Command and Staff

COMMAND and STAFF FUNCTIONS and PROCEDURES
LEARNING OBJECTIVES:
Command and Staff Procedures Briefing Techniques Unit Administration Training Management
Useful definitions
COMMAND To control, be in authority over, dominate, restrain, Command - To deserve and win. To have at ones disposal. COMMAND an order, A drill order, (Stand at ease.) COMMAND - Troops or ships under ones authority, Command = mastery of a language.
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USEFUL DEFINITIONS
IN COMPUTERS command is a signal that sets a process in motion. Command= Be in a position to command.
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Useful Definitions COMMANDER = A leader, someone in command, COMMANDER = A naval officer below a captain and above a lieutenant commander
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STAFF= A stick, a pole used as support for walking or climbing or as a weapon.

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USEFUL DEFINITIONS
STAFF = A body of officers

subordinate to the commanding officer and responsible to him for the administration and planning of his command.
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USEFUL DEFINITIONS
COMMAND = The authority
that a commander lawfully exercise over subordinates by virtue of rank and designation.
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USEFUL DEFINITIONS
COMMAND GROUP = consist of

the Chief, Philippine National Police (C,PNP), The Deputy Chief for Administration (TDCA), The Deputy Chief For Operations (TDCO) and The Chief Directorial Staff (TDCS).
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USEFUL DEFINITIONS DIRECTORIAL STAFF = Consist of

major functional divisions of National Headquarters, Philippine National Police, (NHQ-PNP). The heads of which shall have the rank of Police Director and position title of Director.
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USEFUL DEFINITIONS
NATIONAL SUPPORT UNITS = include all administrative and operational support units which are created under R. A. No. 6975 and NAPOLCOM issuances.
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USEFUL DEFINITIONS
AUTHORITY = is the power

inherent in a specified position or function that allows an incumbent to perform assigned duties and assume delegated responsibilities.
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USEFUL DEFINITIONS Authority AUTHORITY involves the right to command and invoke compliance by subordinates on the basis of formal position and control over rewards and sanctions.
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USEFUL DEFINITIONS
CHAIN OF COMMAND = Is the hierarchical relationships of positions through which the primary functions of the organization are performed.
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USEFUL DEFINITIONS Chain of Command

It is a line or chain of the superior from top to the bottom; It is the route taken for all communications which may either start from or go to the top authority in the chain.
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USEFUL DEFINITIONS
DELEGATION OF AUTHORITY = is the action by which the Chief, PNP assigns part of his authority to the TDCA, TDCO, TCDS, D-STAFF, RDs, and NSU Directors.
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USEFUL DEFINITIONS RESPONSIBILITY = is the obligation to carry out an assigned task to a successful conclusion and goes with it the authority to direct and take the necessary actions to ensure success.
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USEFUL DEFINITIONS LINE AUTHORITY = is that relationship in which a superior exercises direct control and supervision over a subordinate in the chain of command.
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Useful Definitions FUNCTIONAL AUTHORITY = is the power delegated by the Chief, PNP to Directorial Staff to control specified processes, practices and other matters of the NSUs as they relate to specific staff responsibilities.
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USEFUL DEFINITIONS
DIRECTING FUNCTIONAL AUTHORITY
= the power of the members of the
Directorial Staff to draw up and transmit orders and instructions to the Directors of the Police Regional Offices and National Support Units on matters falling under their respective areas of expertise, within the framework of existing policies and command. guidance.
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Useful definitions
SUPERVISORY AUTHORITY = is the
delegated authority which is neither line nor staff which enables the delegate to oversee some specified responsibilities.
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CONTROL
CONTROL = is the power to
regulate the actions of a subordinate to ensure that the objectives and policies of the organization are carried out.
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CONTROL It includes the authority to modify, amend or rescind decisions of subordinates.

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Useful Definitions
SUPERVISION - the power to

direct and oversee the actions of a subordinate towards the accomplishment of the objectives of the organization.
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Section1. Command and Staff Function
1.1 Command and Control The commander who continues to exercise effective
command and control
will enjoy a decisive edge over his opponent.

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Command and control

To achieve the decisive edge to win his battles- commanders must be able to utilize concepts as initiative, depth, agility, synchronization, areas of influence and interest and apply them to their commands.
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1.1 Command and Control
Command includes the authority and responsibility for effectively using available resources.
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Command and Control

It also includes planning the employment of, organizing,
directing, coordinating and controlling, the elements to
accomplish assigned missions.

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1.1 Command and Control

Command also includes the responsibility for health, welfare, morale, training and discipline of personnel.
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1.1 Command and Control Command and Control is the process through which the activities of police organizations are directed, coordinated, and controlled to accomplish the mission, objectives and goals of the organization.
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1.2 Command and Control System

The extent and the variety of tasks confronting a commander require: 1. The cooperative endeavors of many people 2. Integration of many complex equipment systems, and 3. Sensible division of work.
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The commander is not only responsible for command and control of organic, assigned, or attached forces but he is also responsible for integrating into his operations support provided by other elements of other services.
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1.2 Command and Control System Command and Control organization The organization of headquarters for operations. This is how the commander has organized his staff to accomplish the mission.
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Command and Control Process- The decision making process and procedures used by headquarters. It includes procedures and techniques used to: A. find out what is going on; B. decide what action to take; C. issue instructions, and D. supervise execution.
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The procedures and techniques include: A. records, B. reporting systems, and C. briefing which support the decision-making process.
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1.2 Command and Control Systems Command and Control facilities- include command post and supporting automation and communications systems.
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1.2 Command and Control Systems

The efficiency of command and control system is measured by: A. the extent to which the commanders intention are carried out and B. the ability to cope quickly and effectively with changes in the situation. Command and control system evolves continuously.
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1.3 The Commander and Staff
COMMAND RESPONSIBILITY = The

commander alone is responsible for all that his unit does or fails to do.
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COMMAND RESPONSIBILITY
He cannot delegate this responsibility. The final decision, as well as the final responsibility, remains with the commander.
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1.3 Commander and Staff

The successful commander will delegate authority and foster an organizational climate of mutual trust, cooperation, and teamwork. He will also promote an understanding of procedures and a common basis for action at all levels of his command.
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1. 3 The Commander and Staff
The commander discharges his responsibilities through an established organization of command delegationscalled a chain of command.
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Chain of Command
Through this chain, the commander holds each subordinate commander responsible for all that the subordinate unit does or fails to do.
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What is the function of the Chain of Command?

1. It improves understanding within an organization and 2. It tells us who reports to whom within an organization. 3. It prescribes relationships and 4. It facilitates communications.
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Organizational Chart
A properly drawn organizational chart can show, in simple and straightforward manner, the organizational arrangement of different functions by title as well as by reporting relationships.
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Police departments are organized along military lines because of: A. The nature of work they perform, B. The conditions under which they operate, and C. The manner in which they are expected to perform their duties.
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Organizational Chart:
Characteristics of Police Organizations
They adhere very closely to: A rigid chain of command, Specific assignment of duties and responsibilities, and Emphasis on accountability commensurate with authority.
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STANDARD OPERATING PROCEDURES

Although individual discretion is inherent in the nature of police function: Standard Operating Procedures are used to prescribe how routine as well as how extraordinary situations are to be handled.
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ORGANIZING
It is the process of grouping together people, things, function, activities, or processes according to some logical or systematic plan or procedure so that work is carried out in the most effective and efficient manner.
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ORGANIZING
In other words, the process of organizing helps to ensure that work is carried out in the most effective manner by achieving maximum benefits out of available resources.
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ORGANIZATION The best organization in any police department is the one that works best for the particular agency.
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SIMPLE ORGANIZATIONAL PLAN
An organization plan should be simple enough to be clearly understood by all concerned, yet detailed enough to provide clear lines of authority and responsibility.
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SIMPLE ORGANIZATIONAL PLAN

Overly complex structures thwart the free flow of communication, confuse organizational relationships, hamper unity of operation, and impede the proper coordination of operations.
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ORGANIZATIONAL CHART
One of the simplest and most effective ways to delineate duties and responsibilities is to prepare an organizational chart that clearly depicts organizational relationships and lines of authority.
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1. An organizational chart is a plan of a system. 2. It shows how all subsystems are expected to relate formally within an organization, and 3. It assigns each subsystem a specific task to perform.
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4. It improves understanding within an organization and who reports to whom within an organization. 5. It prescribes relationships and thereby facilitates communications.
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A properly drawn organizational chart can show, in simple and straightforward manner, the organizational arrangement of different functions by title as well as reporting relationships.
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On a smaller scale, the organizational chart might simply show the arrangement of specific persons within the organization according to shift or job assignments.
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The larger an organization grows, the more complex its organizational structure becomes. There is no way to avoid this, unfortunately.
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In order to make the organization as uncomplicated as possible, as well as to promote internal coordination of operations; Tasks should be grouped according to their similarity of: a. function, b. purpose or c. method.
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This helps to provide logic and consistency in the conduct of operations and guards against overlapping or conflicting command responsibilities.
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Grouping of tasks also helps to ensure that persons assigned to specific tasks will be familiar with the manner in which they are to be performed.
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Organizing by Function
A basic principle of organization groups similar tasks, job assignments, and functions together and places them under a single supervisor or command officer.
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Organizing by function helps to promote efficiency and eliminate duplication of effort.
It also promotes logic and clarity in the organizational structure.
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In the police organization, tasks are normally grouped according to their function, process, method, or clientele. They may also be organized according to geographic area (police districts or precincts) and by time of day (patrol shifts)
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Organization by Area
COP
District 1
District 2
District 3
Can also be organized by Precincts

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Organization by Time of Day

Assignment
By Shifts
COP
2nd Shift 3rd Shift
1st Shift
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In the police organization, responsibility for carrying out the basic police functions is normally assigned to a single organizational element usually called the patrol bureau, field operations division, or similar designations.
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Organization of Structure by PCP

CHIEF OF POLICE
c CCCccopoco ppCCCCOPC C
PCPs
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Organization by as few as 20 to about 100 personnel
Chief of Police Planning, Training, iNSPECTION

UNIFORMED CRIMINAL INVESTIGATION SERVICE DIVISION
Patrol
Shift 1
Shift 2
Shift 3
Organization by function
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Located within the same organizational element may be other support units or specialized functions such as traffic bureau, parking enforcement unit, tactical operation team and so on.
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These specialized or support units will normally be under the command of the same person who commands the patrol force simply because this helps to ensure coordination of effort and communication among those units having a like or similar mission.
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Line and Staff Functions

It is important to observe the basic distinction that exist between line and staff functions.
Line functions those designed

to meet the basic police mission, such as patrol, traffic and criminal investigation.
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Staff Functions
Staff functions are those that exist to support the line functions, either directly or indirectly. Ex: Logistics, Finance, Crime Research and Statistics, etc.
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Chain of Command Information must be transmitted

through the organizational structure in a significant manner in order to ensure that all concerned personnel will be properly informed.
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Chain of Command
The chain of command permits each person in the hierarchy of authority to take appropriate action at the proper level before passing the matter upward or downward in the line of command.
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Chain of Command
Violations of the chain of command create a. internal disharmony; b. they create confusion in the minds of subordinate as to whom they are responsible. Frequent violations will also undermine the authority of responsible supervisors.
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Principle of the Chain of Command

The principle of chain of command helps the supervisor to establish and maintain necessary control over the actions of subordinates. All orders and directives from higher authority should be communicated through the supervisor to his or her subordinates.
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This helps to keep the supervisor in the information stream and also helps to reinforce the role of the supervisor as decision-maker.
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To be fully effective, the chain of command must be observed by all members of the department including command and management personnel.
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Unfortunately, they are the ones most likely to violate the chain of command, although they usually do not do so willfully or maliciously. Often they simply forget why the chain of command is important and how their actions can affect the welfare of the organization.
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The chain of command is especially important in a police organization because accountability is critical.
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The principle of chain of command holds that each successive person in the chain of command, from the first level supervisor to the chief of police, must be allowed the opportunity to deal with those incidents for which he or she is responsible.
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A person can not be held accountable if the chain of command is violated by allowing persons either below or above that person to handle the situation. A good example of how adversely this kind of violation will affect the functioning of the organization is as follows:
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Example of violation of the Chain of Command

Inspector Juan Marcelo is the shift commander of the day shift. He has been given orders by the patrol commander to use directed patrol strategies to deter a growing incidence of purse and cell phone snatching near and around the bus stop at Mabini and Bonifacio Streets.
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Violation of chain of command

Inspector Marcelo directs two officers to conduct high visibility patrol in the area between 12 pm to 2 pm, when most of the incidents where to have occurred. After three days, the number of incidents has been reduced by onethird, and three arrests have resulted in over a dozen cases being cleared.
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Example: violation of the Chain of Command

Inspector Marcelo decides to leave the two person unit in the area for another week. However, without the Inspectors knowledge or consent, the patrol commander directs that they be reassigned to traffic enforcement duties in another sector.
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Violation of the chain of command

Inspector Marcelo learns of this decision after returning to work from his two days off. A week later, the purse snatching return to the same level as before the directed patrol efforts were initiated.
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Example of the violation of the Chain of Command
It was a violation of the chain of command by countermanding the orders of the responsible supervisor who had been given the responsibility to handle a particular situation.
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Example of the violation of the Chain of Command In this situation, the shift commander can no longer be held accountable for the purse snatching problems at Mabini and Bonifacio Street because the patrol commander has decided that traffic enforcement elsewhere is a higher priority.
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Example of the violation of the Chain of Command
Not only does this kind of actions undermine the individual accountability, it also undermines the authority of the shift commander.
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If this kind of action were to continue, it would be easy for Inspector Marcelo to simply defer all ideas and responsibility to the patrol commander and to remove himself from the decision making process. It is through unthinking actions such as these that police organizations often self-destruct.
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Span of Control
The ability of one person to supervise the affairs of subordinates is limited by such factors as: 1. the level of difficulty of the work, 2. whether supervision is direct and continual 3. or irregular and indirect, and 4. the degree of judgment and initiative exercised by the employee.
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Span of Control
A span of control that is too wide tends to weaken the control exercised by the supervisor. Conversely, a narrow span of control does not provide for optimum use of available personnel.
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Span of Control The principle of span of control is based on the assumption that there is a limit to the number of individual that one person can effectively supervise.
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Span of Control
The optimum span of control in any organization depends upon a number of things, including: a) the type and complexity of work being performed;
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b) the job skills, and training, and experience of those performing the work; c) the degree of specialization involved in the work being performed; and d) the knowledge, skill, and experiences of the supervisor.
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Span of Control
The span of control in any organization should never be too broad nor too narrow. A broad span of control is undesirable because it inhibits the ability of the supervisor to 1. effectively direct, 2. monitor, and
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Span of Control
A span of control that is too narrow, on the other hand, does not provide for the most efficient use of available resources.
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Span of Control
Generally speaking, a span of control greater than eight (8) would probably be considered excessive in a patrol force. Given the: 1.duties performed by patrol officers, 2. the volume and nature of calls for service, 3. as well as the other duties being performed by the supervisor, it is highly unlikely that a single supervisor could effectively supervise more than eight patrol officers.
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SPAN OF CONTROL
First Level of Supervision
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First and Second Level of Supervision

Second level of Supervision First Level of supervision
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Principle of Unity of Command

In any situation, there must be only one person in command. In putting it quite simply, there can be but one captain if the ship is to remain on its course. Each person should be responsible to only one person in the organization.
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Each person in the organization should know clearly to whom he or she is responsible. Department policies should specify who is in command in any given situation.
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It is based on the belief that an individual should be responsible to one and only one person at any given time and in any given situation.
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Principle of Unity of Command It recognizes that a person cannot function effectively if he or she is expected to receive and follow orders from more than one person at a time.
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Principle of unity of Command

To do otherwise opens up the opportunity for: internal conflict, confusion, lack of cohesion and lack of coordination of effort.
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Principle of unity of Command

It is important in the police organization that lines of authority and responsibility be clearly delineated so that everyone knows to whom they are responsible at all times.
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Instances when principle of unity of command may be modified

When members of two or more operating units (Ex. Patrol and Traffic) operate together in a tactical situation under the command of a single supervisor. Under such circumstances, patrol officers may be placed under the command of a supervisor of another organizational unit for the purpose of the situation at hand. Once the situation has been resolved and individual operating units return to their normal duties, the principle of unit of command would once more apply.
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Purposes of Principle of Unity of Command

1. Eliminate the possibility of conflicting and contradictory orders that would interfere with the smooth and effective functioning of the unit. 2. A secondary purpose is to ensure that supervisors and command officers do not overstep their authority by attempting to issue orders to persons who do not report to them. 3. This also helps to eliminate any doubt in the mind of the patrol officer as to who is in charge in any situation and whose orders are to be followed.
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Functional and Administrative Supervision
Functional Supervision is
exercised by the person who is formally assigned to supervise or command a unit according to the organizational chart or established directive.
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Administrative Supervision
Administrative Supervision -- is exercised
by the person who is in charge of a particular function at a particular time and place. Ex. In a small police station, the senior dispatcher may be responsible for supervising the dispatching function and all subordinate dispatchers are responsible to the senior dispatcher.
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Administrative Supervision
However, at any time of the day that the senior dispatcher is not on duty, the duty dispatcher reports to and is under the supervision of the shift supervisor, who is not in the dispatcher chain of command.
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The Informal Organization

The formal structure of the organization is that which is presented in the organizational chart. The chart represents how the organization functions in a formal sense by delineating lines of authority, responsibility and communication flow. The chart does not, however, show how things work informally within the organization.
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The informal organization is just as important as the formal organization, since it reflects the
department as it actually exists.

In a sense the informal organization represents the human side of the organization. At times, there may be a big difference between how the organization is supposed to function according to the organization chart and how it actually operates according to the informal organization.
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The informal organization plays a very vital role in the functioning of the organization, and its existence should not be seen as an adverse consequence or as a failure of management. Informal organization operates in any formal organization and can, if treated properly, contribute to effective management.
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Communication is expected to be coursed through the formal lines of authority and formal system of communication. But the informal organization can pass the information efficiently than they are through the formal system of communication.
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Delegation of Authority
The effective manager is one who recognizes his or her own limitations and who can rely upon subordinates to get the job done. Failure to delegate is harmful to the organization and to the members of the organization.
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DELEGATION OF AUTHORITY
Failure to delegate creates a bottleneck at the top of the organization because decisions cannot be made in a timely manner in the absence of the manager. When only the manager can make decisions, no one else has much anything to do.
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Managers who fail to delegate usually lack confidence in their own abilities and are therefore afraid to allow subordinates to have any more power or authority than is absolutely necessary for them to do their job.
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Managers who lack self confidence in themselves are reluctant to allow any one person or group of persons to know more than they know or be able to do anything that they cannot do themselves.
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They fear that given the right opportunity, someone may try to take their jobs away from them. Confident and competent managers, on the other hand, seize the opportunity to delegate as a means of preparing their subordinates to rise in the organization and to accept increasingly responsible positions.
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Decision Making
Police administrators make decisions of all kinds and of varying degrees of importance every day. The successful manager is usually the one who makes the best decisions. That is, the outcomes turn out to be favorable to the organization.
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Decision Making A poor decision, particularly one that has significant consequences, will tend to make the management appear ineffective.
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A good decision makes the manager look good. In many cases, however, the decision is little more than a calculated gamble. The manager makes the decision based upon what he or she thinks or hopes will happen.
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Decision Making
Whether a decision is good or bad depends upon what happens as a result of the decision. When the desired outcome is produced by the decision, then the decision is viewed as a good one. When negative consequences result, the decision, is seen as a poor one. Often, however, the final outcome may be beyond the control of the manager and the decision, when, viewed from the context within which it was made, was probably a reasonably good one.
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Decision Making
The key to good decision making is the ability to objectively and rationally evaluate alternative courses of action and to anticipate the outcome that will be produced by a particular action. Too often, managers make decisions on the basis of emotion and personal bias rather than on an objective evaluation of the facts. They act hastily and react to pressures of the moment rather than think the situation on through logically.
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Internal Controls
Internal control mechanisms are necessary to ensure that the police organization operates in accordance with established operating policies and procedures. Proper training and effective supervision are two of the fundamental ways to ensure that proper operating procedures are being observed.
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Internal Controls
However, violations and lapses will still occur from time to time. These often do not create a problem and are easily corrected when they are observed.
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Internal Controls
Many police agencies make it possible to assign patrol officers to specific geographical areas of responsibility. In most cases, officers are allowed to leave the area only to back up a car in an adjacent area. Or to handle an assigned car or for another authorized purpose. They are not allowed to routinely wander from their assigned area whenever the mood strikes them.
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Internal Controls
Although beat discipline may not be enforced rigidly in all cases, laxity on the part of a supervisor to reinforce the beat-assignment policy can result in a total breakdown of that policy. Over time this can have serious effects, such as when an officer is found to be some distance from the assigned beat and unable to handle an emergency call. Internal controls are in place to make sure that this kind of deviation from established policy does not go unchecked.
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Planning
The effective police manager must be a good planner and must be able to instill proper planning techniques in the police organization. Too much depends upon police performance to allow police activities to be conducted in a haphazard, unsystematic manner.
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Planning
Planning can be viewed as the process of looking ahead to determine what actions need to be taken for the organization to accomplish its specified goals. This definition assumes that the organization itself has identified goals. Without goals, the planning process lacks meaning and substance.
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Planning
Plans consist of a series of decisions. Each time a decision is made, others are presented. For patrol purposes, planning may consist of determining how to attack a specific crime problem, which in turn may lead to decisions about resources.
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PLANNING
How many? What kind? How should they be deployed? These are the kinds of decisions that are made by the patrol manager on a regular basis, even though they may not be recognized as being part of the planning process.
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Planning
Planning should be the cornerstone of the decision making process. 1. For every problem encountered, 2. for every new programs to be implemented, 3. for every policy or procedure to be developed, the police administrator may be faced with several alternative course of action. Planning is the means by which the best course of action can be chosen.
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Planning
Planning should not be the sole responsibility of a single person or unit within a police agency, but should be viewed as a basic responsibility of all management and supervisory personnel.
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Elements in Planning
Planning usually consist of several distinct elements as follows: 1. Problem Identification. Planning usually begins with the identification of a specific problem to be solved, such as the need to provide expanded police protection during a large demonstration or similar gathering. The exact nature and scope of the problem must be clearly understood.
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2. Determining Objectives The agency must have the objectives of the planning process in mind when analyzing the problem. In the example cited previously, the objectives would probably include:
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(a) ensuring maximum public protection and safety, (b) providing for the speedy and safe passage of vehicular and pedestrian traffic through or around the demonstration area, (c) guarding against outbreaks of violence or lawlessness.
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Determine objectives
Once the objectives of the planning process have been identified, planning may proceed in an orderly fashion.
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3. Establish the Facts

3. Establish the Facts- The third step in the
planning process entails the gathering of all relevant information concerning the problem under consideration. Information concerning: who, what, when, where, and how must be obtained.
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Establishing the Facts

Using the same example previously cited, information may be needed concerning a) the number of persons expected to attend the demonstration, b) the nature of the groups involved and their purpose for demonstrating, c) intelligence information about previous demonstrations involving the same groups.
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4. Determine Alternative Courses of Actions

Most good plans involve more than one course of action. Although a primary course may be chosen, it is important to provide suitable alternatives in the event that the primary course proves unworkable.
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Implementing the Plan

5. Implementation of the plan should
involve representatives of all groups or units likely to be affected by the plan. Coordination of activities is essential.
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Implementing the Plan

Involved units or groups must be provided with advance information concerning what is to be done, scheduling of activities, and expected results. Ample opportunity should be provided for reaction to the plan by affected participants, and amendments to the plan, if necessary.
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6. Evaluating Results
Very few things go exactly as planned. Minor and sometimes major changes in the plan may be necessary as the plan unfolds. For this reason, it is important that the plan and its results be carefully evaluated on an ongoing basis.
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6. Evaluating Results
Specific provisions should be made to obtain feedback from plan participants during and after the planned action in order to improve operations in the future. Evaluation may be a highly formalized process, or a rather simple one, but it is important that feedback concerning the suitability of the planning process and its outcome be obtained.
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1.3 Commander and Staff All orders from a higher commander to a subordinate unit are issued by the commander of the highest unit to the commander of the next subordinate unit.
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When a superior in the chain of command assigns a subordinate a mission, he also delegates the necessary authority for the subordinate to accomplish the mission.
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Command responsibility works in 2 directions: While the commander is responsible to his superiors for mission accomplishment, he also has a responsibility to his subordinates.
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Command Responsibility
Having delegated authority to his subordinates, the commander must provide them with: the necessary guidance, resources, (including time), and support needed to accomplish their mission.
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Command Responsibility
However, the superior
retains overall responsibility for the accomplishment of the mission.

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1.4 Command Relationships

Command responsibility and authority are established through the following standard relationships:
Organic. A unit that forms an essential part

of the command and is listed in its table of organization and equipment or table of distribution and allowances.
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1.4. Command Relationships

Assigned. A unit that is placed in an
organization on a permanent basis and is controlled and administered by the organization to which it is assigned for its primary functions or the greater portion of its functions.
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1. 4 Command Relationships
Attached. A unit that is placed in an
organization on a temporary basis. Although subject to limitations specified in the attachment order, the commander to which the units is attached exercises the same degree of command and control, as well as responsibility for the attached unit as he does over units organic to his command.
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1.5 Support Relationships

Support relationships are established to define specific relationships and responsibilities between supporting and supported units.
Command responsibility for logistics support, and the authority to reorganize or reassign component elements of a supporting force remains with the higher headquarters or parent unit unless otherwise specified.
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1.6 Deputy Commanders

Each commander establishes definite procedures for using deputy commanders. He prescribe their roles, their duties, and their relationships with the chief of staff, the staff and commanders of subordinate units. The commander informs them of his plans, intentions, goals and problems, and the chief of staff provides them information on the status of staff actions.
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Deputy Commanders
Deputy commanders are members of the command group. They assume command functions as directed by the commander or in his absence. They normally function within specific area of interest and responsibility as directed by the commander.
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POLICIES RELATIVE TO DEPUTY COMMANDERS

In the PNP, the Deputy Chief for Administration (TDCA)shall have supervisory authority over the following members of the Directorial Staff: The Director for Personnel and Records Management (TDPRM)
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POLICIES RE-DEPUTY COMMANDERS
The Director for Human Resource and Doctrine Development (TDHRDD) The Director for Logistics (TDL)
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PNP Deputy Chief for Administration exercises supervisory authority over

The Director Research and Development (TDRD) The Director for Comptrollership(TDC) The Director for Information and Technology Management (TDITM)
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POLICIES RE- TDCO

The Deputy Chief for Operations (TDCO), through the Chief Directorial Staff (TDCS) shall have supervisory authority over the following members of the Directorial Staff: The Director for Intelligence (TDI) The Director for Operations (TDO);
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POLICIES RE - TDCO The Director for Plans (TDPL) The Director for PoliceCommunity Relations (TDPCR); The Director for Investigation and Detective Management (TDIDM)
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Deputy Commanders
When they have specific responsibilities, they receive assistance from the staff as prescribed by the commander. Deputy commanders may give orders to the chief of staff or the staff only when and within the limits authorized by the commander. When they need a staff, the commander may detail officers from the headquarters available to him.
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1.7 - The Staff
Just as the modern times present significant challenges to commanders, it will also a have a profound impact on staff functions at all levels.
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The STAFF
It will demand a significantly higher level of staff efficiency and will require greater initiative and coordination on the part of all staff officers.
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THE STAFF
The Staff assists the commander in decision making by: 1. acquiring, 2. analyzing, 3. coordinating information
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The Staff
4. most importantly, presenting essential information to the commander 5. with a recommendation so he will be able to make the best decision. What the staff does with the assembled information is of crucial importance to the function of staff operations.
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STAFF is defined as
is a single, cohesive unit organized to assist the commander in accomplishing the mission.
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How The Staff Operates

The Staff is organized to serve the commander within specific functional areas of interest and operates to 1. Facilitate and monitor the accomplishment of command decisions. 2. Provide timely and accurate information to the commander and subordinate units.
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The Staff
3. Anticipate requirements and provide
estimates of the situation. 4. Determine courses of action. 5. Recommend courses of action which will best accomplish the mission. 6. Prepare plans and orders
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The Staff
The commander must have a staff that is a professional team. All staff members must know not only their own functions and roles, but also the functions of the other staff members. The staff establishes and maintains a high degree of coordination and cooperation internally.
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The Staff
The staffs effort must be focused always on supporting the commander in the exercise of command and on helping him to support his subordinate unit in the execution of their missions.
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The Staff
The chief of staff is responsible to the commander for the proper functioning of the staff. He directs and supervises the staff to ensure that it properly supports the needs of the commander .
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STAFF
Guidance, direction and information normally flow from the commander through the chief of staff who makes decisions only in the absence of the commander and facilitates coordination of unit activities.
175
The Staff
When new direction is needed, the chief of staff provides it based on the guidance from the commander and knowledge of his intent.
176
The Staff
Care must be taken, in cases of direct access of staff officers to the commander, to keep the chief of staff informed.
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STAFF PRINCIPLES
1.8 - Staff Responsibility and Authority.
Staff officers are assigned functional areas of interest and responsibility for accomplishing staff actions within these areas.
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Staff Principles
Assignment of staff responsibility for a particular activity improves efficiency by
1. Giving the commander a single staff agency
which is responsible for advice and assistance within an area. 2. Giving staff a representative with whom they can coordinate and consult within an area.
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Improving Efficiency
3. Ensuring that all command interest receive staff attention. 4. Enabling all staff officers to give their complete attention to a definable portion of command interests.
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Delegated Authority
The commander specifically delegates authority to a particular staff officer. The commander normally delegates authority to the staff to take final action on matters within command policy.
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Delegated Authority
The authority delegated to individual staff officers varies with: A. The level and mission of the command, B. The immediacy of operations, and C. The relationship of the staff officers area of interest to the primary mission of the command.
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Delegated Authority The assignment of staff responsibility carries no connotation of authority over other staff officers or over other elements of the command.
183
Delegated Authority
Although the commander retains overall responsibility, the staff officer is responsible for the manner in which delegated authority is exercised and for the results obtained.
184
Authority temporarily assumed
While the staff officer is acting in the commanders name, the staff officer also is responsible for an authority temporarily assumed in response to an emergency.
185
1.9 - Staff Relationship with lower commands

Staff officers may make recommendations and may offer advice to subordinate commanders. The subordinate commander may accept or may reject the recommendations or advice just as they do with their own staff.
186
Staff Relationship with lower commands. . .
Staff officers supervise the implementation/execution of orders or instructions issued or approved by the commander .
187
Staff Relationships with Lower Commands

A staff officer from a higher headquarters does not have the inherent authority to direct/order a subordinate command to implement/execute directives or orders from the higher command.
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Staff Relationship with lower commands

In the event that a staff officer determines that a subordinate command is not complying with a directive from the commander, the staff officer will advice the subordinate commander/staff of the noncompliance and will report his observations and recommendations to the senior commander.
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Staff Relationships with lower commands The staff, like the commander, must
understand: The units of the command, Their situations, Their operating techniques, Their capabilities, and Their character
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Staff Relationships with lower commands

The staff must be concerned continually with support for the subordinate units and must establish an effective professional relationship with subordinate commanders and staffs.
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Staff members may not deny or may not refuse a subordinate commanders request and must avoid usurping responsibilities or prerogatives of subordinate commander with whom they work.
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A staff officer contacts a subordinate commander only in the name of the higher commander to: 1. transmit orders or instructions, 2. to provide advice or recommendations, 3. to offer assistance, or 4. to exchange information.
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Normally, all orders from a higher headquarters requiring or prescribing actions by a subordinate unit command are issued by authority of the higher commander.
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Exception to this basic rule occur When the higher commander specifically authorizes staff members to issue orders and instructions. The commander formally announces this delegation of authority during conferences.
195
1.10 Command and Staff communications

Communications between commands is accomplished through a specified channel or link of communication. Three types of channels are: Command Channel, Staff Channel, Technical Channel.
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Command and Staff Communications

Channel are used to identify clearly the official relationships of command, staff, and technical flow of information. The communication channels are commander to commander, staff to staff, and technical activity to technical activity. These channels are used to pass orders , instructions, advice, recommendations, and information from one headquarters to another.
197
Staff Organization
2.1 Organization and principles of staff Staffs are organized according to the following interrelated considerations Mission, Broad Fields of interest, Laws and regulations
198
Staff Organization
Mission The mission determines
activities that must be accomplished. These activities in turn determine how the staff must be organized to accomplish the mission.
199
Mission Statement
It seems rather obvious to say that all organizations need a mission or purpose to guide them, and it might seem equally obvious that the mission of the police is clear. However, as has been pointed out, all police departments are not alike, nor do they all have the same goals and objectives, nor are their priorities or operational strategies the same.
200
Mission Statement
1. It is a statement of purpose. 2. It outlines the major task of the organization and defines organizational values. 3. It gives the public, as well as the members of the organization, a sense of what the organization stands for.
201
Staff Organization
Broad Fields of Interest Regardless of
the command mission, staff operations can be divided into the following broad fields of interest: personnel, intelligence, operations and training, communications electronics, logistics, comptroller and community relations.
202
Staff Organization
Laws and Regulations

= RA 6975, RA 8551, NAPOLCOM Issuances, DILG Directives, etc
203
Staff Organization
The relative importance of these fields and the functional areas included in them vary with the mission, the level of command and the environment.
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Section 2- Staff Structure Directorial Staff Structure. It

includes a chief of directorial staff, the directorial staff National support units, special, and personal staff and liaison officers.
205
Staff Structure
The number of coordinating, special and personal staff officers varies at different levels of command. Staff sections chiefs in each headquarters determine the internal organizations of their staff sections.
206
Staff Structure
Factors that determine the organization of a staff section include 1. Mission. 2. The amount of work required of the section, 3. Availability of personnel.
207
Factors that determine organization of staff sections

4. Requirements imposed by the organization. 5. Preference of the commander and chief of staff. 6. Requirements for 24 hour operation.
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Staff Structure
A staff section chief may delegate authority for supervision of functional activities to officers and noncommissioned officers in the section.
209
Staff Structure
The staff section chief is responsible for members of his staff section. This responsibility includes assignment of tasks, compliance with regulations, and training required to accomplish assigned tasks within the staff sections.
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BASIC STAFF STRUCTURE

Chief of Staff- The chief of staff is
responsible for: directing the execution of staff tasks, the coordinated effort of staff members, and the efficient and prompt response of the staff.
211
Basic Staff Structure

The chief of staff directs the effort of both the coordinating and special staffs . The commander normally delegates authority to the chief of staff that amounts to command of the staff.
212
Realities in Actual Practice PNP wide
ACTUAL PRACTICE IN THE PHILIPPINE NATIONAL POLICE

213
The Chief Directorial Staff (TCDS)

The Chief of Directorial Staff (TCDS) has supervisory authority over the Directorial Staff. He shall directs, supervises, and ensure coordination of work of the Directorial Staff and other staff officers, except in those areas reserved by the Chief, PNP.
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The Directorates
Functional authority over the National Support Units as indicated: The Director for Personnel and
Records Management shall have

functional authority over the Health Service (HS); Legal Service (LS); Chaplain Service (CHS); and Headquarters Support Service (HSS)
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Directorates
The Director for Logistics shall have functional authority over Engineering Service (ES); Logistics Support Service (LSS);
The Director for Comptrollership shall have functional authority over the Finance Service (FS)
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Directorates
The Director for Intelligence shall have functional authority over Intelligence Group (IG) and Police Security and Protection Office (PSPO).
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Directorates
The Director for Operations shall have functional authority over the Maritime Group (MG); Aviation Security Group (ASG); Special Action Force (SAF), Traffic Management Group (TMG) and Civil Security Group (CSG).
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The Directorates
The Director for Police Community Relations shall have functional authority over the Police Community Relations Group (PCRG).
219
DIRECTORATES
The Director for Investigation and Detective Management shall have functional authority over the Crime Laboratory Group (CLG) and Criminal Investigation and Detection Group (CIDG).
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Functional Authority
Directorate for Integrated Police Operations has supervisory authority over the DIPO Northern Luzon. DIPO Southern Luzon, DIPO Western Mindanao, DIPO Eastern Mindanao.
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DIRECTORATES
The Directorate for Information Technology Management has supervisory authority over the
Computer Service (CS) and Communications and Electronic Service (CES).
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Additional Policies of members Directorial Staff

They shall also exercise directing functional authority over the Directors of Police Regional Offices and the National Support Units. Members of the Directorial Staffs shall have the authority to sign communications for the Chief, PNP on matters delegated to them or in his own behalf on matters already covered by existing policies.
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Additional Policies of Directorial Staff Members

Members of the Directorial Staff shall endeavor to implement the foregoing policies to ensure the effective and efficient exercise of their directing functional authority over subordinate offices and performance of policy formulation, program development and advisory functions.
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Delegated Authority:
A. As a matter of general principle, all routine decisions are delegated to the TDCA, TDCO, TCDS, and the D-Staff. B. Unless specifically delegated, the Chief, PNP has the sole authority to decide or act on the following: 1. Approval of command policies;
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Delegated Authority
2. Implementing plans, programs, and activities, Provided, that all Resolutions, Memorandum Circulars, and other issuances from the NAPOLCOM and higher authorities shall be immediately implemented by all levels of command in the PNP except such issuance which by reason of their nature and/or scope would require further detailed implementing instructions or orders;
226
Delegated Authority
3. Legislative proposals which seek to amend/modify RA 6975 as amended by RA 8551 and related laws, and proposals for the amendments of existing NAPOLCOM issuances; and 4. Designation of key officers down to the Directors of Police Provincial Offices/City Police Stations.
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Delegated Authority
C. The PNP officers authorized by law to exercise disciplinary powers within their respective commands without distinction as to ranks are allowed to conduct the required formal investigations, and thereafter to submit the records of the case together with the recommendations to the Chief, PNP for his final adjudication.
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Delegated Authority
D. The specific authority delegated to the Command Group, D-Staff, RDs, and NSU Directors is hereby amended by the matrix of delegated authority. E. Members of the Directorial Staff concerned shall identify additional areas which could still be delegated and included in the circular.
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DIRECTORIAL STAFF GROUP

Coordinating Staff officers are the commanders principal staff assistants. Each officer is concerned with one or a combination of broad fields of interest.
230
Coordinating Staff Officers

They assist the commander by coordinating the plans, activities, and operations of the command. Collectively, they have responsibility for the commanders entire field of interest.
231
SPECIAL STAFF GROUP

SPECIAL STAFF Officers assist the commander in professional, technical, and other functional areas. They are organized into sections according to their professional, technical or functional area of interest in the command.
232
PERSONAL STAFF GROUP

Personal staff members work under the immediate control of the commander and assist him directly instead of working through the chief of staff. Typical personal staff members include the command executive senior police officer (CESPO), Inspector General/Internal Affairs Chaplain, Legal Affairs Service
233
LIAISON OFFICERS Liaison Officers are representatives of the commander. They work under the direction of the chief of staff.
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CHAPTER 3 STAFF OFFICERS

3.1 Responsibilities and duties: Within staff functional areas, corresponding staff officers at each level will have similar areas of interest and responsibilities. Larger commands may have more than one staff officer responsible for a particular staff function. Headquarters organization and SOPs will prescribe staff responsibilities and duties within a particular command.
235
Section II CHIEF OF STAFF

Duties and Responsibilities The chief of

staff directs, supervises, and ensures coordination of the work of the staff, except in those specific areas reserved for the commander, thereby freeing the commander from routine details.
236
Chief of staff is responsible for1. Formulating and announcing staff operating policies. 2. Ensuring that the commander and the staff are informed of matters affecting the command.
237
Chief of Staff
3. Representing the commander when authorized. 4. Maintaining the master policy file and monitoring the SOP. 5. Ensuring that required liaison is established.
238
Chief of Staff
6. Requiring that all coordinating and special staff officers, inform him of any recommendation or information that they give directly to the commander or any instruction they receive directly from the commander. (Personal staff officers maybe exempt.)
239
Chief of Staff
7. Exercise direct supervision of the command and its operations in the following.
240
Chief of Staff directly supervise

the following: He ensures that the commanders decisions and concepts are implemented by directing the staff and by assigning specific responsibilities when necessary to prepare and issue plans and orders, reports and other staff actions.
241
The Chief of Staff

He reviews staff actions to ensure that they are adequate, coordinated, and designed to produce the commanders intended result.
242
The Chief of Staff

He approves of those actions, if authorized, otherwise, he obtains the commanders approval. He ensures that subordinate unit commanders are kept informed of actions that will affect their unit.
243
Section III Coordinating Staff Officers

3.3 Responsibilities, Duties, Powers and Functions: The coordinating staff officers are assisted in the accomplishment of their responsibilities by the formation and staffing of sections in their respective areas of interest.
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Personnel Officer
The personnel officer is the principal staff officer for the commander on all matters concerning human resources.
245
Personnel Officer
The personnel officer is concerned with personnel readiness, and therefore, he monitors and assesses those elements of personnel administration and management which provides policies, services, and facilities affecting the personnels human potential and commitment.
246
Personnel(Directorate Level)
The Personnel Officer has primary coordinating responsibility for the following areas: Personnel Management: A. Appointment B. Assignment/Designation C. Promotion D. Retention, Separation, Retirement & Demotion E. Leaves
247
Personnel Officer- Responsibility

F. Mandatory Allowances G. Collateral Allowances H. Disposition of Cases I. Appeals for Disposition of Administrative Cases J. NUP Additional Matters K . Miscellaneous
248
Intelligence Officer The Intelligence officer is the principal staff officer for the commander on all intelligence matters.
249
Intel Officer
The Intelligence officer acquires intelligence information and data; analysis and evaluates the information and data; and present the assessment to the commander.
250
Intelligence Officer
The Intelligence Officer has primary coordinating responsibility for the following areas: 1. Production of intelligence 2. Counterintelligence and Security, 3. Intelligence Operations 4. Intelligence Training and Education
251
Intelligence
5. Foreign Intelligence 6. Intelligence Management 7. Directives to Lower Units 8. Reports and Correspondence 9. Liaison Activities Re Intelligence Ops
252
Operations Officer
The Operations officer is the principal staff officer for the commander in matters concerning operations, plans, organization and training. The nature of the operations officers responsibilities requires a high degree of coordination with other staff members.
253
Operations Officer
The Operations Officer has primary responsibility for the following areas: Operating Program and Budget Program of Action Operations Plans and Budget
254
Operations
Preliminary Operating Program and Budget Estimate Approval of Plans for Major Operations Reports and Other Correspondence on result of Operations
255
Operations Officer Accomplishment Report Law Enforcement Internal Security Operations Special Operations
256
Operations Operations Management Deployment of Troops Deployment of Troops during strikes/crowd dispersal control at NHQ PNP Level
257
Operations Officer
Troop Movement or Deployment of any size during raids/seizure operations involving prominent figures or with national /international implications which involve national interest. Security/Escort Matters
258
Operations Disposition of Recovered vehicles Firearms and Explosive Matters SAGSD Matters Dispatch of Air Assets
259
Logistics Officer
The Logistics Officer is the principal staff officer for the commander for matters of supply, maintenance, mobility, and services. As the logistics planner, he must maintain close and continuous coordination with the operations officer for tactical operations and the support commander, who is responsible for logistics support operations.
260
Logistics Officer
The logistics officer has primary coordinating staff responsibility for the following areas:
Mobility Firepower Real Property Management

261
Logistics General Support Logistics Plans and Programs Other Services Additional Functions
262
Police Community Relations Officer

The principal staff officer for the commander in all matters concerning the civilian impact of police operations and the political, economic and social effects of police operations on civilian personnel. He has staff responsibility for those activities embracing the relationship among police, civil authorities, and the people in the area of operations.
263
PCR OFFICER
He has staff responsibility for: PCR Annex to PNP Prelim Programs and Budget Guidance PCR Annex to Program of Action Special RR Project Job Placement of Police Dependents Additional Procurement of medicines for outreach services Donations/Material Support to civic organizations/charitable institutions
264
Comptrollership/Finance
The comptroller has primary coordinating has primary coordinating responsibility for PNP Budget Proposal and Expenditures Working Papers for PBAC Release of Allotment Advice Release of Other Personal Services
265
Comptroller
Provide assistance to the staff on budget methods and formats, techniques of preparation, presentation, and analysis, and the development of workload information, expense factors, and statistics for programming and budgeting purposes. Preparing or assisting in the preparation of and analysis and estimates for use in planning, programming and budgeting.
266
Human Resource and Doctrine Development

The HRDD has primary coordinating responsibility on the following: Five Year Training Program New Training Concepts and Doctrines Publication of PNP Training Programs, Directives, Memoranda Dissemination of Training Program of Instructions, Doctrines and Manuals
267
Human Resource and Doctrine Development

Attendance in Civilian Educational Institutions Program of MATP/META and Foreign Invitational Courses for PNP Attendance in Foreign Training, Schooling and OJT Attendance in Local in-Service Training Activities. Allocation for Training, Ammos and Equipment Detail of Observers/Participants to Local Seminars/Short Courses outside the PNP
268
Research and Development

Approval of Major Research and Development Projects Review and Improvement of R&D and T&E Procedures & Capabilities Preparation of Project Proposal on SelfReliance Development Development of PNP Specification Standards Preparation of T&E Reports
269
Research and Development

Coordination with other GOs/NGOs to facilitate required T&E on specific items Accreditation of Suppliers, Manufacturers and Dealers
270
INVESTIGATION

Has primary responsibility on: Investigative Project Proposals Witness Protection Programs Legal Offensive Approval of SOPs on all matters pertaining to investigation and legal matters. Resolution of cases of PNP personnel Filing of Criminal Cases
271
Investigation
List of Wanted Persons General Investigation Training Program Issuance of Clearances Upon Request Scientific Investigation Training Program Investigation of Sensationalized and Major Crimes and Cases Investigation and monitoring of International crimes Crime info and Statistics
272
Special Staff Officers

Engineer Surgeon Dentist These officers assist the commander in their professional, technical, and other functional areas.
273
Dental Officer
The following activities are the responsibility of the Dental Officer: 1. Preventive dentistry program, 2. Maintenance of oral health of the command, 3. Maintenance or professional standards level and of dental care and equipment, 4. Establishment of priorities for dental care and treatment. 5. Professional training of dental personnel.
274
Dental Officers Responsibilities

6. Planning dental care for indigenous population. 7. Determining requirements for dental supplies and equipments and supervising their use. 8. Providing technical assistance in the construction, rehabilitation and use of dental facilities. 9. Preparing reports on command dental activities.
275
Chaplain
1. Provide pastoral counseling to members of the command. 2. Ministering to casualties, wounded, hospitalized personnel. 3. Advise the commander and staff on matters about religion, morals and morals affected by religion. 4. Assisting the commander by ensuring that policies and leadership practices are of highest moral, ethical and humanitarian standards.
276
Chaplain
5. Organizing and providing
religious support activities, religious education programs and religious training conferences for assigned personnel.
277
Engineer Officer - Responsibilities

1. General engineering, construction and maintenance tasks. 2. Preparing engineers portions of plans and orders 3. Planning and conducting engineering training programs. 4. Master planning 5. Real estate management 6. Engineering Design
278
Engineer Officer
7. Operation of Utility and plan systems. 8. Operations of material production and equipment. 9. Maintenance and repair of real property. 10. Fire protection and prevention. 11. Refuse collection and disposal. 12. Forestry and wildlife protection programs. 13. Environment protection program. 14. Management of command housing programs.
279
STAFF ACTIVITIES
280
Staff Writing
Staff Writing Staff officers are required to prepare a variety of written communications, where the complexity of operations relies primarily on written directives, reports, orders and studies. The effectiveness or oral orders depends largely on the clarity and completeness of the written orders and SOPs that provide their background.
281
Staff Writing
Plans and orders, disposition forms, memorandums, letters, endorsements, information papers, messages and staff studies are examples of frequently used written communications.
282
Staff Writing
Staff Writing is a means of communicating ideas to the commander, lower unit commanders and other staff officers.
283
Staff Writing Effective writing should convey the writers exact meaning and not be subject to misinterpretation.
284
Basic Principles of Effective Staff Writing

Unity adhere to a single main idea. Accuracy check facts, eliminate errors. Clarity Write simply and clearly. Brevity use simple words, short sentences. Coherence develop, arrange subject matter logically. Objectivity Keep an impersonal and unprejudiced viewpoint
285
Staff Research Staff Research - is the collection and evaluation of facts necessary to solve problems or to provide information. Some facts will be available in office records. Others can be found only by examining many sources.
286
Staff Research
The problem determines the research needed. Only after analyzing the problem and listing the main issues to be considered can the staff officer determine how much and what kind of information he must collect.
287
Staff Research
Data is collected from various sources of information. Through research, the staff prepares a list of all likely sources of information on the subject under consideration.
288
Staff Research
Data collected requires evaluation. Formal research procedures are necessary for complicated studies and papers having numerous references. A Staff officer ask himself two questions: Is the information relevant? Is the information accurate?
289
Staff Research
The extent of the research is the staff officers decision. The staff officer must decide when he has the information he needs to draw valid conclusions.
290
STAFF RESEARCH
To be valid, conclusions: must be relevant to the topic, must be objective, must be supported by the data, and must be arrived at through a logical thought process.
291
Problem Identification and Analysis

An essential element in the problem identification and analysis is the commanders planning guidance. After familiarizing himself with the problem the commander limits the area to be studied.
292
The commander provides information from his experience or knowledge, and assigns responsibility for the study.
293
Problem Identification and Analysis Adequate command guidance facilitates arriving at an appropriate solution to the problem and precludes wasted effort.
294

Staff officers routinely analyze matters that affect their operations. An essential element of an analysis is the identification of problems that may affect the staff or the command as a whole.
295

Judgment and experience are major factors bearing on the staff officers ability to recognize problems, also he should develop a systematic approach that weighs each new item of information in relation to other information.
296
Staff Coordination
Staff coordination is making certain that pieces fit together in an integrated whole. Most staff actions require coordination that extends beyond headquarters and include higher, lower and supporting headquarters.
297
Staff Coordination
Coordination is essential for three reasons: To ensure complete and coherent actions; To avoid conflict and duplication by making necessary adjustments in plans or policies before their implementation. To ensure all factors are considered.
298
Specific Coordination Procedures includes

1. Close contact and exchange of information by each staff member within headquarters and with staff officers of higher, lower and supporting headquarters. Such exchanges include personal visits, use of available communication means and written communications.
299
Specific Coordination Procedures includes

2. Prompt distribution of essential
information, decisions, and orders within and among headquarter staff section.
300
Specific Coordination. .
3. Formal and informal procedures. 4. Briefings. 5. Message Control procedures. 6. Formal routing of staff papers to appropriate sections for comment and concurrence. 7. Liaison
301
Completed Staff Work/ActionsA completed staff action is a staff officers proposed solution to a problem in final form that is ready for a commander (or other approving authority) to approve or disapprove.
302
Completed Staff Work/Action

It includes: clear and concise statement of essential facts, an analysis of the problem, the views of all feasible courses of action, including advantages and relevant ethical considerations.
303
Completed Staff Work/Action

A completed staff action presents a single, coordinated, proposed action necessarily agreed to by all and includes any implementing 1. memorandum, 2. directive, 3. letter or 4. message for the commander to sign.
304
Completed Staff Actions Staff officers should avoid presenting to the commander piecemeal solutions. It is a staff officers duty to work out the perplexing details.
305
Completed Staff Actions

When in doubt, the staff officer should consult the commander or chief of staff for additional guidance, or for assurance that he is proceeding in the proper direction. A completed staff action provides the commander with the best recommendations possible.
306
Staff Visits and Inspections

Staff officers visit subordinate units
to: Get information for the commander, Observe the execution of orders or instructions, and Provide advice and assistance in their areas of responsibility.
307
Staff Visit and Inspections

Certain designated representatives make these visits in the commanders name. The staff officer should call on the subordinate unit commander to explain the purpose of his visit and to request assistance. Before leaving he should report his findings to the subordinate commander.
308
Staff Inspections
Staff Inspections are made by the individual officer or teams, as directed by the commander. Inspections normally are conducted to determine certain conditions within a subordinate unit, such as compliance or conformity with policies and regulations.
309
Staff Visits and Inspections

Both positive and negative observations are noted. Before the inspection, the unit commander is informed of the nature of and purpose of the inspection.
310
Staff Inspection
Afterward, an informal report of the results of inspection is provided to the subordinate unit commander before the inspecting officer or team leaves. Later, a formal written report to the commander is normally prepared and a copy of the report is be furnished to the inspected unit.
311
Liaison
Liaison is the contact maintained among organizations to promote: Mutual understanding and unity of purpose and action. Cooperation and understanding between commanders and staff of headquarters working together, and Tactical unity and mutual support by adjacent units.
312
Liaison
Practically liaison can be achieved through: Personal contact between commander and staffs. Through the exchange of liaison personnel, Through agreement on mutual support between adjacent units or Through a combination of these means.
313
Information Dissemination
Briefing may be used to keep the commander and staff informed of current and anticipated situations and problems facing the command. Reports and summaries are used extensively to provide information to higher, lower and adjacent commands.
314
Nearly every staff section prepares and distributes them. Only the minimum number of reports and summaries consistent with the commanders need for information should be required of subordinate command.
315
Submission of reports and summaries is either a one-time or on a recurring basis. One time reports and summaries are prepared only as directed.
316
Recurring reports and summaries include those that repeatedly convey essentially the same information at prescribed intervals (daily, weekly, monthly, or annually) and as required reports and summaries for which standing requirements have been established in certain prescribed situations.
317
ADMINISTRATIVE PROCEDURES
are used to provide continuity for completed staff actions: Policy file Records Organization and functions manual Staff guide Standard operating procedure workbooks.
318
Policy File
Policy file is a collection of the current policies of the commander and higher headquarters and the basic operating principles for staff section maintaining the file.
319
Policy File
It is based on existing orders, experience, and past command decisions.
A policy file facilitates staff operations and orientation of new staff members. The chief of staff maintains the command policy file.
320
Staff Guide
A staff guide has no standard name. It may be part of an administrative SOP. Regardless of its name, the guide will contain instruction on how staff papers will be assembled, what formats will be used, how concurrences and non-concurrences are treated, and what coordination is required. The chief of staff will provide a great deal of guidance in this area.
321
Standard Operating Procedures

A standard operating procedure (SOP) is a standing order. Individual staff section SOP and as appropriate, the command SOP contains instructions concerning routine or recurring activities.
322
Standard Operating Procedure

An SOP promotes teamwork, efficiency, and reduces the need for repetitive instructions. A particular command may have an administrative SOP, a tactical or field SOP, an external SOP, or all three.
323
Workbooks
Workbooks are ready references for conducting current operations and for preparing reports. A staff section workbook, is an indexed collection of information obtained from written or oral orders, messages, journal entries, and concurrences.
324
Workbooks
It constitutes a guide for the collection of information. The workbook may also include staff officers conclusions, opinions, ideas, and the results of inspections.
325
Staff Message Control

The system of processing messages and correspondence within a headquarters. The principal purposes of staff messages control are to Receive, dispatch, and record messages and correspondence entering and leaving the headquarters. Reproduce and route copies to proper staff members for action and information.
326
Staff Message Control

Maintain controls to ensure prompt action by action agencies. Establish priority of action. Control the use of security classifications and precedence designation on ongoing communications.
327
COMMON FUNCTIONS
The chief of staff supervises and ensures timely and efficient inter-staff coordination with specific objective of providing the commander with a coordinated recommendation. He reviews staff actions, resolves conflicts, and assigns staff responsibilities.
328
Staff Activities
Staff activities center on five (5) common functions: 1. Providing Information 2. Making estimates, 3. Making recommendations, 4. Preparing plans and orders, and 5. Supervising the execution of decisions.
329
PROVIDING INFORMATION
The staff collects, collates, analyzes, and disseminates information that flows continuously into the headquarters. The staff rapidly process and provides significant elements of this information to the commander by:
330
Providing Information
Collecting information from all available sources. Collating and analyzing information in their respective areas of responsibilities. Disseminating the latest information.
331
MAKING ESTIMATES
The staff prepares estimates to assist the commander in decision making.
332
Making Estimates
A staff estimate consist of significant facts, events and conclusions (based on current or anticipated situations) and recommendations on how available resources can best be used.
333
Making Estimates
The commander uses recommendations to select feasible courses of action for further analysis. Adequate plans hinge on early and continuing estimates by staff officers.
334
MAKING RECOMMENDATIONS
Staff officers make recommendations to assist the commander in reaching decisions and establishing policies. Staff officers also offers recommendations to one another and to subordinate unit commanders.
335
Making Recommendations
Recommendations may be presented as written estimates or studies, or they may be presented orally. Whether the procedure is formal or informal, the staff must carefully analyze and compare all feasible alternatives using the best information available.
336
Making Recommendations
The staff officer candidly and objectively presents the alternatives to the commander clearly showing the advantages and disadvantages. The staff officer must be prepared thoroughly to recommend a best alternative to the commander.
337
Making Recommendations The recommendation should be stated in a form that requires only the commanders approval.
338
PREPARING PLANS AND ORDERS The staff prepares plans and orders to carry out the commanders decisions ensuring coordination of all necessary details.
339
Preparing Plans and Orders

The commander may delegate authority to the staff officers to issue plans and orders without his personal approval.
340
Preparing Plans and Orders

A single staff officer is assigned the responsibility for preparing and publishing a plan or order. Other staff officers prepare other elements of the plan or order in their areas of interests.
341
STAFF SUPERVISION
Relieves the commander of much details, Keeps the staff informed of the situation,
342
STAFF SUPERVISION
Provides the staff with the information needed to revise estimates, and Provide progress reports to the commander as plans and orders are implemented.
343
Supervision
It is the duty of the staff to ensure: That decisions reach the intended recipients, That decisions are understood, and That decisions are executed as intended by the commander.
344
SUPERVISION
Supervision is accomplished through analysis of reports, messages, and staff visits.
345

Command and Staff

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Command and Staff

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COMMAND and STAFF FUNCTIONS and PROCEDURES

STAFF= A stick, a pole used as support for walking or climbing or as a weapon.

STAFF = A body of officers

COMMAND = The authority

COMMAND GROUP = consist of

USEFUL DEFINITIONS DIRECTORIAL STAFF = Consist of

AUTHORITY = is the power

USEFUL DEFINITIONS Chain of Command

CONTROL It includes the authority to modify, amend or rescind decisions of subordinates.

SUPERVISION - the power to

Section1. Command and Staff Function

command and control

will enjoy a decisive edge over his opponent.

Command and control

1.1 Command and Control

Command and Control

directing, coordinating and controlling, the elements to

accomplish assigned missions.

1.1 Command and Control

1.2 Command and Control System

1.2 Command and Control System

1.2 Command and Control System

1.2 Command and Control System

1.2 Command and Control Systems

1.3 The Commander and Staff

COMMAND RESPONSIBILITY = The

1.3 Commander and Staff

1. 3 The Commander and Staff

What is the function of the Chain of Command?

STANDARD OPERATING PROCEDURES

SIMPLE ORGANIZATIONAL PLAN

SIMPLE ORGANIZATIONAL PLAN

Can also be organized by Precincts

Organization by Time of Day

Organization of Structure by PCP

Organization by as few as 20 to about 100 personnel

Chief of Police Planning, Training, iNSPECTION

Line and Staff Functions

Line functions those designed

Chain of Command Information must be transmitted

Principle of the Chain of Command

Principle of the Chain of Command

Principle of the Chain of Command

Principle of the Chain of Command

Principle of the Chain of Command

Principle of the Chain of Command

Principle of the Chain of Command

Example of violation of the Chain of Command

Violation of chain of command

Example: violation of the Chain of Command

Violation of the chain of command

Example of the violation of the Chain of Command

Example of the violation of the Chain of Command

First and Second Level of Supervision

Principle of Unity of Command

Principle of Unity of Command

Principle of Unity of Command

Principle of unity of Command

Principle of unity of Command

Instances when principle of unity of command may be modified

Purposes of Principle of Unity of Command

Functional and Administrative Supervision

The Informal Organization