Command and Staff

COMMAND and
STAFF FUNCTIONS
and PROCEDURES
1
LEARNING OBJECTIVES:
• Command and Staff Procedures
• Briefing Techniques
• Unit Administration
• Training Management
2
Useful definitions
• COMMAND – To control, be in authority over,
dominate, restrain,
• Command - To deserve and win. To have at
one’s disposal.
• COMMAND – an order, A drill order, (Stand at
ease.)
• COMMAND - Troops or ships under one’s
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 battles- commanders must
be able to utilize concepts as
initiative, depth, agility,
synchronization, areas of influence
and interest and apply them to their
commands.
26
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
Command also includes the
responsibility for
• health,
• welfare,
• morale,
• training and
• discipline of personnel.
29
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
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
• Command and Control

organization – The organization
of headquarters for operations.
• This is how the commander has
organized his staff to accomplish
the mission.
33
• 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
The procedures and techniques
include:
A. records,
B. reporting systems, and
C. briefing
which support the decision-making
process.
35
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 commander’s
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
delegations—called 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?
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.
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
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
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
• 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
4. It improves understanding
within an organization and who
reports to whom within an
organization.
5. It prescribes relationships and
thereby facilitates
communications.
55
• 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
• 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
The larger an organization grows,
the more complex its
organizational structure
becomes.
There is no way to avoid this,
unfortunately.
58
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
This helps to provide logic and
consistency in the conduct of
operations and guards
against overlapping or
conflicting command
responsibilities.
60
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 helps to
promote efficiency and
eliminate duplication of
effort.
It also promotes logic and clarity
in the organizational structure.
63
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 2 District 3
• Can also be organized by Precincts
65
Organization by Time of Day
• Assignment
• By Shifts COP
•
• 1st Shift 2nd Shift 3rd Shift
66
• 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
CCCccopoco
ppCCCCOPC
C
• PCP’s
•
1
• 1 2 3 4 5 6 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
• 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
• 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
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
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
• 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
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 Inspector’s
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
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
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
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.
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
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
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
• 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
• 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 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 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
• 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
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
• 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
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.
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.
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
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
(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.
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
• 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
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
• 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 Police-
Community 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 staff‘s 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 officer’s
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 commander’s
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.
188
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
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
commands
• Staff members may not deny or may not
refuse a subordinate commander‘s
request and must avoid usurping
responsibilities or prerogatives of
subordinate commander with whom
they work.
192
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
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
commands
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.
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 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.
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 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.
208
Staff Structure
• A staff section chief may delegate
authority for supervision of functional
activities to officers and non-
commissioned 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
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
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
commander’s 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 commander’s 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 for-
1. 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 commander’s
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 commander’s
intended result.
242
The Chief of Staff
• He approves of those actions, if
authorized, otherwise, he obtains
the commander’s 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
personnel’s 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’ officer’s
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 Self-
Reliance 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 Officer’s 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 writer’s
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 officer’s 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
commander’s 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 officer’s
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/Actions-
A completed staff action is a staff
officer’s 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 officer’s 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 commander’s
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
commander’s 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 officer’s 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
• 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
• The recommendation
should be stated in a form
that requires only the
commander’s approval.
338
PREPARING PLANS AND
ORDERS-
• The staff prepares plans and
orders to carry out the
commander’s 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

• COMMAND = The authority

AUTHORITY = is the power

CHAIN OF COMMAND = Is the

RESPONSIBILITY = is the obligation

Command includes the

• Command and Control

He cannot delegate this

The commander discharges

An organization plan should be

• District 1 District 2 District 3

• Can also be organized by Precincts

• Planning, Training, iNSPECTION

• Shift 3 Organization by function

This helps to keep the

• The principle of chain of command

• First Level of supervision

• It is based on the belief

• All orders from a higher

• The Director for Human Resource

• The Director for Plans (TDPL)

• The authority delegated to individual

The assignment of staff

• While the staff officer is

•Laws and Regulations

• Directorial Staff Structure. It

 Directorate for Integrated Police

• Liaison Officers are

• The personnel officer is the

• Disposition of Recovered vehicles

• An essential element in the problem

• The commander provides

• Staff officers routinely analyze

• Judgment and experience are major

• Staff officers should avoid

• A policy file facilitates staff operations and

• The chief of staff maintains the command

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