COMMAND and

STAFF FUNCTIONS
and PROCEDURES
1

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.
3

USEFUL DEFINITIONS

IN COMPUTERS
command is a signal
that sets a process in
motion.
Command= Be in a
position to command.
4

Useful Definitions
COMMANDER = A leader,
someone in command,
COMMANDER = A naval
officer below a captain
and above a lieutenant
commander
5

USEFUL DEFINITIONS

STAFF= A stick, a
pole used as
support for walking
or climbing or as a
weapon.
6

STAFF = A body of
officers subordinate to the
commanding officer and
responsible to him for the
administration and
planning of his command.
7

USEFUL DEFINITIONS
COMMAND = The

authority that a
commander lawfully
exercise over
subordinates by virtue
of rank and designation.
8

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).
9

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.
10

USEFUL
DEFINITIONS

NATIONAL SUPPORT UNITS

= include all
administrative and
operational support units
which are created under
R. A. No. 6975 and
NAPOLCOM issuances.
11

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.
12

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.
13

USEFUL DEFINITIONS
CHAIN OF COMMAND = Is
the hierarchical
relationships of positions
through which the
primary functions of the
organization are
performed.
14

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.
15

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.
16

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.
17

USEFUL DEFINITIONS
LINE AUTHORITY = is that
relationship in which a
superior exercises direct
control and supervision
over a subordinate in
the chain of command.
18

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.
19

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.

20

Useful definitions
SUPERVISORY AUTHORITY = is

the delegated authority

which is neither line nor
staff which enables the
delegate to oversee some
specified responsibilities.
21

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.
22

CONTROL
It includes the
authority to
modify, amend or
rescind decisions
of subordinates.
23

Useful Definitions
SUPERVISION - the
power to direct and
oversee the actions of a
subordinate towards the
accomplishment of the
objectives of the
organization.
24

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.
25

Command and
control

To achieve the decisive edge

to win his battlescommanders must be able to
utilize concepts as initiative,
depth, agility, synchronization,
areas of influence and interest
and apply them to their
commands.
26

1.1 Command and

Control

Command includes
the authority and
responsibility for
effectively using
available resources.
27

Command and
Control

It also includes

planning the employment of,

organizing,
directing,
coordinating and
controlling, the elements to
accomplish assigned missions.
28

1.1 Command and

Control
Command also includes the
responsibility for
health,
welfare,
morale,
training and
discipline of personnel.
29

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.
30

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.
31

1.2 Command and

Control System
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.
32

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.
33

1.2 Command and

Control System
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.
34

1.2 Command and

Control System
The procedures and
techniques include:
A. records,
B. reporting systems, and
C. briefing
which support the decisionmaking process.
35

1.2 Command and

Control Systems
Command and Control
facilities- include
command post and
supporting automation
and communications
systems.
36

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.
37

1.3 The Commander

and Staff

COMMAND
RESPONSIBILITY =
The commander alone
is responsible for all
that his unit does or
fails to do.
38

COMMAND
RESPONSIBILITY
He cannot delegate this
responsibility.

The final decision, as

well as the final
responsibility, remains
with the commander.
39

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.
40

1. 3 The Commander
and Staff
The commander discharges
his responsibilities through
an established
organization of command
delegationscalled a chain
of command.
41

Chain of
Command

Through this chain, the

commander holds each
subordinate commander
responsible for all that
the subordinate unit
does or fails to do.
42

What is the function

of the Chain of
Command?
It improves understanding
within an organization and
It tells us who reports to
whom within an organization.
It prescribes relationships
and
It facilitates communications.
43

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.
44

Organizational
Chart

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.
45

45

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.
46

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.
47

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.
48

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.
49

ORGANIZATION
The best organization
in any police
department is the one
that works best for
the particular agency.
50

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.
51

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.
52

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.
53

ORGANIZATIONAL
CHART

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.
54

ORGANIZATIONAL
CHART

4. It improves understanding
within an organization and
who reports to whom
within an organization.
5. It prescribes relationships
and thereby facilitates
communications.
55

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 reporting
relationships.
56

Organizational Chart

On a smaller scale, the

organizational chart might
simply show the
arrangement of specific
persons within the
organization according to
shift or job assignments.
57

Organizational Chart
The larger an organization
grows, the more complex
its organizational structure
becomes.
There is no way to avoid
this, unfortunately.
58

Organizational
Chart

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.
59

Organizational Chart
This helps to provide logic
and consistency in the
conduct of operations and
guards against
overlapping or conflicting
command responsibilities.
60

Organizational Chart
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.
61

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.
62

Organizing by
Function

Organizing by function
helps to promote
efficiency and eliminate
duplication of effort.
It also promotes logic and
clarity in the organizational
structure.
63

Organizing by Function
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)
64

Organization by Area
COP

District 1
District 3

District 2

Can also be organized by Precincts

65

Organization by Time
of Day

Assignment
By Shifts

COP

1st Shift

2nd Shift

3rd

Shift

66

Organizing by Function
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.
67

Organization of Structure by
PCP
CHIEF OF POLICE

c
CCCccopo
coppCCC
COPCC
PCPs

1
7

68

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

69

Organizing by Function
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.
70

Organizing by
Function

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.
71

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.

72

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.
73

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.
74

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.
75

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.
76

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.

77

Principle of the Chain of

Command
This helps to keep the
supervisor in the
information stream and
also helps to reinforce
the role of the supervisor
as decision-maker.
78

Principle of the Chain

of Command

To be fully effective, the

chain of command must
be observed by all
members of the
department including
command and
management personnel.
79

Principle of the Chain of

Command
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.
80

Principle of the Chain

of Command
The chain of command
is especially important
in a police organization
because accountability
is critical.
81

Principle of the Chain of

Command
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.
82

Principle of the Chain of

Command
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:
83

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.
84

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 one-third, and
three arrests have resulted in over
a dozen cases being cleared.
85

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.
86

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.
87

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.
88

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.
89

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.
90

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.
91

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.
92

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.
93

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.
94

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;

95

the job skills, and training, and

experience of those performing
the work;
the degree of specialization
involved in the work being
performed; and
d) the knowledge, skill, and
experiences of the supervisor.
96

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
3. control the work of subordinates.
97

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.
98

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.
99

SPAN OF CONTROL

First Level of Supervision

100

First and Second Level

of Supervision

Second level of Supervision

First Level of supervision

101

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.
102

Principle of Unity of
Command
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.
103

Principle of Unity of
Command
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.
104

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.
105

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.
106

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.
107

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.
108

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.
109

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.

110

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.
111

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.
112

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.
113

The Informal
Organization
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.

114

The Informal
Organization

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.

115

The Informal
Organization
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.
116

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.
117

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.
118

Delegation of
Authority
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.
119

Delegation of
Authority

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.
120

Delegation of
Authority
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.
121

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.
122

Decision Making
A poor decision,
particularly one that has
significant consequences,
will tend to make the
management appear
ineffective.
123

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.
124

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.
125

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.
126

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.
127

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.
128

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.
129

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.
130

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.
131

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.
132

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.

133

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.
134

Planning
Planning should be the cornerstone of the
decision making process.
For every problem encountered,
for every new programs to be implemented,
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.
135

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.
136

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.
137

Elements in
Planning

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:
138

Elements in
Planning

ensuring maximum public

protection and safety,
providing for the speedy and
safe passage of vehicular and
pedestrian traffic through or
around the demonstration area,
guarding against outbreaks of
violence or lawlessness.
139

Determine
objectives

Once the objectives of

the planning process
have been identified,
planning may proceed
in an orderly fashion.
140

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.
141

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.
142

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.
143

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.
144

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.
145

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.
146

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.
147

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.
148

1.3 Commander and

Staff
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.
149

1.3 Commander and

Staff
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.
150

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.
151

Command
Responsibility
However, the superior

retains overall
responsibility for the
accomplishment of
the mission.
152

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.
153

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.
154

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.
155

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.
156

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.

157

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.

158

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)
159

POLICIES RE-DEPUTY
COMMANDERS
The Director for Human
Resource and Doctrine
Development (TDHRDD)
The Director for
Logistics (TDL)
160

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)
161

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);
162

POLICIES RE - TDCO
The Director for Plans (TDPL)
The Director for PoliceCommunity Relations
(TDPCR);
The Director for
Investigation and Detective
Management (TDIDM)
163

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.
164

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.
165

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.
166

THE STAFF
The Staff assists the
commander in decision
making by:
1. acquiring,
2. analyzing,
3. coordinating information
167

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.
168

STAFF is defined as
is a single, cohesive
unit organized to
assist the commander
in accomplishing the
mission.
169

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.
170

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
171

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.
172

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.
173

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 .
174

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.
177

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.
178

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.
179

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.
180

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.
181

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.
182

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/executio
n 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.
188

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
non-compliance and will report his
observations and recommendations
to the senior commander.
189

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
190

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.
191

Staff Relationship with

lower commands

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.
192

Staff Relationship with

lower commands
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.
193

Staff Relationships
with lower commands
Normally, all orders
from a higher
headquarters requiring or
prescribing actions by a
subordinate unit command
are issued by authority of
the higher commander.
194

Staff Relationships with

lower commands
Exception to this basic rule occurWhen 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.
196

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 staffStaffs 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.
204

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 include1. 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.
208

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.
210

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.
214

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)
215

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)
216

Directorates

The Director for

Intelligence shall have
functional authority over
Intelligence Group (IG)
and Police Security and
Protection Office (PSPO).
217

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).
218

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).
220

Functional Authority
Directorate for Integrated Police
Operations has supervisory
authority over the DIPO Northern
Luzon. DIPO Southern Luzon,
DIPO Western Mindanao, DIPO
Eastern Mindanao.

221

DIRECTORATES

The Directorate for

Information Technology
Management has supervisory
authority over the Computer

Service (CS) and

Communications and
Electronic Service (CES).
222

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.
223

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.
224

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;
225

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.
227

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.
228

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.
229

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.
234

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.
244

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 OfficerResponsibility
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 forPNP 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:
Preventive dentistry program,
Maintenance of oral health of the
command,
Maintenance or professional standards
level and of dental care and equipment,
Establishment of priorities for dental
care and treatment.
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
Provide pastoral counseling to members of
the command.
Ministering to casualties, wounded,
hospitalized personnel.
Advise the commander and staff on
matters about religion, morals and morals
affected by religion.
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

General engineering, construction
and maintenance tasks.
Preparing engineers portions of
plans and orders
Planning and conducting
engineering training programs.
Master planning
Real estate management
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

Problem Identification
and Analysis

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

Problem Identification
and Analysis
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

Problem Identification and

Analysis
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 ActionsStaff 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

Information
Dissemination

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

Information
Dissemination

Submission of reports and

summaries is either a onetime or on a recurring
basis.
One time reports and
summaries are prepared
only as directed.
316

Information
Dissemination

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 nonconcurrences 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 toReceive, 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

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.
338

Making
Recommendations

The recommendation
should be stated in a
form that requires
only the commanders
approval.
339

PREPARING PLANS AND

ORDERSThe staff prepares
plans and orders to
carry out the
commanders decisions
ensuring coordination
of all necessary details.
340

Preparing Plans and

Orders

The commander may

delegate authority to
the staff officers to
issue plans and
orders without his
personal approval.
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