2. The AFP IGS system consists of The Inspector General (TIG), AFP, the
Command Inspectors General of the Major Services, Unified Commands
(UC), and AFP-Wide Support and Separate Units (AFPWSSUs). The IGS
system also includes the sub-systems and processes with which the IGS
performs its functions. As shown in the organizational set-up below, The
Inspector General, AFP exercises technical supervision over all the Inspectors
General of lower units (Refer to Figure 1.1).
3. To maintain and safeguard the viability and integrity of the IG system, all
IGs working within the IG system adhere to IG policy, doctrine, and other
mandated procedures as established and promulgated by TIG, AFP.
Figure 1.1 The IG System
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4. Relationships of Inspectors General (IGs)
a. The IG of every unit operates within an environment consisting of the

unit commander, the military personnel, and the civilian employees.
b. The Inspector General (TIG), AFP is a Personal Staff of the CSAFP. In

the same manner, the Inspectors General of the Major Services and other
major subordinate units are the personal staff of the commanders of these
units.
c. An IG enjoys the total confidence and trust of commanders. To serve

effectively, an IG understands the goals, standards, visions, operating
methods, expectations, and personality of his commander.
d. An IG also acts as the confidante of the commander, someone a

commander can discuss with, at any time and in complete trust, any aspect of
the functions of the command. Thus, he serves as extension of the
commanders eyes and ears, voice and conscience.
e. The relationship of the command/unit IG and the military personnel and

the civilian employees is that the soldiers and civilian employees are
empowered to present complaints, grievances or requests for assistance to
the unit IG. These matters may include pieces of evidence of fraud, waste,
and abuse that affect the overall performance of the unit and its personnel.
Under authority of the unit commander, IG assistance is extended through
inquiries and investigation.
f. The relationship of the Inspector General, AFP with other IGs is that
they support each other within the IG System. When an IG conducts an
inspection of a lower unit, the IG of the lower unit assists the inspecting IG in
the preparation, conduct, and monitoring of compliance. On the other hand,
lower IGs request assistance from the IGs of higher units when the findings
are not implementable at certain IG levels of command. IGs are also required,
when directed by their commanders, to assist lower units or subordinate
commanders.
5. IGS Levels of Responsibility
a. As part of the IG system, all IGs serve as key assessment advisors so

that their commanders can make informed decisions when planning,
preparing, and executing military operations. When the command is deployed
in whole or in part for full spectrum operations, IGs have the same role as
they have in peacetime extending the eyes, ears, voice, and conscience of
the commander. The basic IG functions do not change only the conditions
under which IGs perform them. An IG will still work to enhance the
commands war fighting and readiness capabilities by performing inspections,
investigations, and training. However, the IGs priorities and focus during
military operations remain on the tasks and systems that directly relate to the
commands readiness across the full spectrum of conflict and all operational
environments.
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b. The IGS covers the whole AFP. To accomplish its mission, the IGs
conduct inspection, determine the appropriateness of all corrective actions
taken on its recommendations and evaluate the effectiveness of the results.
All other inspectors embrace every phase of activity within the sphere of their
respective commanders responsibility.
c. The various levels of command within the AFP require different

approaches in mission performance evaluation. The IG system covers all
those levels and IG units adequately understand how the Inspector General,
AFP and subordinate IG units operate within each level.
Figure 1.2 Levels of Command
1) Strategic Level. The strategic level is concerned with the art and
science of implementing government policies. At this level, the IGs concern is
on ensuring that the GHQ abides by national policies in the implementation of
its campaigns and in performing various missions.
2) Operational Level. The operational level deals with the planning

and the conduct of major military campaigns and operations. At this level,
military strategy is implemented by ensuring that missions, tasks and
resources are in accordance with the policies prescribed by higher authorities.
The IG ensures that the operational readiness of units is at the highest
allowable level in order to be able to perform its functions effectively and
efficiently.
3) Tactical Level. The tactical level encompasses the planning and

conduct of battles and other engagements, and is characterized by the
application of concentrated force and offensive action to gain particular
objectives. At this level, the IG concentrates on the application of correct
tactics, techniques, and procedures as prescribed in appropriate doctrines
and policies of the command.
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Table 1.1 Levels of Responsibility of the Inspector General Service, AFP

LEVELS/IG AFPWSSUs
GHQ AFP IG MS IG UCs IGs
Responsible and Other IGs
STRATEGIC Units to be Assists GHQ IG Assists GHQ IG Assists GHQ IG
Inspected: in the strategic in the strategic in the strategic
Program 4 units assessment of assessment of assessment of
including Major the AFP's the AFP's the AFP's
Services mission mission mission
Headquarters performance performance performance
(Programs 1-3). particularly those particularly those particularly
concerning the concerning the those
General MS. UCs. concerning the
Concerns: AFPWSSUs.
Adherence
to national
policies and
guidelines
Relevance
of GHQ
doctrines and
policies
OPERATIONAL Units to be Units to be Units to be Units to be

Inspected: Inspected: Inspected: Inspected:
Program 4 units Programs 1-3 UC organic units Units OPCON to
(UCs, (Wing, Fleet, UCs and
AFPWSSUs, Division or support units
and GHQ equivalent)
offices)
General General General General

Concerns: Concerns: Concerns: Concerns:
Readiness Readiness Readiness Readiness
condition condition condition condition
(OPREVAL) (OPREVAL) (OPREVAL) (OPREVAL)
Mission Mission Mission Mission
Accomplishment Accomplishment Accomplishment Accomplishment
Financial Financial and Financial and Financial
and Logistics Logistics Logistics and Logistics
Management Management Management Management
Leadership, Leadership, Leadership, Leadership,
Morale and Morale and Morale and Morale and
Welfare Welfare Welfare Welfare
TACTICAL Units to be Units to be Units to be Units to be

Inspected: Inspected: Inspected: Inspected:
(Programs 1-4) Battalion level or Lower units in Subordinate
Brigade level or equivalent and assistance to units
equivalent and lower units when TIG, AFP.
lower units if necessary
necessary
General General General General

Concerns: Concerns: Concerns: Concerns:
Adherence Adherence to Adherence to Adherence
to operational operational operational to operational
directives and directives and directives and directives,
TTPs TTPs TTPs procedures,
and SOPs
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Section 1-4 The IGS Insignia
1. The IGS insignia consists of three (3) distinct elements, namely: a spear,
a bolo, and a wreath of Sampaguita leaves.
Figure 1.3 IGS Insignia
a. Spear. The native spear stands for authority and power. In earlier
times, the spear signified the power and authority of the chief of the barangay
over his subjects.
b. Bolo
1) The bolo represents the Filipino virtues of industry and labor. It is a

valuable tool in the economic life of the Filipino, as well as a weapon for
defense.
2) The placement of the spear and the bolo, both pointed downward,
signifies that the IGS is exercising its authority, power, industry and other
virtues solely for the defense of the right to freedom. The blade of the bolo
that faces up serves to portray that the accomplishment of IGS tasks are
focusing on the swift (no red tape or undue delay), yet humane dispensation
of justice.
c. Wreath of Sampaguita Leaves
1) Such a wreath links the spear and the bolo and its choice as an
element of the IGS insignia serves to include the trait of nationalism that is
conveyed by the Sampaguita, the countrys national flower. Moreover, the
Sampaguita represents purity, honesty, and integrity, as well as exceptional
Filipino cultural and intellectual achievement.
2) The Filipino inscriptions Pagsisiyasat (Inspection), Katarungan

(Justice) and Pagsusuri (Investigation) serve to constantly remind all
Inspectors General Service personnel that justice and objectivity must always
characterize the performance of their inspection and investigation functions.
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2. The Wearing of the IGS Insignia
a. Purpose of the Insignia. Existing AFP regulations require all IGS

officers to wear the IGS insignia to distinguish them from the members of
other Services (even as their assignment with an IGS office does not change
their branch of service).
b. The Manner of Wearing the IGS Insignia. In reference to the existing

AFP Uniform Code (AFPR G 131-031), the IGS insignia is worn at the center
of the left breast pocket. With regard the rules on the wearing of the IGS
insignia with other badges and emblems, the AFP Uniform Code must prevail.
3. Identification and the Wearing of Distinctive Inspector Uniform. IGS

team members conducting Annual General Inspections or Special Inspections
who are wearing jackets over their uniforms, their rank insignia will not be
visible and, instead, a clear Inspector mark is worn to properly identify them.
Inspection team members operate under the authority of the Chief of Staff,
AFP (CSAFP) or the unit commander, thus, all inspection team members
should be given due respect, regardless of rank.
Section 1-5 IG Personnel Eligibility
1. Manning of IG Offices
a. The Inspector General, AFP. Department of National Defense (DND)

Circular Nr 2, dated 08 March 2010 (Amending DND Circular Nr 6 s. 2008)
provides that The Inspector General, AFP is a key position and is being
occupied by an officer with the rank of Lieutenant General/Vice Admiral (O-9),
who is being backstopped by deputies and assistants as prescribed by current
policies and regulations. His staff is composed of officers from the Major
Services (based on proportional representation) and Division Chiefs holding
the rank of Colonel (O-6) or its equivalent.
b. Major Services Inspector Generals. DND Circular Nr 2 requires that the

IGs of the Major Services hold the rank of Major General/Rear Admiral (O-8).
c. Other IGs. DND Circular Nr 2 also provides that the IG position is a key
position next to that of the Vice Commander in the Major Services. IGs in the
Unified Commands and other units are being held by senior officers with rank
and seniority next to the Deputy Commander of the command.
2. Qualifications of IG Personnel
a. Education and Skills Requirements
1) IG officers projected to be assigned as Division Chiefs in the IG,

AFP should be Command and General Staff Course (CGSC) graduate;
2) Officers projected as Assistant Division Chiefs in the IG, AFP

should be graduates of advance career courses;
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3) For training requirement, preference is given to those who are

graduates of local or foreign IGS courses or have completed post-graduate
education, preferably in the field of management; and,
4) For skills requirement, officers, enlisted personnel (EP) and civilian

employees with the following skills are preferred for assignment at IG units:
a) Basic inspection;
b) Basic investigation;
c) Research and/or statistics;
d) Organizational development;
e) Financial management; and,
f) Stenography.
b. Security Clearance. All IGS personnel should have a security

clearance of SECRET.
3. Grounds for Disqualification. The following are the bases for automatic
disqualification of any officer under consideration to join the IGS (either in
permanent or temporary duty):
a. Previous conviction and/or pending case before a court martial,

Efficiency and Separation Board, IG or any investigative board for offenses
involving moral turpitude; and,
b. For reserve officers, reversion for cause on a previous tour of duty.
4. The IGS Eligibility List
a. To guide the selection of personnel for assignment to key or higher IGS

positions, an IGS Eligibility List is published annually. The IGS Eligibility Board
composed of IG officers, with The Inspector General as Chairman and Major
Services Inspectors General as members, screen qualified officers for
inclusion in the list. The IGS Eligibility List is approved by the CSAFP and is
covered by appropriate orders.
b. By virtue of their designation into a major IG position, the following are

automatically recommended for inclusion in the IGS Eligibility List for approval
by the CSAFP:
1) The Inspector General, AFP;

2) The Deputy Inspector General, AFP; and,
3) The Inspectors General of the Major Services.
c. Likewise, all other personnel to be considered for inclusion shall

possess the following requirements:
1) A minimum of one (1) year of successful tour of duty with an IG

office. For those who have not completed the one (1) year tour of duty, must
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have completed the minimum requirements for assignment with the IGS
(Prescribed career course and skills); and,
2) Recommendation from the concerned Major Service Commander/

AFPWSSUs Commander/UC Commander.
d. Removal from the IGS Eligibility List. Officers and EPs in the list are
deemed automatically disqualified upon separation from the service and
conviction by a court or tribunal for offenses involving moral turpitude. The
IGS Eligibility Board shall determine the suitability for continued inclusion or
removal from the list of the concerned officers or EPs for violation of
regulation. Removal from the list is subject to publication of appropriate
orders.
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CHAPTER 2
ORGANIZATION
Section 2-1 Organizational Structure
1. Command IG positions are designated in approved Table of Organization

(TO) in the AFP. The organizational structure and statement of functions of
the Inspector General, AFP serves as the template for the other IGs within the
IG system. The IGs of subordinate units adapt organizational set-up fitting the
peculiar requirements of their commanders while ensuring that the essential
inspector general functions are performed.
2. Inspectors General have the authority to modify their organization

depending on the peculiarity of the IG within the system. Such modification in
structure and organization conforms to the existing policies of the command in
organizing units. The appropriate structure and the assignment of new sets of
functions to IG units are reflected in the staff memoranda.
3. To be able to perform its main functions, the Inspector General, AFP is

organized as shown in Figure 2.1.
Figure 2.1 The Office of the Inspector General, AFP Organizational Chart
4. The Office of the Inspector General (OTIG), AFP is composed of The

Inspector General (TIG), the Deputy, The Inspector General (DTIG),
Executive Officer (Ex-O) and five (5) divisions, namely: Administrative
Division, Investigation Division, Inspection Division, Research and Training
Division, and the Plans and Programs Division.
5. In similar manner, the Major Services IGs advise their respective

commanders on the state of readiness of the programs under which the
command is responsible. As force providers, the Major Services implement
programs to ensure readiness of forces in terms of personnel, equipment, and
training of forces that will be employed by the Unified Commands including
their sustainment of said forces. The Philippine Army (PA) IG oversees the
state of operational readiness of ground forces. The Philippine Navy (PN) IG
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oversees the readiness of naval forces while Philippine Air Force (PAF) IG
ensures the readiness of PAF forces.
6. The Unified Command IG, likewise, advises the UC Commander on

matters pertaining to the state of organizational performance and readiness of
the UC and its Operational Control (OPCON) units in undertaking missions,
including the state of morale, welfare and discipline of the troops.
7. The AFP-Wide Support and Separate Units (AFPWSSUs) have their

respective IGs that perform functions to support the thrust and programs of
the Commander. Similar to higher IGs, they ensure readiness of their units to
perform missions.
8. The organization of the IGs of the Major Services, UCs, and AFPWSSUs
is aligned with the organization of the OTIG, AFP to facilitate coordination and
synchronization of actions. The structure may vary in order to accommodate
peculiarities inherent in the major services and subordinate IG units. However,
IGs should not lose sight of the functions and responsibilities as prescribed
herein as guide in coming up with a responsive organization.
Section 2-2 Duties and Responsibilities
The duties and responsibilities of the OTIG, AFP serves as a guide in the
crafting of staff memorandum by lower IG units. Applicable and additional
responsibilities may be determined by the lower IGs in accordance with the
mission they are mandated to perform.
1. The Inspector General, AFP
a. Inquires into, and periodically report on, the discipline, efficiency and
effectiveness, economy, morale, training, and readiness of the AFP to the
Chief of Staff, AFP;
b. Maintains and safeguards the integrity of the AFP IG system and report
on the effectiveness of the system to the CSAFP;
c. Develops and publishes policies for the AFP IG system;
d. Oversees the IG Inspection program by:
1) Providing the CSAFP a continuing assessment of the operational

readiness of the AFP and its units;
2) Serving as the functional proponent for inspection polices;
3) Conducting inspections of systemic issues as directed by the

CSAFP or higher authorities;
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4) Reporting inspection results to the directing authority complete with

findings, applicable root causes, recommended solutions, and a
recommended staff or office charged with implementing each solution; and,
5) Verifying the implementation of approved inspection

recommendations and reporting the status of those recommendations to the
CSAFP.
e. Oversees IG investigations by:
1) Performing investigations and investigative inquiries directed by the

CSAFP or higher authorities and submitting the relevant reports of
investigation to the respective directing authority (as prescribed in AFPR G
161-291); and,
2) Assessing and investigating violations of regulations and lapses in

the performance of functions by AFP units and commands and submits the
actions taken as well as the appropriate recommendations.
f. Conducts research and studies on problem areas identified during

inspections and investigations and recommend ways to improve
organizational performance;
g. Conducts training on detailed IGs and personnel performing IG

functions, provide initial-entry and sustainment training, and oversee the
Inspector General training courses;
h. Disseminates and teaches policies, procedures, systems, and

processes to help units improve operations andefficiency and accomplish
command objectives; and,
i. Serves as the Chairman of the IGS Eligibility Board.
2. The Deputy, The Inspector General
a. Assists The Inspector General in carrying out the mission and functions
of the office;
b. Acts as The Inspector General in the absence of the latter;
c. Screens the assignment of personnel to the IG office (in accordance

with GHQ Cir Nr 21 dated 07 Mar 1975); and,
d. Responsible on all matters pertaining to the administration and

operation of the IG office.
3. Executive Officer
a. Responsible in the administration of the office; and,
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b. Acts as the Chairman of the Program and Budget Advisory Committee

of the office.
4. Administrative Division
a. Plans, coordinates, directs, administers and supervises the activities of

the Admin Division;
b. Ensures the effective delivery of administrative and logistical support to

the office;
c. Prepares recommendations for awards and decorations of deserving

personnel and attends to other matters pertaining to morale and welfare of
personnel, and enforces disciplinary actions;
d. Ensures the proper receipt, filing, and distribution and prompt

action/dispatch of office correspondence;
e. Maintains and updates IGS Eligibility List and monitors the proper
placement/assignment of IGS trained personnel;
f. Trains both military and civilian personnel in IGS administrative and

clerical duties;
g. Maintains and secures admin records and prepares office history; and,
h. Maintains and administers the Information Management System and

the Library.
5. Inspection Division

the Inspection Division;
b. Responsible for the conduct of Annual General Inspections, Special

Inspections, Spot Inspections and Operational Readiness, Security,
Inspection, Test and Evaluation System (ORSITES) of all units and services
under the inspectional jurisdiction of the IG office;
c. Prepares inspection reports, evaluates findings during inspection/

ORSITES derives conclusions and submits recommendations on results of
inspection conducted;
d. Recommends on the spot corrective measures on minor deficiencies

noted in the course of inspections/ORSITES;
e. Reviews AGI reports, ORSITES, and Special Inspections for

consideration by the Commander;
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f. Conducts briefings as necessary in the course of inspections,

ORSITES;
g. Evaluates and reviews the inspection system and processes, and

recommends actions to improve the system; and,
h. Maintains and secures inspection records.
6. Investigation Division

the Investigation Division;
b. Investigates/inquires into activities of the Command and/or matters

involving members of the Command, as directed and submits
recommendations pertinent thereto;
c. Investigates all cases that was specifically referred by the Unit

Commander and higher authority to the IG office for investigation;
d. Primary responsible for all committee and works pertaining to

investigation/resolution of cases;
e. Conducts discreet investigation and similar covert activities on orders;
f. Reviews complaints against members of the Command, and

determines disposition and/or makes necessary referral to appropriate
units/agencies;
g. Maintains and secures investigation records;
h. Conducts records check and issues appropriate clearance to military

and civilian personnel, as requested and/or directed;
i. Maintains records of complaints received and retained and those

referred to other IG/Investigation agencies, and monitors action taken/status
to facilitate rendering of records check; and,
j. Maintains records of investigations, inspections and ORSITES

conducted by the IG office, as well as similar records furnished by other
investigative agencies and renders periodic status report.
7. Research and Training Division

the Research and Training Division;
b. Compiles statistical data about inspection results and makes studies

and recommendation pertinent thereto;
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c. Compiles statistical data about cases/offenses of military personnel/

units and makes studies and recommendation pertinent thereto;
d. Conducts researches, surveys and studies on matters relevant to the

mission and functions of the IG Office;
e. Plans, programs, coordinates, supervises, and evaluates the conduct

of IGS training (For OTIG, AFP only);
f. Reviews, updates, and develops IGS and related doctrines (especially

for OTIG, AFP; other IGs to provide/recommend inputs);
g. Plans and coordinates the conduct of IGS conferences and seminars

and publishes the bulletins;
h. Assists the Inspector General in the formulation and dissemination of

policies concerning the IG office and its activities; and,
i. Maintains and secures researches and training records.
8. Plans and Programs Division
a. Consolidates and synchronizes the plans and programs of the

Divisions and formulates the Annual Plan and Budget (APB) of the office;
b. Responsible for the periodic review of the Program and Budget

Performance of the office;
c. Monitors the implementation of IG office activities;
d. Assists the TIG in the efficient and effective implementation of activities

and resources;
e. Prepares periodic consolidated reports of IG activities for submission to

the Unit Commander as maybe required;
f. Consolidates and secures all records pertaining to the operations of the

IG office;
g. Prepares Annual Accomplishment Report; and,
h. Acts as the Secretariat to PBAC of the office.
Section 2-3 Exemption from Other Duties
1. Per GHQ AFP Letter Directive dated 11 June 73, subject: Additional
Duties of Personnel Serving with the Inspector General Service, personnel
performing IG functions should not be given additional duties which will
interfere with their primary responsibilities. The strict implementation of this
policy is further emphasized in the GHQ AFP Letter Directive dated 14 June
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1982, subject: Additional Duties of Personnel Serving with the Inspector

Generals Service.
2. In addition, as per Staff Memorandum Nr 2 dated 17 April 2006, subject:

The GHQ, AFP Watch System (Revised), IG officers are exempted to be
detailed to any positions performing watch functions.
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CHAPTER 3
FUNCTIONS
Section 3-1 General Function
The Office of the Inspector General, AFP advises the Chief of Staff on the
state of efficiency and effectiveness of the AFP units relative to all functions of
command.
Section 3-2 Specific Functions
All IGs serve their commanders and their commands by performing IG

functions inspections, investigations, research and training, and other
functions for the specific purpose of enhancing the commands readiness
and war fighting capability. The IGs use these functions to seek out systemic
issues that adversely affect the command and the AFP and then inspect those
issues to identify problem areas and make recommendations that directly
address the causes of these problem areas.
a. The IG inspection is the primary IG function and the one that allows
IGs to have the greatest impact on readiness and war fighting capability
throughout the armed forces. The primary purpose of all IG inspections is to
resolve systemic issues throughout the organization and, in doing so, to
evaluate the effectiveness of policies, determine the root causes of non-
compliance, and recommend changes to policy proponents.
b. Investigation is the IG function that provides the commander or

directing authority another means through which to resolve allegations of
impropriety. Inspectors general investigate violations of policy, regulation, or
law; mismanagement; unethical behavior; fraud; or misconduct. Commanders
opt for an IG investigation or investigative inquiry when extreme discretion is
necessary or the allegation requires preliminary fact finding before deciding to
resolve the alleged impropriety in command, IG, or other channels.
c. Research and training are imbedded functions of the IG. IGs

continuously conduct research on improving their system in performing its
core functions. Also, while inspecting or investigating, IGs enhance the war
fighting and readiness capabilities of the organization by teaching and training
commanders, soldiers, and civilians at all levels on current AFP policies and
doctrines. The IGs also teaches non-IGs on how the IG operates within the
military organization and how IG contributes to mission accomplishment.
d. The IG also provides assistance to soldiers, family members, civilian

employees, and retirees on issues affecting their health, welfare, and personal
readiness. The IGs role, as the commanders representative, is to resolve
these issues within the limits of the IG system. Other functions of IG are
explained in Section 3-6 which include the evaluation of performance and
budget execution of AFP units, determination of performance bonus for AFP
units, and issuance of clearances, among others.
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Section 3-3 Inspection
The essence of inspection is to determine the level of performance of a

unit/office with respect to its operational readiness, discipline, and morale and
welfare.
a. Scope. The scope of the Inspector General Service, AFP extends

beyond that of any single staff officer or supervisor. An Inspector General is
thus expected to be impartial, well-informed, fair, firm and tactful to effectively
evaluate a unit.
b. Inspection Responsibility of Commanders
1) The commander utilizes IGs to conduct inspection and ensure that

unit policies and standards are met. While inspection is an IG function, it is a
primary responsibility of a unit commander to be carried out at any command,
unit, office, or installation even without the assistance of an IG. At all levels of
command, various supervisory inspections are performed by officers, enlisted
personnel and civilians in charge of operating functions. Every member of the
command who has supervisory duty is responsible for knowing that unit
activities are economically and effectively accomplished and that the results
meet the requirements in terms of quality, quantity, and time.
2) Effective inspection requires command and staff support. The

inspection functions are provided by the commanders with the support of
qualified personnel. Support by the staff is also necessary in order that
prompt and proper action is performed on the deficiencies which inspections
disclose. Planning inspections in the light of current staff interests and
problems, as well as coordinating inspection reports and results with the
affected staff offices, build the required staff support. Support is not a one-way
proposition. If command and staff support are to be achieved, assistance is
provided by the Inspector.
c. Principles of Inspection. Principle refers to a fundamental norm, rule or

value that represents what is desirable and positive for a person or a group
and which helps in determining the rightfulness or wrongfulness of its actions.
The following are the principles of inspection that are interpreted as the
essential characteristics that reflect the purpose of the inspection process,
which are considered by all IGs to achieve effective and efficient inspections:
1) Inspection is mission-centered. To be valuable, inspection

determines the effectiveness and economy of mission achievement as
determined by current AFP requirements. Thus, any inspection focuses on the
unit mission and, in turn, the basic AFP mission;
2) Balanced attitudes are essential. Inspections are impartial and

not influenced by prejudice, prejudgment and partisanship. Since inspection is
an extension of a Commanders capability to observe and analyze his
activities or areas of responsibility, it is incumbent upon the Inspectors, Staff
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Officers, or Supervisors to observe through the Commanders eyes or

through his viewpoint;
3) Conclusions are based on logical analyses. The thorough

analyses of facts helps determine both the roots of the irregularities and
deficiencies and the necessary corrective action. Analyses of observations
also reveal potential trouble areas, as well as identify effective and replicable
activities;
4) Reporting of the results of inspection. Inspection results are

necessary to determine appropriate actions. Thus, findings are reported to the
concerned authorities for corrective measures;
5) Follow-up inspection is necessary. Follow-up inspection enables

Commanders to be updated on the progress and quality of corrective
measures taken. To obtain the maximum benefits from inspection, identified
problems are resolved to the extent of removing the root causes. Follow-up
inspections may take the form of a review of the report or a scheduled re-
inspection by the Inspector Staff Officer; and,
6) Inspectors assist AFP personnel in the performance of their

duties by supplying appropriate information. The causes of ineffective
operations are determined, measures to improve undesirable conditions are
suggested, and the meritorious performance of duty of personnel are reported
and recognized.
d. Elements of Inspection. Principles are, at times, mistaken for elements.

While inspection principles are norms or values, the elements of inspections
are what comprise the whole concept of inspection. Principles are thought of
how inspectors treat the elements of inspection. The elements of inspection
are as follows:
1) Measure performance against the components of inspection.

The main purpose of inspection is to determine the compliance of an
office/unit to the established components of inspection: readiness and mission
accomplishment. There are criteria and set of standards established for each
of these components. The unit commander and/or the chief of the office being
inspected are capable of explaining the failure of the unit/office to meet the
criteria and/or set of standards.
2) Determine the magnitude of the problem. The failure of a unit or

command to comply with the criteria and/or set standards denote problems
that are seriously examined as to extent in terms of affecting readiness and
mission accomplishment. The extent of the problem bears on the corrective
and long-term solutions that will be recommended.
3) Seek the root cause of the problem. Inspectors remain focused

on issues that affect the inspected unit/office readiness and mission
accomplishment. In doing so, concerns such as insufficient funds or
inadequate skills and training and other causes are identified and provided
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long-term solutions. Inspectors also consider the explanations of unit

commanders and/or chiefs of office with regard to their non-compliance.
4) Recommend solutions. The proper analysis of problems

encountered facilitates the task of an inspector to craft effective and long-term
solutions.
5) Assign responsibility. Inspection reports are forwarded to the

commanders and/or chiefs of inspected units/offices. These reports contain
the findings and recommendations of the inspector to enable the concerned
unit commander or office head to direct the appropriate personnel to
implement the corrective actions.
e. Types of Inspection. Inspections are generally classified as General

Inspections or Special Inspections.
1) General Inspection (GI). An inspection with a specific objective of

evaluating the effectiveness of a particular function, system, or program within
a headquarters or a single unit. It embraces all the aspects of a command,
installation or activity within the jurisdiction of the AFP. It is usually conducted
by a command or headquarters higher than the one being inspected. Any
inspection from any level of command can be considered a general inspection
if it covers all the aspects of a units activity. The responsibility for the
selection of the type of general inspection to be conducted rests on the
directing authority. General inspections are further classified as continuing or
non-continuing, described as follows:
a) A continuing GI is an interrupted series of general inspections of

the components of a command, installation or activity. It is generally
applicable to major and intermediate commands, and is normally conducted
by the Command Inspector. Continuing general inspections normally pertains
to large units and activities. The Inspectors work on the inspection throughout
the year, making one final report. It is generally considered as incomplete until
all the units or elements of the organization or activity have been inspected.
Its duration varies according to the operational situation of the command.
b) Non-continuing GI is the general inspection of a command,

installation, or activity, wherein inspection is completed without interruption.
The Inspector stays on the job until the inspection is finished within a definite
and relatively short period of time. This type of inspection is conducted by
local inspectors on a monthly or quarterly basis while higher echelon
inspectors are to conduct inspections annually.
2) Special Inspection (SI). An inspection made on command or

direction of an authority into one or more specific aspects of operations within
the jurisdiction of the concerned command or authority. This type of inspection
is conducted on the direction of the CSAFP or higher authorities and its
duration is shorter than the AGI. The purpose of special inspections is to
satisfy specific concerns in the AFP, such as conditions that indicate a decline
in the efficiency or the economy of an AFP activity, such as frequent aircraft
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accidents, high rates of military combat casualty, sea mishaps, among others.
Special inspections are conducted to ascertain the causes of such incidents
and enable the concerned commanders to take corrective actions. The results
of Special Inspections may also lead to investigations. Moreover, special
inspections may be conducted concurrently with AGIs.
f. The Inspection Cycle. Figure 3.1 shows the Inspection Cycle that
guides IGs in their work.
Figure 3.1 Inspection Cycle
1) Planning/Preparation
a) The planning stage enables the inspector not only to determine

the units to be inspected guided by the APB for the calendar year but also to
set the inspection schedules, plan the composition of the inspecting team, and
coordinate with the other participating units/offices.
b) Inspection starts with the preparations based on an inspection

plan that is coordinated with the IG staffs for purposes of aligning the plan
with the staffs interests and concerns. The inspector reviews the mission,
organization, and current projects and programs of, as well as the previous
findings on the condition of the unit to be inspected. Preparation entails
inspection research that includes the review of regulations, directives,
manuals and other issuances from GHQ down to the lowest echelons, which
governs the unit, previous inspection reports, program and budget
performance reports, tables of organization/equipment, technical orders,
standard operating procedures, and special publications.
2) Inspection Proper. The actual conduct of inspection includes the

following activities:
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a) Observation The observations and judgments of an inspector

are impartial, factual, pertinent and complete and are not limited to the
prepared checklist. Where necessary, an inspector validates information
earlier obtained. Inspections are said to be mission-centered if all information
gathered are related to the overall mission of the unit being inspected and not
be treated in isolation. First-hand information are obtained through interviews,
documentary reviews, and primary surveys.
b) Data Recording The inspector maintains a daily record of his

observations during the inspection where all information disclosed or obtained
are considered in the inspectors evaluation. There are no off-the-record
matters. Note-taking are conducted in a tactful manner and all notes reflect
both favorable and unfavorable conditions and include all related factors.
c) Analysis All the observations, document reviews, and

interview and survey results provide the inspector with a solid awareness of
the strengths and weaknesses of the inspected unit/command.
d) Evaluation The inspector evaluates unit/office performance

based on established parameters.
3) Reporting. An inspection report is accurate, clear, and timely.

Current regulations provide for both oral and written inspection reports. The
critique with the commander of the inspected activity is based on the
inspectors notes of action items to be reported in written form and includes
the evaluation that will be contained in the final report. In both oral and written
reports, the inspector bases his evaluation and recommendations on facts.
4) Follow-up. The inspector ensures that corrective actions have

been implemented by the inspected units through follow-up inspections which
are conducted from the time the CSAFP or to the unit commander has
approved the AGI report. The inspector also submits to the CSAFP or to the
unit Commander a report on the compliance or non-compliance of the unit on
the AGI findings.
g. IGS Conceptual Guidelines. These guidelines serve both Inspectors

General (IG) and Commanders with regard the true role of the former.
Moreover, commanders are also assisted in their proper utilization of IGs and
the other members of the AFP are clarified about the IGS function.
1) Aim to provide assistance. The job of the Inspector General and

all inspectors is to assist commanders in the accomplishment of the unit
mission by inquiring into and reporting on matters pertaining to the state of
office performance, discipline, efficiency, economy in the utilization of
resources, and accomplishment of the assigned mission. The persons
designated as inspectors therefore share the mindset of the commander
(serve as alter egos), and be knowledgeable about the office mission, plans,
and concerns (and their causes), and able to influence the unit decision-
making process. They likewise, see the decisions through their
implementation.
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2) Exercise professionalism and objectivity. Inspectors

characterize the performance of their duties with honesty of purpose,
objectivity, and utmost professionalism. They remain focused on their
inspection tasks and not use their positions for personal gain.
3) Improve the system. Inspectors view the unit like a manager who
aspires and acts to enable the unit to perform effectively and efficiently.
Instead of finding faults, they assist in providing solutions. They aim to inspire
the unit personnel. They bring to the attention of the Commander matters
which are of his concern.
4) Change the environment. Inspectors realize that the positive

change in the unit performance is also influenced by improvements in the
work environment. Thus, Inspectors exercise vigilance in detecting and
correcting early signs of breakdown in the workplace.
5) Transform temporary procedures to formalized procedures.

AFP commands and units consider each day as inspection day. In so doing,
their operations are characterized by efficiency and effectiveness borne out by
the professional performance of duties by all unit personnel.
6) On the part of inspectors, their duties go beyond the

submission of reports and recommendations. They, themselves, follow-up
the implementation of their recommendations as a means to attain the IGS
objectives. These undertakings enable Inspectors to serve as principal
management assistants to commanders.
Section 3-4 Investigation
1. General. This section traces the origins of the investigation functions of

the Inspector General, AFP and the delineation of investigative functions in
relation with other investigative offices. It also presents the investigation
process, report writing mechanics and the records maintenance procedure.
2. Scope of Investigation
a. The investigative functions of Inspectors General cover the conduct of

inquiries and the submission of inspection reports on matters pertaining to the
performance of mission, state of discipline, efficiency and economy of a
command, installation and ORSITES of the AFP. To be able to perform its
function, the IG Investigation follows the three phases of evaluation,
investigation, and report writing which is explained in this section.
b. Early AFP issuances, particularly AFPR-G 161-021 dated 21 January

1954 and AFPR-G 161-291 dated 21 January 1954 entitled Inspector
General Service: General Provisions and IGS Investigation, respectively,
expressly discuss the investigation functions of Inspectors General.
c. The establishment of AFP units and offices having similar investigative

functions necessitated the delineation of responsibilities to avoid the
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overlapping of authorities between these units/offices. This delineation was

achieved through the issuance of AGPCR2 44-29 dated 30 September 1999,
Subject: Delineation of Functions of the IG, Office of Ethical Standards and
Public Accountability (OESPA), Provost Marshal (PM), and Judge Advocate
General Service (JAGS) in the AFP. The regulation provides that the office of
The Provost Marshal General (TPMG) is responsible for the investigation of
individual offenders/violators of AFP rules and regulations; corruption-related
cases are investigated by the OESPA; and the JAGS is responsible for
conducting pre-trial investigation on cases filed to their office (See Annex E
Delineation of Functions). On the other hand, the Office of the Internal Audit
(OTIA) ensures that the AFP units/offices achieve an efficient fiscal
administration in the accomplishment of mission. On specific instruction by the
CSAFP or higher authorities, the Office of The Inspector General, AFP
continues to conduct special investigations on individual complaints. Such
special cases are coordinated with TPMG and are also referred appropriately
to the concerned office upon approval by the CSAFP.
d. This development has enabled the Inspectors General to focus on

matters relating to organizational systems and processes in performing
missions and ensuring high state of operational readiness and discipline in the
AFP units. Matters falling under the functional responsibility of other
investigative offices that require in-depth investigation are referred to the
appropriate AFP units such as the office of TPMG, the OESPA, the HRO, and
OTIA.
3. Sources of Complaints Subject to Investigation. The Inspector General

Service is tasked to conduct investigations on the following:
a. As a result of Annual General Inspection (AGI), investigation is initiated

to support the findings of any irregularity or mismanagement unearthed during
the conduct of inspection. The purpose of the investigation is to find a
probable cause of irregularity prior to the referral of the case to appropriate
AFP unit for depth investigation.
b. Investigations are also conducted when directed by Office of the

President, Secretary of National Defense and the Chief of Staff, AFP.
c. Complaints commenced by any individual, including anonymous

complaint, received by the IG can initiate IG investigation, when
anomalies/irregularities alleged on the complaint are meritorious and within
the investigative jurisdiction of IG. Otherwise, the IG dismisses the complaint
outright or refers the complaint to cognizant office for appropriate action, but
the same is to be filed at the Office of the Inspector General, AFP for future
reference. A complaint is meritorious when upon initial verification it contains
correct names and address of witnesses, that supporting documents/pieces of
evidence to the complaints/reports could be verified and obtained from offices
or persons mentioned in the complaint, and it gives sufficient leads to pursue
investigation (SOP Nr 1, GHQ AFP dated 26 Mar 93; Subject; Disposition of
Anonymous Complaints/Reports).
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d. Regardless of the sources of complaints, reports of irregularities or

misconduct shall be carefully evaluated by the investigator. Subject to the
approval of the Inspector General, the Chief Investigator shall recommend the
initiation of IG investigation after finding merits and investigative jurisdiction of
the allegation/s stated on the complaint. Evaluation of complaints shall follow
the uniform procedure prior conduct of the formal investigation (Refer to
Annex F Flowchart on the IGS Conduct of Evaluation Prior Investigation.
4. Conduct of Investigation
a. It should be borne in mind that the investigative function of the

Inspector General covers the conduct of inquiries and to make corresponding
reports on matters pertaining to the performance of mission, state of morale
and discipline, efficiency and economy of the Command. Thus, IG
investigation looks at the organizational/unit environment as a whole,
including the systems and processes, the organizational structure, and the
policies and regulations that affect the units performance of mission. In case
there is a probable cause in finding the culpability of an individual and require
deeper investigation, the Inspector General may refer the case to other AFP
investigative offices for in-depth investigation. Said investigative office, which
the case is referred thereto, does not rely on the findings of the Inspector
General, but investigates and arrives on its own independent determination on
the existence of probable cause of the case.
b. After evaluation with the complaint and the Inspector General concurs
with the findings of the Chief, Investigator that the complaint has merits and
falls within the investigative function of IG, the course of investigation follows
the following procedure (Refer to Annex G Flowchart on the IGS Conduct of
Investigation).
1) Objective of the Investigation. The designated investigator

determines the objective/s or matters to be answered of the investigation. The
conduct of an investigation begins with the assignment of the question(s) to
be answered and ends with the report submitted by the inspector general. The
success of the investigation depends on the thoroughness and impartiality
with which the facts are developed. Thus, the primary problem is to determine
how the facts are to be developed and what proof is required before certain
conclusion is made.
2) Issuance of IG Directive
a) The directive informs the Inspector General that the commander

faces a problem that may not be properly resolved with the facts at hand. To
ensure that the necessary facts are obtained during the investigation, the first
duty of the investigating officer is to carefully and analytically study the
directive. A recommended method is to extract the directive, infer the
allegations and allied papers, and list those elements to be resolved.
b) The foregoing statement implies that an Inspector General be

thoroughly knowledgeable of the mission. Each case possesses peculiar
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requirements that which can only be ascertained through the careful study of
the directive and related documents. It is advantageous in each case to detail
the elements of the mission for constant reference during the investigation.
c) When other staff officers within the command have matters to

present to the commanding general that result in an inspector general
investigation, they are invited to seek the assistance of the inspector in
developing the allegation or complaint in order to produce a clear and
complete directive.
3) Make an Investigation Plan. Unplanned investigations necessitate

additional investigative action to cover points that may be overlooked. As part
of planning an investigation, the designated investigating officer weighs all
allegations, examines information derived from the study of relevant
regulations and other documents, outlines the pieces of evidence that are
obtained to check the allegations, and lists the sources from which the pieces
of evidence can be best secured. Probable witnesses and documents
necessary to establish the facts are then listed and a travel itinerary is
prepared.
4) Research and Study the Case. A careful study of the directive, all
applicable regulations, circulars and bulletins are reviewed in order to
familiarize the inspectors general/inspectors with all aspects of the case. In
addition, inspectors examine all related documents at the headquarters and
copies of relevant material form part of the investigating officers working file.
Arrangements are made to send additional documents to the investigation
site. Relatedly, investigators also identify probable witnesses to be
interviewed and units/offices to be coordinated in order to collect additional
information and evidence to build up an air-tight case. All these actions are
meant to better prepare the investigating officers to perform their functions.
5) Gather Evidence. Evidence is what tends to prove or disprove any

matter in question. It is the means by which any alleged matter of fact, the
truth of which is submitted to inquiry, is proved or disproved. Evidence is
generally categorized as follows:
a) Testimonial evidences
(1) An oral testimony is information given verbally by a witness

under oath and includes the exact record of the interview between the
investigating officer and the witness with the words of each question and
answer being transcribed verbatim.
(2) Written statements, on the other hand, take the form of

affidavits and depositions that are taken in situations where the verbatim
recording of testimonies in question-and-answer form is not practicable.
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b) Documentary evidence
(1) Documentary evidence consists of documents such as

writings, photographs, maps, sketches, regulations, laws and other types of
written material. It is the most reliable and desirable form of evidence that an
investigating officer can obtain and should be introduced into evidence
through identification by a witness.
(2) While the investigating officer is mainly concerned with public

records, he should not overlook the possible need to secure records from
private sources. While obtaining government records pose less difficulty, the
investigating officer may be obliged to exercise great ingenuity in obtaining
records from private sources. Said sources may include bank statements and
credit records, insurance data, and copies of private correspondence.
Securing these records also require the exercise of maximum
persuasiveness. The detailed and accurate description of such records is
necessary in order that they are clearly identified for future use.
(3) The nature of documentary evidence is best illustrated using

the following examples:
(a) When it is necessary to determine when a military officer

was assigned certain duties, proof of such assignment are established by
incorporating the relevant order into the report. The headquarters to which
that officer is assigned generally have copies of the orders giving him that
duty or assigning the duty alleged to have been given to the officer in question
to some other officer;
(b) Hotel registers document the fact that certain person

were billeted there at certain times;
(c) Records showing the incarceration of a person may

establish his presence or absence from another place at the time of question;
(d) Stock records or bin cards in supply agencies are

normally, considered to be evidence of the stock of any material on hand at a
given time; and,
(e) Military establishment generally maintains records of

events including arrivals and departures;
(4) Documentary evidence, like any other evidence, is evaluated

or weighed, like the following examples:
(a) Entries in diaries, stock records, and similar matters

made in the usual course of business, rather than for the purpose of providing
proof of the existence or non-existence of facts, are ordinarily entitled to great
credibility because they were made as and intended to be a true record of
facts as they existed at a given time. For this reason, testimony from a
disinterested and official witness that the record was actually made at the time
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and place under the circumstances alleged have an important bearing on its
credibility. Entries in a diary made in anticipation of investigation are closely
scrutinized. If a false entry has been made, it demonstrates fear of an
investigation. Generally, however, a statement of fact in an official record is
accepted as satisfactory proof of that fact; and,
(b) Documents containing admission against interest are also

entitled to great weight. For example, a letter which contains an admission
against interest is forceful evidence of the truth of the admission.
(5) Reproduction of documentary evidence. Arrangements and

coordination are made with the different offices/units to obtain copies of
correspondence or documents that are essential annexes to the report. A
certified copy of these documents is produced so that the original files remain
intact at the concerned Offices/Units. It is equally important that the produced
copy contains an endorsement or certificate from the authorized personnel
that the copy produced is a true copy of the original document. In cases when
difficulty arises in securing the document, the investigating officer, as a
commanders representative, formally requests the delivery of the document
to the home office. Whenever necessary, the investigating officer may request
instructions from the Inspector General.
c) Physical Evidence
(1) It refers to articles such as clothing, rations and other

tangible items. It is necessary to correlate various types of evidence. For
instance, if it is alleged that, through neglect, certain property has been
damaged, oral testimony establish faulty storage facilities and some physical
evidence such as rusty, corroded containers further establish that faulty
storage procedures and facilities have caused the damage.
(2) Some inexperienced investigating officers tend to overlook

physical evidence and depend on documentary and oral evidence as proof.
There is often a close relationship between documentary and physical
evidence. When an investigating officer personally observes an item, he is
using physical evidence. As it is generally impracticable to attach the item to
the report as an exhibit, a photograph is made and attached as evidence in so
far as the reviewing officer is concerned. If a photograph is impracticable, the
investigating officer may reduce the observations on the item to writing as a
memorandum for record. This memorandum then becomes an evidence.
6) Summon Witnesses/Respondents
a) The IG investigator, in the course of formal investigation, is

authorized to administer oaths and issue summon to witnesses/respondents
requiring them to appear and testify during the conduct of investigation. The
personnel of IG serve the summons to the witness/respondent confidentially.
AFP personnel summoned comply or at least arrange for postponement in
case they are unable to comply to appear at the designated time and place for
reasons beyond their control. Failure to appear on said dates indicated in
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summons or similar directives without any justifiable excuse is dealt with the
extent allowed by applicable regulations or policies as circumstances may
warrant. Likewise, all AFP Commanders are directed to see to it that
concerned personnel comply with summons issued by proper authority
(CSAFP Directive dated 21 October 1996; Subject: Compliance with
Summons and Similar Directives).
b) Personal appearance of a witness is always be obtained

whenever possible in preference to the use of his deposition, affidavit, or
written statements. However, if a material witness resides or is on duty at a
substantial distance from the installation at which the hearing is conducted,
his evidence is obtained by deposition, affidavit, or written statements. Where
personal appearance is otherwise not feasible, evidence by either method, is
secured by correspondence between the investigating officer or board and the
witness.
7) Notify and Require Respondent to Submit Evidence
a) The investigator notifies the respondent on the allegation leveled

against him/her and requires the latter to submit evidence in his favor within
ten (10) days after notification thereof.
b) The respondent may either confirm or deny the allegation of the

complaint. Failure of the respondent to answer within the period prescribed is
construed as waiver of his/her right to controvert the allegation against
him/her. As such, it is considered as General Denial or respondent denies
everything alleged in the complaint without specifically denying any allegation.
In all cases, the respondents denial or admission is validated by requiring the
latter to appear again before the investigator.
8) Conduct of Actual Investigation. In the conduct of actual IG

investigation, it is necessary to ask the respondent/witness if he/she is willing
to give a voluntary sworn statement with regard to the allegation complained
of. After determining his/her voluntariness, he/she is apprised of his/her legal
rights provided for under Sections 12 and 17 of Article III of the Constitution
and Article of War 24 of the Manual for Court Martial. He is informed of his
right to remain silent, cannot be compelled to become a witness against
himself, to have competent and independent counsel preferably of his own
choice (or to be provided one if he is unable to afford/procure such services).
9) Evaluation of Testimony and Pieces of Evidence
a) In evaluating the evidence, the investigating officer seeks to

formulate a fair and impartial conclusion based on his evaluation and reliability
of evidence gathered and presented. A conclusion is drawn as a matter of
course, when there is no dispute among the testimony of witnesses or any
other contradictory evidence. However, when the testimony of witnesses
differ, it is necessary for the investigator to have some basis for evaluation.
The investigator looks into consideration of any interest, bias or prejudice of
the witness. If the witness has been shown to have given false testimony
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upon one subject, his testimony is affected or totally disregarded. The

decision lies on the discretion of the investigator.
b) The intelligence of the witness and his knowledge of the facts

are considered. Although, number and credibility of witnesses are significant,
but the testimony of one well-informed and impartial witness can outweigh the
testimony of a number of witnesses sharing the same bias or prejudice.
Certain evidence is entitled to great weight. An admission against interest or a
confession of guilt constitutes a strong indication of the truth of an allegation.
Likewise, the conduct of a witness indicative of guilt is worthy of
consideration.
c) Hence, whenever a conclusion is drawn that is based on an

evaluation of the testimony or evidence, the investigating officer should state
the reasons which led him to believe the witness or evidence presented and
what caused him to disregard other testimonies and pieces of evidence.
5. Rules of IG Investigators. There are general rules as to how to

investigate witnesses. The purpose of investigation is to get facts. Much
depends upon the personality and individual skill of the interrogator and the
following general rules have been found helpful:
a. The witness is not be brow-beaten or intimated. It is easier to lead than

to drive a witness. The investigating officer, who shouts and pounds the table
to coerce or intimidate, rarely obtains the information he seeks. An unwilling
witness gives little evidence of value and, in addition, evidence that has been
obtained under duress is always subject to challenge.
b. If there is reason to suspect that the witness is not telling the truth, the
investigating officer discovers this by adroit questioning rather than with
threats and accusations. If the witness is closely questioned, he generally
incriminates himself.
c. The witness is held to the issue. He is not allowed to wander from the
subject and introduce a mass of extraneous detail nor be permitted to evade
or avoid answering a question except on the grounds of self-incrimination.
Witnesses sometimes attempt to avoid giving a direct answer to a question by
a reply which is either evasive or not responsive to the question. This can be
avoided by asking simple, clear and direct questions. Complete statements
are required. The investigating officer controls the discussion.
d. Witnesses are not permitted to engage in argument. The investigation

is not a debate and witnesses must understand this.
e. Hearsay evidence is not ordinarily admissible in a court of law; it may

have some value in an inspector general investigation such in furnishing
leads. Thus, a witness is asked as to his knowledge concerning a certain
matter. In reply, the witness states that he has no personal knowledge of this,
but that in the course of a conversation with Juan Cruz and Ricardo Cruz, he
was given certain information. The investigating officer in this way secures the
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names of two new witnesses who, when questioned, supplies him with
valuable direct evidence.
f. The opinion of the witness is also considered by investigating officer

although opinion in itself other than those by qualified experts is not
considered as evidence; they may be of real value in assisting the inspector
general to evaluate other evidence and to determine the existence essential
facts. Opinion evidence is also of value in investigation which is not as much
concerned with irregularities as with conditions. The witness testifies as to his
opinion concerning any particular condition or situation.
g. Before terminating the investigation, the witness is given an opportunity

to make a voluntary statement or to offer any additional evidence. It
sometimes happen that an investing officer, no matter how thorough he has
been, has failed to ask certain questions which would have elicited valuable
information. Unless the witness is afforded an opportunity to make a
statement of his own, this evidence is not in the record.
h. Further, the witness, when given the opportunity, frequently offers

explanatory or clarifying testimony concerning his previous answers which
has of real value to the interviewer in his evaluation. Examples of such
questions are: Do you have any further information with respect to the matter
we have discussed? Have you stated your full knowledge with respect to the
matter, about which you may have any further statements to add to your
testimony?
i. In an administrative investigation, the Investigating Officer conducts the

investigation in the following manner:
1) All complaints is accompanied by sworn statements or affidavits of

the complainant and his witness as well as other supporting documents;
2) If on the basis of the complainants sworn statements and

documents submitted there does not appear to be a prima facie case, the
Investigating Officer, after approval by the Chief of Office, drops the case; if a
prima facie case is established by the complainants evidence, he notifies the
respondent by issuing summons requiring him to submit at an indicated date
which is not more than ten (10) days from receipt of the summons, counter-
affidavits and other supporting documents. A copy of the complaint is
attached to the summons. The statements of the respondent and his
witnesses are sworn to before the Investigating Officer;
3) Statements/Affidavits of the complainant/witnesses which have

been sworn to before a Notary Public or government Official duly authorized
to administer oath is subsequently sworn to before the Investigating Officer or
any IGS officer in the place of investigation if the case is being investigated.
The Investigating Officer summons either or both parties or their witnesses to
respond to clarificatory questions; and,
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4) The Investigating Officer helps either or both the complainant and

the respondent and their witnesses in the preparation and execution of their
affidavits if requested to do so. He sees to it that he has given the
complainant and respondent the opportunity to present evidence on their
behalf.
6. Report of Investigation. The report of investigation contains all the

testimony and all the documentary and physical evidence, if appropriate, upon
which its conclusions and recommendations are based. The investigation
report is an important document that is completely filled up with the elements
necessary for the delivery of just and fair decision (Refer to Annex H IG
Report of Investigation). Investigation reports are classified documents that
are sealed in an envelope and safe-handed to CSAFP by designated
responsible officer or by TIG, AFP to avoid unauthorized disclosure.
a. Importance of the Report
1) The investigating officer realizes that the report of investigation is

an important document which requires great care in its preparation. The report
usually affects the future of the person under investigation, or it results in a
change of policy. If it concerns a persons future, this alone demands that it
be impartial and complete. When it affects a policy, it is accurate and
dependable. In any event, it presents the facts to the commander so that he
can take whatever action may be necessary.
2) An investigation does not necessarily sustain the charges or

allegations upon which it was based. Frequently, such charges and
allegations are untrue. In such case, the obligation to disprove charges is as
great as the obligation to prove them when they are true. The report of
investigation must be accurate, reliable and impartial.
b. The requirements of a report of investigation, in addition to those set

forth above are:
1) It must be intelligible;
2) The subject matter must be systematically arranged; and,
3) The statements and references must be correct.
c. Types of Written Reports. There are two types of written reports. Each
report is a formal, written document with sworn testimony and necessary
exhibits appended.
1) The type usually submitted is a single allegation or a number or

related allegations.
2) The multiple type report is normally used when there are numerous
allegations or when the subject matter of the allegations is complex. This form
of report has been defined as a report within a report since each allegation is
considered and treated as a separate matter within the body of the entire
report.
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7. Maintenance of Investigation Records. To insure the completeness and

accuracy of records for the purpose of issuance of clearance and records
check of personnel being considered for promotion, assignment, schooling,
separation, reenlistment, Extended Tour of Duty (ETAD) and the like, it is
necessary that the records on the status of cases involving military personnel
and civilian employees of the AFP are constantly updated.
a. Routing of Reports. Reports of investigation made by inspector general

are forwarded to the commander who ordered the investigation. The reports
which are to be forwarded to the Office of The Inspector General, AFP are
transmitted to The Inspector General, AFP through the major service
inspector general with such remarks and recommendations as the immediate
commander may deem necessary and appropriate.
b. Custody of Reports. The Office of the Inspector General, AFP is the

custodian of all reports of investigation made by inspector general, including
copies of all reports of investigation made by inspector general of major
commands divisions and other commands. Major Service inspectors general
likewise maintain complete records of investigation of subordinate units
together with pertinent documents, staff action papers, legal opinions, notices
of disciplinary action under Article of War 105 MCM, reprimands, discharge
orders, etc. These records serve as ready reference for purposes of clearance
and/or records check.
c. Index Cards. An index card of each respondent in an IG case is kept at

the Office of The Inspector General, AFP and at the office of major service
inspectors general for ready reference. This card contains entries on date of
investigation, case number, nature of offense, name of investigator,
recommended action and final disposition. The index cards are arranged
alphabetically by names in order to facilitate records check of personnel.
d. Review of Reports of Investigation. The Inspector General, AFP

reviews reports of investigation requiring consideration by the CSAFP if they
require action by the Secretary of National Defense (SND) or appropriate
General or Special Staff Sections, GHQ, AFP.
e. Retirement of Records of Investigation. Records of Investigation are

disposed of in accordance with existing regulations on disposition/retirement
of military documents for cases involving offenses which have already
prescribed and/or the personnel involved are already separated from the
service.
Section 3-5 Research and Training
As Inspectors General seek to further improve the quality of their outputs, they
continuously conduct researches and special studies on matters related to
their functions, particularly the conduct of inspections and investigations, and
their results. To achieve consistently good inspection and investigation
results, all IG personnel are equipped with the necessary competency to
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perform their tasks. IG courses and related trainings are, thus, offered for
military personnel and civilian employees within the IG system. IG trainings
and their impact on the IG functions are also assessed. Improvements in the
IG performance of functions are achieved through the research and training
function of the IG.
a. Research. IGs conduct various types of researches that are aimed at

improving IG policies, strategies, systems and processes. They utilize
information obtained from their data files on inspection and investigation
results, e.g. inspection and investigation reports, audit reports, among others
as well as data from other IG units and from inspected units and offices. The
research outputs include publications consisting of articles and statistics,
which are provided to concerned GHQ staff offices for consideration in policy
development.
b. Training
1) The primary purpose of IG training is to enhance competency for

inspection and investigation and the supporting activities that complement the
objectives of these functions. Thus, IGs not only enhance the capability of its
personnel but also impart skills, inform about military systems, processes, and
procedures, and assess the performance of AFP units through inspection. IGs
assist commanders in setting performance standards and pass on lessons
learned to enable others to benefit from their experience.
2) A Command IG ensures that persons selected to serve under IG

offices are qualified and trained. Also, he ensures that personnel performing
IG functions are appropriately trained. Personnel with no IG-related training
attend the IG Course as soon as possible after selection for assignment with
the IG office. The OTIG, AFP conducts the IG Course annually which caters
to Officers and Enlisted Personnel. Likewise, special trainings and seminars
on inspections and investigations are conducted by OTIG, AFP as maybe
necessary to enhance capabilities by individuals and units.
3) Training IGs. IGs receive specific training on the conduct of

inspections, investigation, information-gathering, analysis of collected
information, identification of root causes, and the formulation of long-term
recommendations. Courses held by the IGS for officers, enlisted personnel
(EP), and civilian employees (CEs) are done in coordination with the Office of
the Deputy Chief of Staff for Training and Education, OJ8. IGs also recognize
that inspections are actual parts of training events, thus, inspectors are
responsible for ensuring that units have the knowledge and ability to correct
known deficiencies. On-the-spot remediation is undertaken immediately and
annotated in reports. Trainings, therefore, equip inspection teams on the
following basic areas:
a) Principles and conduct of inspection;
b) Policies on personnel, logistics, finance, and other key functions

of the organization;
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c) Application of best practices within the AFP organization;
d) Use of information collection tools, such as interviews, surveys,

sensing-sessions, direct observation, and spot report formats;
e) Basic investigation and related subjects;
f) Use of evaluation tools, such as operational readiness

evaluation;
g) Presentation of entrance and exit briefings;
h) Equipment inventories and rehearsals; and,
i) Conduct of pre-Inspection visits.
4) Training the whole organization. IGs have a responsibility to train

non-IGs on how the IG System operates, as well as on specific standards,
responsibilities, processes, and systems related to non-IG activities. Training
the organization can be achieved through the following:
a) Promoting the IG System The effectiveness of the IG System

is, to a great extent, a function of how receptive non-IGs are to the IG System.
Therefore, IGs teach leaders and soldiers how IGs contribute to mission
accomplishment, and search for opportunities to inform them of the IG
Systems purpose, functions, methods, benefits, and constraints. The IG
involvement in pre-command courses, officer professional development, the
NCO Development Program, newcomer briefings, and other activities helps to
explain the IG system to the whole AFP. Failure to explain the IG concepts to
commanders and others results in the misuse of IGs.
b) While inspecting, assisting, or investigating, IGs contribute to

further improve the AFP organization by teaching and training others in policy
and procedures as in the following instances:
(1) During periods of organizational change and quick

operational pace, IGs assist commanders and soldiers who have insufficient
understanding of organizational standards and procedures;
(2) IGs are expected to have broader perspectives on the AFP

as an organization and their knowledge of the organization is enhanced by
their trainings, experience and the extensive research that IG duties require;
and,
(3) IGs incorporate teaching and training into all aspects of

their duties as they explain requirements and their importance, as well as
lessons learned and new ideas, to inspected personnel during inspections.
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Section 3-6 Other Functions
1. General Assistance
a. Assistance is the IG function that provides soldiers, family members,

and civilian employees the ability to seek help from the IG on matters affecting
their health, welfare, and personal readiness. However, anyone may submit a
complaint, allegation, or request for information or assistance to any IG
concerning a matter of commands interest. Examples of these complaints
include perceptions of fraud, waste, or abuse that may affect the overall
performance of the units and its personnel including their families. The IGs
role, as the commanders representative, is to resolve these issues within the
limits of the IG system.
b. An IG providing assistance to these complainants use the proper IG

channels and request the assistance of other IGs, if necessary. The complaint
is referred to the appropriate units when it does not fall within IG jurisdiction.
In as much as an IG utilizes its investigation function to verify such
complaints, the approval of the CSAFP or the IGs commander is first
obtained before the conduct of inquiry or investigation.
c. As a general rule, IGs encourage the soldier or civilian employee to

discuss first with the chain of command any issues, allegations, or requests
for assistance with the commander, chain of command, or supervisor.
Allowing the chain of command to handle the matter underscores the chain of
commands importance and credibility. The IGs always reinforce the chain of
command and are careful not to undermine it by simply accepting any
complaints without first asking if the complainant notified the chain of
command. When appropriate, IGs direct soldiers and civilian employees to the
appropriate grievance mechanism or system. Also, IGs limit their involvement
in matters that have established grievance system to teaching and training
and a due-process review once the soldier or civilian employee has used that
grievance system but is still unsatisfied that he or she has received due
process.
2. Program Performance and Budget Execution Report/Review and

Performance Based Bonus Ranking System
a. Department of National Defense Memorandum dated 07 October 2011,

Subject: Instructions for the Implementation and Institutionalization of the
Defense System of Management (DSOM) identifies the Office of the Inspector
General as the primary office responsible for validating the Program
Performance and Budget Execution Report/Review (PPBER) report of AFP
units. This issuance further strengthened the mission of the IG of advising the
CSAFP on the state of efficiency and effectiveness of the AFP units.
b. The PPBER is a management tool that provides the framework for the
conduct of program and budget evaluation processes. It is intended to assess
the results achieved and funds expended against AFP-established
programmatic and financial management objectives. The review output serves
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as the basis for timely, informed decisions toward fast tracking of planned
activities and realignment of resources during budget execution.
c. The PPBER function of IGs is focused on validating report of the

overall physical performance of units through the examination of the actual
implementation and accomplishment of unit programs and activities in relation
to their financial plan. PPBER results may lead to inquiries on discrepancies
on program implementation and budget utilization.
d. In relation with its functions on the PPBER, the IG is also mandated as

the Chairman of the Performance Management Team which evaluates and
rates the performances of the GHQ, Technical and Administrative Services,
and the Major Services (Programs 1 to 4). In line with Executive Order Nr 80
dated 20 July 2012, the performance rating of units serves as a basis in the
determination of appropriate incentive bonus for units and employees who
have done well in meeting performance targets.
3. Evaluating Special Programs and Activities
a. The inspection activity of the IG encompasses all functions of

management from Personnel, Logistics, Training, Finance, Technology, and
others. The IG evaluates unit performance by examining the administration of
these functions through the relevance of policies and regulations, and the
programs and activities being undertaken to accomplish the mission.
b. Programs and activities include those that are specified in the annual
plans of the unit and those directed and funded by higher headquarters.
Planned programs and activities are those that are undertaken purposely to
achieve a particular objective, task, or mission which has a regular budget
allocated to the unit concerned. Special programs and activities, sometimes
referred as unprogrammed activities, are those directed by higher commands
to be implemented by the lower units.
c. Unprogrammed activities also include projects undertaken by the unit

that are not part of their annual plans and budget (APB), and budgeted under
special fund. For example, RP-US Balikatan Training Exercise is one of the
training programs being undertaken by the GHQ and with the participation of
lower units. Such training program is usually funded outside of the regular
annual allocation for involved units.
d. Usually, the IG conducts Annual General Inspection (AGI) and the

PPBER in examining accomplishment of programs and activities planned by
the units under their APB. However, special programs and activities are
evaluated through special inspections usually upon the completion of the
program or when directed by higher authorities. During inspection, the IG
utilizes the key inspection areas of operational readiness, mission
accomplishment, financial management, and leadership, morale and welfare,
and discipline (LMD) as maybe applicable (see Chapter 4 for more details).
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e. In evaluating programs and activities, the concerned IGs of the

command undertaking such programs is responsible for evaluating the
performance of the unit in accomplishing the program. For programs involving
joint services, the OTIG, AFP conducts performance evaluation in
coordination with, or with the participation of lower IGs.
4. Records Check and Issuance of Clearance. The IGs also conduct

record checks on all AFP personnel on request/direction of higher authorities.
A records check informs that an individual has no pending case or derogatory
records that may affect his promotion or occupation of an assignment, or for
other purposes that are for the best interest of the AFP. Appropriate clearance
is issued by IGs to this effect.
5. Deliberation and Maintenance of IGS Eligibility List
a. The Inspector General, AFP, as Chairman, and Major Services

Inspectors General, as members, screen qualified officers for inclusion in the
IGS Eligibility List. The IGS Eligibility List is approved by the CSAFP and is
covered by appropriate orders.
b. The OTIG, AFP maintains the IGS Eligibility List and monitors the
assignment of IGS eligible personnel.
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CHAPTER 4
IG PROCESS AND OPERATIONS
The IG Process and Operational Cycle discussed in this chapter illustrate the
interplay of the IG functions of investigation, inspection, research and training,
and the other IG functions and activities,
Section 4-1 IG Process
1. The following is the process along with the activities through which the IG
accomplishes its mandated mission of reporting matters pertaining to the
performance of the mission, state of discipline, and efficiency and economy of
individual commands and installations:
Figure 4.1 The IG Process
2. As shown in Figure 4.1, the functions of IGs emanate from their mandate
of ensuring that units adhere to the performance standards set forth under
existing AFP Rules and Regulations. Reports or observation of violations of
regulations and policies emanate from complaints coming from individuals, as
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a result of inspection, or from performance reporting of the units. To

guarantee adherence to standards, IGs conduct the following activities:
a. Report of Violation. Units and individuals may report any violations of

regulations and policies that affect the performance of units. In this case, the
IG offers assistance using the proper IG channels. IGs also report violations
to CSAFP and recommends for the conduct of inspection or investigation as
maybe necessary.
b. Inspection. The primary activity of the Inspector General is

accomplished through the AGIs, special inspections, and command-directed
inspections. AGIs are regularly conducted in major units, e.g. Major Services,
Unified Commands (UCs), key budgetary units, and AFP-Wide Support and
Separate Units (AFPWSSUs). Special inspections are conducted to all units
including GHQ Staff offices and units when directed by CSAFP;
c. Investigation. This is undertaken when reports of irregularities or

violation of rules and regulations reached the attention of the IG office. IGs act
on individual or unit reports on any violations. If there is merit to the report, IG
recommends for the conduct of investigation or referral for the conduct thereof
by other appropriate AFP units. Likewise, investigation is conducted to
support the findings during an inspection. In any case, the conduct of
investigation is with the approval of the CSAFP or the unit commander in the
case of subordinate IGs. Likewise, special investigations emanate as a
directive from the CSAFP to verify reports on systemic or organizational
problems. Also, in support to this activity, the OTIG issues records clearance
to AFP personnel, on request or as directed by higher authority.
d. Program Performance and Budget Execution Review (PPBER). A

support activity to inspection, the PPBER is a periodic review of the physical
performance of units in relation to its financial management. It is conducted on
all AFP and GHQ units, to include OCSAFP, the Staff offices, the UCs, key
budgetary units, and AFPWSSUs, the Major Services and lower units. The
OTIG evaluates and validates reports of units with assistance from the
resource, financial, and accounting offices along with the Joint Staffs.
e. Research. The researches and special studies conducted by OTIG

focus on the results of inspections and investigations which are critical in the
review and revision of obsolete policies that affect unit performance or in the
formulation of responsive ones. OTIG studies include replicable models and
lessons learned. The performance evaluation system, as well as processes,
procedures and parameters are likewise continuously evaluated toward policy
formulation or policy changes.
f. Management and Support to IG Activities. IG plans, organizes,

implements, supervises, and controls its activities through the use of
managerial tools and systems espoused by the AFP such as the Annual Plan
and Budget (APB).
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g. Training. The OTIG functions require continuous skills and competency

enhancement for its personnel. IGS courses and trainings serve to develop a
pool of IGS-competent personnel to IGS offices who will perform the functions
as herein described.
Section 4-2 Operational Cycle
1. The Inspector General serves as the confidential advisor of the

Commander to report on matters affecting mission performance, and the state
of economy, efficiency, discipline and morale of the AFP. To achieve this, the
IGs conduct regular operations involving the planning and execution of
activities in line with their functions. The IG Operational Cycle comprises the
regular and continuing phases of Performance Planning, Performance
Evaluation, and Feedback Evaluation. Below is the IG Operational Cycle.
Figure 4.2 The IG Operational Cycle
2. The above-mentioned phases represent the cyclic steps taken by IGs in

the evaluation of the level of mission accomplishment of a unit, including the
management of resources, and the actions taken to improve performance.
3. The Phases of the IG Operational Cycle
a. Performance Planning Phase. This phase entails the determination of

the appropriate parameters to be evaluated. In determining parameters, the
IG studies established standards contained in policies, rules and regulations,
directives, staff memoranda, and similar issuances. The IGs check the AFP
management levels and the whole spectrum of AFP operations in order to
provide the IGs the widest perspective of the AFP organization.
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1) Setting Standards
a) Setting the standards involves identifying the appropriate set of

evaluation criteria to be applied to the organization that is to be evaluated. In
general, the measurement of performance is the comparison of what has
been achieved from the programs and activities planned by an organization to
accomplish. Thus, the units APB serves as a basis for the evaluation of its
accomplishments. In formulating their programs and budgets, AFP units
consider the priorities and objectives of the national government as translated
down to the AFP. Units adhere to policies, rules and regulations in crafting
their APBs. Thus, the IG must be strongly aware of national government
objectives, the Department of National Defense (DND) and AFP policies, the
unit campaign plans, the missions of AFP units, and other related information.
b) The following major references provide IGs the basis in

establishing inspection parameters:
(1) Policies and Guidelines. This includes national policies and

development agenda and DND and AFP policies, rules and regulations, and
other issuances which heavily influence the planning and programming
activities of the Philippine military, including the campaign plans of the Unified
Commands.
(2) Unit Mission and Organization. AFP units have varying

missions and objectives that guide their resource management and
programming of activities. Units organize, train, equip, and employ forces as
required by their respective mission and existing operational environments
and based on their Table of Organization and Equipment (TOE). Therefore,
IGs must be properly knowledgeable of the units mission in order to
effectively evaluate the responsiveness of its programs and activities.
(3) The Annual Plan and Budget (APB). The AFP APB sets the
limits within which AFP planning and budgeting is undertaken. Units prepare
their APBs based on their budgetary allocations. The APB outlines the AFPs
programs/activities/projects (P/A/Ps) and those of its units that ensure the
operational readiness and the accomplishment of Operations tempo
(OPTEMPO) activities in order to achieve the Major Final Output (MFO) or the
objectives of the unit.
(4) Doctrines. Doctrines serve the higher purpose of providing

a common frame of reference across the AFP as it helps standardize
operations and facilitates readiness by establishing common ways of
accomplishing military tasks. In addition, doctrines link theory, history,
experimentation, and practice, while fostering initiative and creative thinking.
Doctrines also provide military organizations an authoritative body of
statements on how military forces conduct operations, as well as a common
dictionary for use by military planners and leaders. Thus, knowledge of the
AFP basic doctrines also serves IGs well in their task of evaluating
performance. Current and accepted, albeit unwritten, AFP practices are also
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bases for evaluation but such practices are carefully evaluated and formalized
to become reliable references.
(5) Performance Reports. Unit performance reports are also

valuable when preparing for unit inspection. Records of the past performance
of units provide IGs such information as to what to expect and which areas to
focus on during the inspection. Also, historical data allows for comparative
analyses of the units performance over time.
2) Planning Activities
a) Planning performance evaluation activities involves initial

collection of data and coordination with the units to be evaluated.
b) Initial data collection provides inspectors an overall picture of a

unit and how to proceed with the collection of information. Details on the
evaluation-related information are incorporated in the planning of the
inspection.
c) Coordination with units. An unannounced visit to a unit affords

inspectors the opportunity to conduct an examination of the day-to-day
activities of a unit. Inspections that have earlier been coordinated ensure the
availability of the personnel who can provide the answers to the inquiries of
the IGs. Moreover, AGIs are major command activities that require the
presence and participation of all the unit personnel in the inspection activities.
AFP regulations prescribe the declaration of Red Alert status in units or
installations during the conduct of the AGI.
b. Performance Evaluation Phase
1) Performance evaluation is the execution of the performance

planning which involves the selection and use of quantitative measures of
organizational readiness, processes, and outcomes to develop information
about critical aspects of particular activities. It is also defined as the regular
collection and reporting of data to track work that has been accomplished and
the results that have been achieved. Performance evaluation is the main
objective in the IGs conduct of inspection.
2) Performance evaluation analyzes the level of work accomplishment

of a group, program, or other organizational efforts by comparing data on
actual accomplishment and programmed/planned activities. It also inquires
into the progress being made toward the desired goals. Such questions as:
Are appropriate activities being undertaken to promote the achievement of
those goals?, Are there problem areas that need attention?, What are the
successful efforts that may be replicable to other units?
3) Performance evaluation phase involves the conduct of activities

geared towards this objective such as inspection, in particular. The inspection
requires an investigation to support the findings during the inspection. Also,
Program Performance and Budget Execution and Reviews (PPBER) support
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the conduct of inspections and investigations and vice versa through the
regular reporting of units of their programs and budget implementation. In
summary, to evaluate unit performance, the IG performs the following
activities to accomplish its functions which are discussed in detail in Chapter
3, Functions:
a) Inspections which include the Annual General Inspections

(AGIs) and Special Inspections (SIs);
b) Investigations to support the conduct of inspections or to

ascertain reports of violations;
c) The PPBER complement inspection activities. It precedes or

follows the conduct of inspection. The PPBER report informs on the overall
financial and physical performance of the units.
c. Feedback Evaluation and Processing Phase
1) Report
a) The accurate, clear, and timely report of the Inspector General is

the beginning of this phase. Regulations provide for both oral and written
reports of inspection to be provided to the inspected unit. Said units are
allowed to dispute findings, to provide clearer information, and to explain
precisely the areas that have not been reported on accurately by the
inspectors. The final inspection report is submitted to the Chief of Staff, AFP.
b) IGs review inspection results and evaluate particular major

issues that affect the performance of units. In some instances, an
investigation is necessary to uncover administrative lapses that could lead to
a deeper problem. In any case, feedback is provided to both the inspected
units and the inspectors.
2) Policy Review and Formulation. Feedback informs those

responsible for the management of the critical activities on what has been as
compared to what was planned, and the need for corrective action (if any), as
well as the need to change a goal or standard in order to achieve the desired
goals. As such, feedback serves not only the inspecting units and the
inspection team, but the AFP organization as a whole.
a) Feedback to Units. It is essential that units are informed of the

following:
(1) The rationale for the conduct of performance evaluation;
(2) Evaluation results;
(3) Findings and observations; and,
(4) Recommendations.
b) Feedback to the Evaluating Group. The performance measures

and procedures used during inspections are also evaluated in order to
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enhance inspection activities. Evaluation teams obtain the following

information:
(1) Appropriateness of the evaluation methods in terms of the

following: Processes; Data collection and interpretation tools; and, Rating
system;
(2) Suitability of the manner of conducting the evaluation; and,
(3) Recommendations.
c) Feedback to AFP. The impact of feedback to other units and to

the AFP, as a whole, is thoroughly studied. Current related policies and
Standard Operating Procedures (SOPs) and their effects on unit performance
need to be assessed for relevance.
3) Training. The products of the Feedback Evaluation and Processing

Phase are integrated in trainings and other fora organized by the Inspector
General in the form of best practices, lessons learned, or made part of revised
or new inspection policies. As one of IGs functions, training is thoroughly
discussed in Chapter 3.
Section 4-3 The AGI Rating System
The AGI Rating Systems are parameters used on inspections of key units that
are undergoing that process to measure the set standards of the four key
inspection areas.
a. Operational Readiness Evaluation (OPREVAL) is the ability of a unit to

conduct specified operational mission tasks. The ability of a designated unit to
assemble for or conduct an operational mission or task within a specified time
and under defined conditions where personnel, equipment on hand, training
(includes unit and individual training), support (availability of serviceable
equipment, supplies and essential facilities), command, control and
communication are included. The rating system used in evaluating the
readiness is based on SOP Nr 1 dated 20 January 2007, Operational
Readiness Procedure. The four Key Measurement Areas are the following:
1) Personnel Readiness. A unit readiness is affected by how much

its authorized personnel are actually assigned to the unit. Personnel fill-up is
recorded by dividing the number of people intended to be assigned to the unit
at year-end (the number who must be paid) by the number of personnel in the
units TOE. (For historical periods, the measurement is total number of
personnel who were actually present divided by TOE-Actual over TOE).
2) Equipment Readiness. A unit readiness is affected by how much

of its required equipment is actually in the unit. Equipment readiness is
recorded by dividing the number of equipment items actually assigned for the
period by TOE (On-Hand over TOE).
3) Training Readiness. A units readiness is affected by how much of

its required training the unit does. Having official training standards is an
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important aspect of analyzing readiness cost. Training activity is recorded by

dividing the actual training activity during the period by the activity required for
the unit to be fully trained such as unit and individual training (Actual over
Required).
4) Facilities Readiness. Having adequate facilities is critical to the

attainment of assigned and designed missions. Facilities Readiness is
achieved by taking the quantitative and qualitative rating wherein both are
given a 50% premium. For the quantitative rating it can be achieved by
utilizing the formula-facilities readiness actual over required as stated in the
TOE. For quantitative rating, it can be achieved by taking into consideration
the general component of the facility which is being performed by an engineer
or any competent personnel with background in engineering works and
actually occupying an engineer position. Facilities can be classified into:
a) Operational Facilities (Office spaces);
b) Operational Support facilities (which includes grandstand and

parade grounds, billeting facilities, messing facilities, training facilities, armor,
POL dump and hospital facilities); and,
c) Base Utilities and Facilities (which include water supply, power

supply, roads networks and communication facility).
5) Maintenance Readiness. The position of equipment in operational

condition is vital in improving readiness. Maintenance readiness is recorded
by dividing the actual number of items in operational/serviceable condition by
the actual number of items required for the unit to be fully maintained as
stated in the TOE.
6) Readiness Condition (REDCON). Readiness condition/status of

unit is rated as follows in accordance with the criteria established.
a) REDCON (R1). A unit fully prepared for and capable of

undertaking sustained operations to accomplish a given mission. It can
perform its given mission without additional personnel and equipment and/or
training. The status of such unit is termed Fully Mission Capable which has
a readiness rating of 85-100%. With this rating, the unit functions according to
its doctrinal employment.
b) REDCON (R2). A unit which, though short of some personnel as

its equipment are on deadline, is capable of initiating operations to accomplish
a given mission on time but requires fill-up of shortage and repair of
equipment to perform its mission for sustained period. The status of such unit
is termed Mission Capable which has a readiness rating of 75-84%.
c) REDCON (R3). A unit which has shortage in personnel, and/or

deadline equipment that puts this unit in a limited capability to accomplish a
given mission, and can do so only for a very short period. The status of such
4-8 RESTRICTED
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unit is termed Partially Mission Capable which has a readiness rating of 51-
74%.
d) REDCON (R4). A unit that has shortages in personnel and

equipment that requires an extended period of time to attain REDCON (1)
level. This pertains to unit that are recently activated or organized or retained
in the force structure at cadre strength for purposes of extending training. The
status of such unit is termed Not Mission Capable which has a readiness
rating of 0-50%.
Table 4.1 Readiness Condition Rating and Criteria

Condition R1 R2 R3 R4
Fully Partially
Mission Mission Mission Not Mission
Capable Capable Capable Capable
Standards
Personnel
(Fill up/TOE) 85-100% 75-84% 51-74% 0-50%
Equipment
(On Hand/TOE) 85-100% 75-84% 51-74% 0-50%
Training
(Actual/Required) 85-100% 75-84% 51-74% 0-50%
Facilities
(Actual/TOE) 85-100% 75-84% 51-74% 0-50%
Maintenance
(Svcl /TOE) 85-100% 75-84% 51-74% 0-50%
b. Leadership; Morale and Welfare; and, Discipline, Law and Order (LMD)
1) Uses survey and dialogue to all available organic personnel. Also,

ocular observation, showdown inspection, and evaluation of the disposition of
disciplinary cases of personnel were conducted as part of the LMD.
2) The survey conducted basically has two objectives. First, it aims to

obtain individuals perception on the overall leadership and management
performance of the top leader of the Command, and second, it aims to obtain
the individuals perception on specific areas that reflects the administration of
the unit as a whole. The dialogue, on the other hand, aims to solicit
organizational and individual issues that can readily be resolved by the
inspection teams through existing policies and guidance from higher
headquarters. Unanswered issues are then brought to the attention of
concerned staffs or offices.
c. Financial Management. The Financial and Resource Management is

based on the findings and evaluation of the existing policies. In evaluating the
units financial performance, the inspection team reviews the units budget
implementation reports and financial records and conducts personnel
interviews of office concerned along with actual observations.
d. Mission Accomplishment. Mission accomplishment is the measurement

of the outcomes of performance. It is an evaluation of whether units were able
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to accomplish, or not, the objectives and the targets as reflected on its Annual
APB. For the UCs, mission accomplishment is an evaluation of the execution
of its campaign plans. Basically, campaign plans are operational strategies of
which its programs and activities are reflected in the APB for resource
allocation. Mission accomplishment also looks at the units compliance on
operational directives and priorities from the higher headquarters including the
DND.
4-10 RESTRICTED
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ANNEX A
GLOSSARY
Abbreviations & Acronyms
AFP - Armed Forces of the Philippines

AFPWSSUs - Armed Forces of the Philippines-Wide Support and
Separate Units
AGI - Annual General Inspection
APB - Annual Plan and Budget
CE - Civilian Employee
COA - Commission on Audit
CSAFP - Chief of Staff, AFP
DLO - Discipline, Law and Order

DND - Department of National Defense
DO - Disbursing Officer
DSOM - Defense System of Management
EP - Enlisted Personnel
ETAD - Extended Tour of Actual Duty
GHQ - General Headquarters

GI - General Inspection
HR - Human Rights
HRO - Human Rights Office
IAS, DND - Internal Audit Service, Department of National Defense

IG - Inspector General
IGS - Inspector General Service
IHL - International Humanitarian Law
IO - Investigation Officer
IR - Investigation Report
JAGS - Judge Advocate General Service
KMA - Key Measurement Area
LMD - Leadership, Morale and Welfare, and Discipline
MFO - Major Final Output

MOS - Military Occupational Specialty
OCSAFP - Office of the Chief of Staff, AFP

OESPA - Office of Ethical Standards and Public Accountability
OP - Office of the President
OPCON - Operational Control
OPR - Office of Primary Responsibility
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OPREVAL - Operational Readiness Evaluation

OPTEMPO - Operational Tempo
ORSITES - Operational Readiness and Security System Inspection,
Tests and Evaluation System
OTIA - Office of the Internal Audit
OTIG - Office of the Inspector General
OTPMG - Office of the Provost Marshal General
PM - Provost Marshal
PPBER - Program Performance and Budget Execution Review
PDR - Philippine Defense Reform
RA - Republic Act
REDCON - Readiness Condition
SAL - Statements of Assets and Liabilities

SDF - Summary Disposition Form
SDO - Special Disbursing Officer
SND - Secretary of National Defense
SI - Special Inspection
SOP - Standard Operating Procedures
SS - Sworn Statement
TIG - The Inspector General

TPMG - The Provost Marshal General
TOE - Table of Organization and Equipment
UC - Unified Command
UPR - Unit Primary Responsibility
A-2 RESTRICTED
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Definition of Terms
Annual Program Budget A document that outlines the

programs/activities/projects (P/A/Ps) of the AFP and its units that will ensure
the operational readiness and the accomplishment of OPTEMPO activities in
order to achieve the Major Final Output (MFO), or the objective of the units.
Authorized Troop Strength A document that reflects the authorized

and funded uniformed personnel strength of the AFP based on the Staffing
Summary of the National Expenditures Program for the current Fiscal Year of
the national government. It provides a basis in the distribution of personnel to
the different units and offices of the AFP by services and grades, and serves
as a basis in the evaluation of a units operational readiness.
Campaign Plan Refers to applies to large scale, long duration,

significant military strategy plan incorporating a series of inter-related military
operations or to achieve a particular desired resolution of a military conflict as
its strategic goal.
Defects The results of inspection which could be corrected on-the-

spot.
Deficiencies The results of inspection which could be corrected at a

level above that of the particular agency through, for instance, enactment of a
law, promulgation of a policy, or release of funds and equipment.
General Inspection An inspection with a specific objective of

evaluating effectiveness of a particular function, system, or program within a
headquarters or a single unit.
Inspection The appraisal of the efficiency, effectiveness, and

readiness of a unit and giving of appropriate recommendations for
improvement.
Inspection Report A written report which provides authorities an

appraisal, and recommended corrective actions as appropriate. This report
may contain, among others, good points and deficiencies noted,
recommendations, and a statement on action taken on deficiencies noted in
previous report.
Investigation The inquiry into the activities and conduct of a unit

and/or its personnel with the purpose of developing pertinent information to
determine whether they act in conformity with the established standards.
Irregularities and Violations Commissions or omissions to the

prejudice of good order; culpable infringements of instructions, orders,
directives, regulations, and laws.
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Key Measurement Area Refers to the functional areas of personnel,

equipment, training, facilities and maintenance, which are the objects for
evaluation to determine the units operational status.
Leadership, Morale and Discipline Survey A measurement tool

used by an AGI team to gauge the personnel perception on the performance
of their key officers, as well as the state of morale and discipline of personnel
in the unit/office.
Major Final Output The major goal identified to be addressed within

a specified time frame and under a defined condition, which is measured by
the level of change or lack of change determined by the unit.
Mission Accomplishment The component of inspection that

involves the evaluation of the accomplishment of a unit as regards
Programmed Operational Activities and Major Final Output.
Operational Outcome A change, or lack of change, in the

operational targets defined by the AFP, e.g. the reduction in the number of
guerilla fronts, hostile personalities, or enemy activities that were reduced
after the conduct of military activities in an area.
Operational Readiness The ability of a unit to conduct specified

operational mission and tasks. In a broader perspective, it is the ability of a
unit to assemble for or conduct an operational mission or task within a
specified time and under defined conditions where personnel, equipment on
hand, training (unit and individual), support (availability of serviceable
equipment, supplies and essential facilities), command, control and
communications are included.
Operational Readiness Condition (REDCON) The current state

and/or level of preparedness of a unit.
Operational Readiness Evaluation The assessment or evaluation

of the operational capability and effectiveness of a unit or a portion of it.
Operational Evaluation Readiness Reporting System is a uniform

system for reporting the current readiness of AFP units to carry out assigned
mission(s) or task(s). Focus is on near-term operational issues not long-term
requirements.
Program and Budget Performance Review A periodic review

activity that monitors the progress or accomplishment of the components of
performance evaluation.
Performance Measurement The selection and use of quantitative

measures of organizational readiness, processes, and outcomes to develop
information about critical aspects of activities, including their effect on the
organization and the public .
A-4 RESTRICTED
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Readiness The component of inspection that involves the evaluation

of the Operational Readiness; and Leadership, Morale and Discipline of a
unit.
REDCON 1 (R1) The state of a unit being fully prepared for and
capable of undertaking sustained military operations to accomplish a given
mission, able to perform its given mission without assignment of additional
personnel and equipment and/or training; such units are designated as
FULLY MISSION CAPABLE.
REDCON 2 (R2) The state of a unit being capable of initiating military

operations to accomplish a given mission despite shortages in personnel
and/or equipment; such units are designated as MISSION CAPABLE.
REDCON 3 (R3) The state of a unit being capable of accomplishing a

given mission, albeit for a very short period, despite shortages in personnel
and/or equipment; such units are designated as PARTIALLY MISSION
CAPABLE.
REDCON 4 (R4) The state of a unit being in shortage of both

personnel and equipment and that shall require an extended period of time to
attain REDCON (R1) status; refers to recently activated or organized units or
those retained in the force structure at cadre strength for the purpose of
extending training; such units are designated as NOT MISSION CAPABLE.
Special Inspection An inspection made by command or direction of

any authority into one or specific matter which comes within the jurisdiction of
the command or authority concerned.
Unit Readiness The specific degree of readiness to deliver the

output for which it is organized or designed. Deficiencies identified in unit
readiness highlight or draw attention to areas that require additional
readiness.
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Intentionally Blank
A-6 RESTRICTED
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ANNEX B
REFERENCES
Armed Forces of the Philippines Inspector General Service Manual (AFPM

II -2), April 1993.
Armed Forces of the Philippines Regulation G 111-133 dated 19 July

1995, Subject: Inspection Reports Inspection General Service.
Armed Forces of the Philippines Regulation G 161-284 dated 20

September 1993, Subject: Inspections.
Army Regulation 20-1, Inspector General Activities and Procedures,

Headquarters Department of the Army Washington, DC, 29 March
2002.
Army Regulation 1-201 04 April 2008.
Command Guidance of the Chief of Staff, AFP dated 07 March 2011.
Doran, George (1981). There's a S.M.A.R.T. way to write management's

goals and objectives. Management Review, Volume 70, Issue 11
(AMA FORUM), pp. 35-36.
GHQ, AFP Letter Directive dated 30 September 1999, Subject: Delineation

of Functions of the IGS, OESPA, PM & JAGS in the AFP.
Handbook for Internal Affairs, Defense Institute of International Legal

Studies S-2005.
Handbook on Fraud Investigation and Legal Evidence S-2004.
Lichiello, Patricia (1999). Guidebook for Performance Measurement,

University of Washington Health Policy Analysis Program.
PN AGI Process and Rating System Manual dated June 2009.
Porter, Michael (1985). Competitive Advantage: Creating and Sustaining

Superior Performance.
SOP Nr 30 dated 07 July 2009, Subject: Amendment to SOP Nr 6, This

HQS dated 30 April 1970 Subject: Conduct of Annual General
Inspection.
SOP Nr 1 dated 20 January 2007, Subject: Operational Readiness

Reporting System.
The Inspections Guide, United States Army Inspector General School,

Department of the Army Inspector General Agency, Training
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Division, 5500 21st Street, Suite 2305, Fort Belvoir, Virginia 22060-
5935, April 2008.
B-2 RESTRICTED
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ANNEX C
RECORD OF CHANGES
Identification of Change of Date By whom entered

Correction and Reg. No. (if Entered (Signature, rank, grade or
any) rate; name of command)
The AFP Manual 11-2, IG 2012 Project Team, OTIG, AFP
Manual, series 1993, was
revised and titled AFPM 1-15,
Inspector General Manual,
series 2012. Mainly, the new
manual introduced principles
and concepts that defined how
the IG operates as well as the
processes involved. Many of
the contents of the old manual
were adopted in the new
manual.
In Chapter 1, AFPM 1-15, the 2012 Project Team, OTIG, AFP
IG Levels of Responsibility was
introduced which defined the
different responsibilities of the
IG units in the strategic,
operational, and tactical levels.
In Chapter 2, AFPM 1-15, the 2012
organizational structure and Project Team, OTIG, AFP
the duties and responsibilities
of OTIG were defined more
clearly to be responsive to the
actual situation by which IG
operates.
In Chapter 3, AFPM 1-15, the 2012 Project Team, OTIG, AFP
functions of Research and
Training and the other
functions of IG were included.
In the previous manual AFPM
11-2, the functions focused
only on Inspection and
Investigation.
Chapter 4, AFPM 1-15, 2012 Project Team, OTIG, AFP
illustrates the principles and
processes of IG operations.
This chapter is totally new and
contains operational cycle, and
the IG processes.
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Intentionally Blank
C-2 RESTRICTED
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ANNEX D
RECOMMENDATION FOR CHANGES
____________________________
_________________________
______________________
(Originating Agency)
_________________
(Date)
Subject: Recommendation for Changes
To: Chairman, AFP Doctrines Board

General Headquarters, Armed Forces of the Philippines
The following recommendation is submitted for improvement of _____

_____________________________________________________________
(short title)
_______________________________ ____________________________
(long title) (page)
_______________________________ ____________________________
Article Para. No. Line Sentence
____________________________________
Figure No.
Comment:
Recommendation:
__________________
(Signature of CO)
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Intentionally Blank
D-2 RESTRICTED
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ANNEX E
DELINEATION OF FUNCTIONS OF INVESTIGATING OFFICES
1. Provost Marshal (PM). The Provost Marshal shall oversee the

maintenance of order and discipline in military installations and the
enforcement of laws, regulations and safety programs in the AFP. He shall
effect the arrest and investigation of offenders/violators of AFP rules and
regulations for appropriate disposition; and issues alarm for the apprehension
of personnel declared absentees as well as alert and hold orders; maintains
and operates complaint-processing offices and detention facilities;
investigates complaints involving administrative offenses against person and
property, especially human rights violations, vehicular accidents, traffic
violations, disturbance of peace and public order, individual violations of laws
and regulations, and complaints against personnel for misbehavior/
misconduct and assists judicial authorities in the enforcement of warrants of
arrest, subpoena, and other court processes. The Provost Marshal shall also
maintain, manage and operate the centralized Discipline, Law and Order
(DLO) clearance system.
2. Inspector General Service (IGS). The Inspector General Service shall

conduct inquiries and make corresponding reports on matters pertaining to
performance of mission, state of discipline, efficiency and economy of
command, installations and Operational Readiness, Security Inspection, Test
and Evaluation System (ORSITES) in various services, commands/units of
the AFP. He shall also conduct researches, surveys and studies and assists
in the formulation of plans, policies and programs to make the AFP
responsive to changing situations and improve the management of AFP
resources. Its investigation functions shall include cases unearthed in the
course of inspection and those specifically directed by the Chief of Staff, AFP
involving irregularities in any transaction, gross violation of policies, directives,
procedures, breach of discipline, inefficiency/incompetence, mismanagement
of resources and tarnishing the good name, prestige and integrity of the AFP.
3. Office of Ethical Standards and Public Accountability (OESPA). The

Office of Ethical Standards and Public Accountability shall ensure the
implementation of the AFP Code of Ethics especially its integration,
internalization and institutionalization. Pursues a continuous organizational
development process to suit AFPs ultimate vision to eradicate graft and
corruption in the military establishment. Conducts continuous education and
information dissemination program towards the professionalization of the
AFP. Collects, compiles and analyzes all sworn Statements of Assets and
Liabilities (SAL) of military personnel and civilian employees of the AFP.
Receives complaints/reports and conducts overt/covert investigation on
violations by military and civilian personnel of the RA 6713 (Code of Conduct
& Ethical Standards for Public Officials and Employees), RA 3019 (The Anti-
Graft and Corrupt Practices Act), RA 1379 (Law on Forfeiture of Unlawfully
Acquired Property), crimes committed by Public Officers as defined in the
Revised Penal Code and AW 95 (Fraud Against the Government with regards
to Active Military Personnel).
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4. Judge Advocate General Service (JAGS). The Judge Advocate General

Service shall conduct pre-trial investigation on complaints recommended by
AFP investigating agencies; file criminal and/or administrative cases against
active military/civilian personnel before the civil court or any quasi-judicial
agencies, General Court Martial or Efficiency and Separation Board, if
evidence warrants; file cases against retired AFP personnel who incur
property/money accountability and who committed fraud against the
government while in the active service; and provide, upon request, legal
advice or opinion to AFP investigation bodies to ensure that they work within
the framework of legal processes and procedures.
5. Internal Audit. The Office of the Internal Audit shall recommend and
advise AFP unit/office on internal auditing functions in order to achieve an
efficient fiscal administration in the accomplishment of the AFPs mission;
conduct terminal and special audits; conduct fund and property audit on
accounts of accountable officers; update internal audit policies and
recommend necessary corrective measures; monitor and consolidate unit
compliance on findings and observations embodied in the COA audit reports
on GHQ & Major Services and IAS, DND reports for submission to higher
authorities.
6. Human Rights Office (HRO). The Human Rights Office shall plan,
implement, and supervise programs, measures, and mechanisms to uphold,
protect, and promote respect for Human Rights (HR) or adherence to
International Humanitarian Law (IHL) and other International HR instruments;
receive formal complaints on alleged violations of HR and IHL and cause
investigation; monitor/assess incidents of alleged violations as reported in
open sources and conduct immediate inquiry for further actions; monitor
violations of HR and the IHL by threat groups and cause the immediate filing
of cases/complaints and assists the victims/families.
E-2 RESTRICTED
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MATRIX OF DELINEATIONS
(Ref: AGPCR2 44-29 dated 30 September 1999; Staff Memoranda of OTIA and HRO)
Inspector Office of the Office of Ethical Judge Advocate Office of the Internal Human Rights Office
General Service Provost Marshal Standards and General Service Audit
General Public
Accountability
Conducts Maintains order Ensures the Files criminal and/or Recommends and Upholds and promotes
inquiries, and discipline in implementation of administrative cases advises AFP unit/office respect for HR and
researches, military the AFP Code of against active on internal auditing adherence to IHL
surveys, and Arrests and Ethics military/civilian function Receives formal
studies and investigates AFP Pursues AFPs personnel Conducts terminal and complaints on alleged
makes rules and vision to eradicate Files cases against special audits violations of HR and
corresponding regulations graft and corruption retired AFP personnel Conducts fund and IHL and causes
reports offenders Conducts continuous who committed fraud property audit on investigation
Assists in the Maintains and education and and abuse while in accounts of Monitors/assesses
formulation of operates complaint information active service accountable officers incidents of alleged
plans, policies processing offices dissemination Provides legal advice Updates internal audit violations as reported
and programs and detention towards to AFP investigating policies and in open sources and
Investigates facilities professionalization offices upon request recommends conducts immediate
irregularities in Investigates of the AFP necessary corrective inquiry for further
transactions and administrative Collects, compiles measures actions
violation of offenses in the and analyzes all Monitors and Monitors violations of
policies AFP sworn SAL of consolidates unit HR and the IHL by
committed by Assists judicial military personnel compliances on threat groups and
units and reports authorities in the and CE findings and cause the immediate
to the CSAFP enforcement of observations filing of cases/
court processes embodied in the COA complaints and assists
Maintains, audit reports on GHQ the victims/families
manages and & Major Services and
operates the IAS, DND reports for
centralized DLO submission to higher
clearance system authorities
E-3 RESTRICTED
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Intentionally Blank
E-4 RESTRICTED
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ANNEX F
FLOWCHART ON THE IGS CONDUCT OF EVALUATION PRIOR
INVESTIGATION
OP COMPLAINANT
DND
RESPONDENT IDENTIFIED ANONYMOUS

OCSAFP
AGI INSPECTION
INDIVIDUAL UNIT
INDIVIDUAL YES
C, INVES RECOM
REFERRAL TO OTHER NO ANALYSIS OF
INVESTIGATIVE OFC NO
ALLEGATION
TIG, AFP CONCUR NO YES DISMISS OUTRIGHT
NO
INFORM DIRECTING INFORM DIRECTING

AUTORITY AUTORITY
YES
FILE FOR FUTURE FILE FOR FUTURE

REFERENCE C, INVES INITIATES REFERENCE
FORMAL INVES
RESTRICTED F-1
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Intentionally Blank
F-2 RESTRICTED
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ANNEX G
FLOWCHART ON THE IGS CONDUCT OF INVESTIGATION
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Intentionally Blank
G-2 RESTRICTED
RESTRICTED
ANNEX H
IG REPORT OF INVESTIGATION
IO DRAFT IR WITH RECOMMEND FINALIZE IR FOR

INCLOSURE & APPROVAL TO C, INVES SUMBISSION TO TIG, AFP
EXHIBITS
MAKE SDF FROM IR IR RETURN TO APPROVAL OF TIG,

FOR APPROVAL OF INVES DIV AFP ON THE IR
CSAFP
INVES DIRECTED BY OP/DND

MUST BE ACCOMPANIED BY
A LETTER TO BE SIGNED BY
CSAFP/TAG
TIG, AFP SIGN & APPROVE SDF &

IR FORWARD TO CSAFP WITH
INCLOSURE & ATTACHMENTS
REINVESTIGATE
NO
REFERRAL TO OTHER
INVESTIGATIVE
OFFICE
YES
FURNISH COPY OF APPROVED

SDF TO CONCERN OFFICES FOR
APPRO ACTION
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Intentionally Blank
H-2 RESTRICTED

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ARMED FORCES OF THE PHILIPPINES

TO: All Concerned

1. The Inspector General Service (IGS) performs an important role

2. Given these functions, it is imperative for the IG to adhere to the

3. The AFP Inspector General Manual (AFPM 1-15) is hereby

The Armed Forces of the Philippines Inspector General Manual (AFPM

AFPM 1-15 standardizes and formalizes the Inspector General Service,

Recommendations for the improvement of this doctrine are highly

The revised AFP Inspector General Manual (AFPM 1-15) addresses

This manual presents basic information on the Inspector General, AFP,

This publication shall provide critical direction and guidance to all

Chapter 1 Introduction introduces the Inspector General Service,

Chapter 2 Organization discusses the organizational structure, duties

Chapter 3 Functions discusses the scope and essentials of the IG

Chapter 4 IG Processes and Operations presents the IG process

Section Title Page

1-1 Historical Background 1-1

2-1 Organizational Structure 2-1

3-1 General Function 3-1

CHAPTER 4 IG PROCESS AND OPERATIONS

4-1 IG Process 4-1

A Glossary of Terms A-1

Section 1-1 Historical Background

2. Thus, the Inspector General Service was established and COLONEL

3. The Inspector General Service has since evolved as a profession within

Section 1-2 Inspector General Service Principles

1. Credibility. The IGS is committed to the highest standards of

2. Objectivity and Impartiality. Objectivity and impartiality are vital to the

3. Relevance. An agent for positive change, the IG provides valuable and

a. Promote integrity, efficiency, effectiveness, and economy;

4. Professional Competence. The IG maintains high standards of

professional competence, both in the technical and ethical sense, to provide

5. Authority and Confidentiality. The IG shall have full, free and

Section 1-3 Inspector General Service System

1. The IGS is the body comprising the organization, personnel, training,

Figure 1.1 The IG System

4. Relationships of Inspectors General (IGs)

a. The IG of every unit operates within an environment consisting of the

b. The Inspector General (TIG), AFP is a Personal Staff of the CSAFP. In

c. An IG enjoys the total confidence and trust of commanders. To serve

d. An IG also acts as the confidante of the commander, someone a

e. The relationship of the command/unit IG and the military personnel and

5. IGS Levels of Responsibility

a. As part of the IG system, all IGs serve as key assessment advisors so

c. The various levels of command within the AFP require different

Figure 1.2 Levels of Command

2) Operational Level. The operational level deals with the planning

3) Tactical Level. The tactical level encompasses the planning and

Table 1.1 Levels of Responsibility of the Inspector General Service, AFP

OPERATIONAL Units to be Units to be Units to be Units to be

General General General General

TACTICAL Units to be Units to be Units to be Units to be

General General General General

Section 1-4 The IGS Insignia

Figure 1.3 IGS Insignia

1) The bolo represents the Filipino virtues of industry and labor. It is a

c. Wreath of Sampaguita Leaves

2) The Filipino inscriptions Pagsisiyasat (Inspection), Katarungan

2. The Wearing of the IGS Insignia

a. Purpose of the Insignia. Existing AFP regulations require all IGS

b. The Manner of Wearing the IGS Insignia. In reference to the existing

3. Identification and the Wearing of Distinctive Inspector Uniform. IGS