Command and Staff

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COMMAND and

STAFF FUNCTIONS and PROCEDURES

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LEARNING OBJECTIVES:

• Command and Staff Procedures• Briefing Techniques• Unit Administration• Training Management

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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.

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USEFUL DEFINITIONS

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

command.

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Useful Definitions

• COMMANDER = A leader, someone in command,• COMMANDER = A naval officer

below a captain and above a lieutenant commander

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

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

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USEFUL DEFINITIONS

• COMMAND = The authority that a commander lawfully exercise over subordinates by virtue of rank and designation.

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USEFUL DEFINITIONS

• COMMAND GROUP = consist of the Chief, Philippine National Police (C,PNP), The Deputy Chief for Administration (TDCA), The Deputy Chief For Operations (TDCO) and The Chief Directorial Staff (TDCS).

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USEFUL DEFINITIONS

DIRECTORIAL STAFF = Consist of major functional divisions of National Headquarters, Philippine National Police, (NHQ-PNP).

The heads of which shall have the rank of Police Director and position title of Director.

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USEFUL DEFINITIONS

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

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USEFUL DEFINITIONS

AUTHORITY = is the power inherent in a specified position or function that allows an incumbent to perform assigned duties and assume delegated responsibilities.

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USEFUL DEFINITIONS -Authority

AUTHORITY involves the right to command and invoke compliance by subordinates on the basis of formal position and control over rewards and sanctions.

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USEFUL DEFINITIONS

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

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USEFUL DEFINITIONS Chain of Command

• It is a line or chain of the superior from top to the bottom; • It is the route taken for all

communications which may either start from or go to the top authority in the chain.

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USEFUL DEFINITIONS

DELEGATION OF AUTHORITY = is the action by which the Chief, PNP assigns part of his authority to the TDCA, TDCO, TCDS, D-STAFF, RDs, and NSU Directors.

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USEFUL DEFINITIONS

RESPONSIBILITY = is the obligation to carry out an assigned task to a successful conclusion and goes with it the authority to direct and take the necessary actions to ensure success.

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USEFUL DEFINITIONS

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

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Useful Definitions

FUNCTIONAL AUTHORITY = is the power delegated by the Chief, PNP to Directorial Staff to control specified processes, practices and other matters of the NSUs as they relate to specific staff responsibilities.

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USEFUL DEFINITIONSDIRECTING FUNCTIONAL AUTHORITY

= the power of the members of the Directorial Staff to draw up and transmit orders and instructions to the Directors of the Police Regional Offices and National Support Units on matters falling under their respective areas of expertise, within the framework of existing policies and command. guidance.

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Useful definitions

SUPERVISORY AUTHORITY = is the delegated authority which is neither line nor staff which enables the delegate to oversee some specified responsibilities.

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CONTROLCONTROL = is the power to

regulate the actions of a subordinate to ensure that the objectives and policies of the organization are carried out.

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CONTROL

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

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Useful Definitions

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

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Section1. Command and Staff Function

1.1 Command and ControlThe commander who continues

to exercise effective command and control will enjoy a decisive edge over his opponent.

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Command and control • To achieve the decisive edge – to

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

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1.1 Command and Control

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

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Command and Control It also includes

• planning the employment of,• organizing, • directing, • coordinating and • controlling, the elements to accomplish

assigned missions.

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

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Command and Control • is the process through which the

activities of police organizations are directed, coordinated, and controlled to accomplish the mission, objectives and goals of the organization.

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1.2 Command and Control System

• The extent and the variety of tasks confronting a commander require:

• 1. The cooperative endeavors of many people

• 2. Integration of many complex equipment systems, and

• 3. Sensible division of work.

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The commander is not only responsible for command and control of organic, assigned, or attached forces but he is also responsible for integrating into his operations support provided by other elements of other services.

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• Command and Control organization – The organization of headquarters for operations. • This is how the commander has

organized his staff to accomplish the mission.

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• Command and Control Process- The decision making process and procedures used by headquarters.

• It includes procedures and techniques used to: • A. find out what is going on; • B. decide what action to take; • C. issue instructions, and • D. supervise execution.

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The procedures and techniques include:

A. records, B. reporting systems, and C. briefing which support the decision-making

process.

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1.2 Command and Control Systems

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

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1.2 Command and Control Systems

The efficiency of command and control system is measured by:

A. the extent to which the 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.

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1.3 The Commander and Staff

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

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COMMAND RESPONSIBILITY

He cannot delegate this responsibility.

The final decision, as well as the final responsibility, remains with the commander.

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1.3 Commander and StaffThe successful commander will delegate

authority and foster an organizational climate of mutual trust, cooperation, and teamwork.

He will also promote an understanding of procedures and a common basis for action at all levels of his command.

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1. 3 The Commander and Staff

The commander discharges his responsibilities through an established organization of command delegations—called a chain of command.

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Chain of Command Through this chain, the

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

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What is the function of the Chain of Command?

1. It improves understanding within an organization and

2. It tells us who reports to whom within an organization.

3. It prescribes relationships and 4. It facilitates communications.

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Organizational ChartA properly drawn organizational

chart can show, in simple and straightforward manner, the organizational arrangement of different functions by title as well as by reporting relationships.

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Organizational ChartPolice departments are organized

along military lines because of: A. The nature of work they perform, B. The conditions under which they

operate, and C. The manner in which they are

expected to perform their duties.

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Organizational Chart: Characteristics of Police Organizations

They adhere very closely to:A rigid chain of command, Specific assignment of duties and

responsibilities, and Emphasis on accountability

commensurate with authority.

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STANDARD OPERATING PROCEDURES

• Although individual discretion is inherent in the nature of police function:

• Standard Operating Procedures are used to prescribe how routine as well as how extraordinary situations are to be handled.

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ORGANIZING• It is the process of grouping together

people, things, function, activities, or processes according to some logical or systematic plan or procedure so that work is carried out in the most effective and efficient manner.

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ORGANIZING

• In other words, the process of organizing helps to ensure that work is carried out in the most effective manner by achieving maximum benefits out of available resources.

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ORGANIZATION

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

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SIMPLE ORGANIZATIONAL PLAN

An organization plan should be simple enough to be clearly understood by all concerned, yet detailed enough to provide clear lines of authority and responsibility.

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SIMPLE ORGANIZATIONAL PLAN

Overly complex structures• thwart the free flow of

communication,• confuse organizational relationships,• hamper unity of operation, and • impede the proper coordination of

operations.

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ORGANIZATIONAL CHART• One of the simplest and most

effective ways to delineate duties and responsibilities is to prepare an organizational chart that clearly depicts organizational relationships and lines of authority.

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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.

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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.

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ORGANIZATIONAL CHART

• A properly drawn organizational chart can show, in simple and straightforward manner, the organizational arrangement of different functions by title as well as reporting relationships.

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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.

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Organizational Chart

The larger an organization grows, the more complex its organizational structure becomes.

There is no way to avoid this, unfortunately.

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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.

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

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Grouping of tasks also helps to ensure that persons assigned to specific tasks will be familiar with the manner in which they are to be performed.

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Organizing by Function

• A basic principle of organization groups • similar tasks, • job assignments, and • functions together and • places them under a single

supervisor or command officer.

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Organizing by FunctionOrganizing by function helps to

promote efficiency and eliminate duplication of effort.

It also promotes logic and clarity in the organizational structure.

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In the police organization, tasks are normally grouped according to their function, process, method, or clientele.

They may also be organized according to geographic area (police districts or precincts) and by time of day (patrol shifts)

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Organization by Area

• COP

• District 1 District 2 District 3

• Can also be organized by Precincts

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Organization by Time of Day

• Assignment

• By Shifts COP

• • 1st Shift 2nd Shift 3rd Shift

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• In the police organization, responsibility for carrying out the basic police functions is normally assigned to a single organizational element usually called the patrol bureau, field operations division, or similar designations.

Organization of Structure by PCP

CHIEF OF POLICE

• PCP’s

•

• 1 2 3 4 5 6 7

cCCCccopocoppCCCCOPC

C

1

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Organization by as few as 20 to about 100 personnel

• Chief of Police

• Planning, Training, iNSPECTION

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• UNIFORMED CRIMINAL INVESTIGATION SERVICE DIVISION•

Patrol •

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• Shift 1

• Shift 2•

• Shift 3 Organization by function

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• Located within the same organizational element may be other support units or specialized functions such as traffic bureau, parking enforcement unit, tactical operation team and so on.

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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.

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Line and Staff Functions

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

• Line functions – those designed to meet the basic police mission, such as patrol, traffic and criminal investigation.

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Staff Functions• Staff functions are those that exist

to support the line functions, either directly or indirectly. Ex: Logistics, Finance, Crime Research and Statistics, etc.

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Chain of Command

• Information must be transmitted through the organizational structure in a significant manner in order to ensure that all concerned personnel will be properly informed.

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Chain of Command

• The chain of command permits each person in the hierarchy of authority to take appropriate action at the proper level before passing the matter upward or downward in the line of command.

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Chain of Command

Violations of the chain of command create a. internal disharmony; b. they create confusion in the minds

of subordinate as to whom they are responsible.

Frequent violations will also undermine the authority of responsible supervisors.

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Principle of the Chain of Command

The principle of chain of command helps the supervisor to establish and maintain necessary control over the actions of subordinates.

All orders and directives from higher authority should be communicated through the supervisor to his or her subordinates.

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

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• To be fully effective, the chain of command must be observed by all members of the department including command and management personnel.

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Unfortunately, they are the ones most likely to violate the chain of command, although they usually do not do so willfully or maliciously.

Often they simply forget why the chain of command is important and how their actions can affect the welfare of the organization.

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

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• The principle of chain of command holds that each successive person in the chain of command, from the first level supervisor to the chief of police, must be allowed the opportunity to deal with those incidents for which he or she is responsible.

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A person can not be held accountable if the chain of command is violated by allowing persons either below or above that person to handle the situation.

A good example of how adversely this kind of violation will affect the functioning of the organization is as follows:

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Example of violation of the Chain of Command

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

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Violation of chain of command

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

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Example: violation of the Chain of Command

• Inspector Marcelo decides to leave the two person unit in the area for another week.

• However, without the Inspector’s knowledge or consent, the patrol commander directs that they be reassigned to traffic enforcement duties in another sector.

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Violation of the chain of command

• Inspector Marcelo learns of this decision after returning to work from his two days off.• A week later, the purse snatching

return to the same level as before the directed patrol efforts were initiated.

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Example of the violation of the Chain of Command

• It was a violation of the chain of command by countermanding the orders of the responsible supervisor who had been given the responsibility to handle a particular situation.

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• In this situation, the shift commander can no longer be held accountable for the purse snatching problems at Mabini and Bonifacio Street because the patrol commander has decided that traffic enforcement elsewhere is a higher priority.

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•Not only does this kind of actions undermine the individual accountability, it also undermines the authority of the shift commander.

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• If this kind of action were to continue, it would be easy for Inspector Marcelo to simply defer all ideas and responsibility to the patrol commander and to remove himself from the decision making process.

• It is through unthinking actions such as these that police organizations often self-destruct.

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Span of Control

• The ability of one person to supervise the affairs of subordinates is limited by such factors as:

• 1. the level of difficulty of the work,• 2. whether supervision is direct and continual

3. or irregular and indirect, and • 4. the degree of judgment and initiative

exercised by the employee.

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Span of Control• A span of control that is too wide

tends to weaken the control exercised by the supervisor. • Conversely, a narrow span of

control does not provide for optimum use of available personnel.

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Span of Control

• The principle of span of control is based on the assumption that there is a limit to the number of individual that one person can effectively supervise.

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Span of Control

The optimum span of control in any organization depends upon a number of things, including:

a) the type and complexity of work being performed;

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b) the job skills, and training, and experience of those performing the work;

c) the degree of specialization involved in the work being performed; and

d) the knowledge, skill, and experiences of the supervisor.

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Span of Control

The span of control in any organization should never be too broad nor too narrow.

A broad span of control is undesirable because it inhibits the ability of the supervisor to

1. effectively direct, 2. monitor, and 3. control the work of subordinates.

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Span of Control

• A span of control that is too narrow, on the other hand, does not provide for the most efficient use of available resources.

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Span of ControlGenerally speaking, a span of control greater than

eight (8) would probably be considered excessive in a patrol force. Given the:

1.duties performed by patrol officers, 2. the volume and nature of calls for service,3. as well as the other duties being performed by the

supervisor, it is highly unlikely that a single supervisor could effectively supervise more than eight patrol officers.

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SPAN OF CONTROL• First Level of Supervision

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First and Second Level of Supervision

• Second level of Supervision

• First Level of supervision

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Principle of Unity of Command

• In any situation, there must be only one person in command. In putting it quite simply, there can be but one captain if the ship is to remain on its course.

• Each person should be responsible to only one person in the organization.

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Each person in the organization should know clearly to whom he or she is responsible.

Department policies should specify who is in command in any given situation.

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• It is based on the belief that “an individual should be responsible to one and only one person at any given time and in any given situation.”

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• It recognizes that a person cannot function effectively if he or she is expected to receive and follow orders from more than one person at a time.

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Principle of unity of Command

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

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Principle of unity of Command

• It is important in the police organization that lines of authority and responsibility be clearly delineated so that everyone knows to whom they are responsible at all times.

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Instances when principle of unity of command may be modified

• When members of two or more operating units (Ex. Patrol and Traffic) operate together in a tactical situation under the command of a single supervisor.

• Under such circumstances, patrol officers may be placed under the command of a supervisor of another organizational unit for the purpose of the situation at hand.

• Once the situation has been resolved and individual operating units return to their normal duties, the principle of unit of command would once more apply.

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Purposes of Principle of Unity of Command

1. Eliminate the possibility of conflicting and contradictory orders that would interfere with the smooth and effective functioning of the unit.

2. A secondary purpose is to ensure that supervisors and command officers do not overstep their authority by attempting to issue orders to persons who do not report to them.

3. This also helps to eliminate any doubt in the mind of the patrol officer as to who is in charge in any situation and whose orders are to be followed.

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Functional and Administrative Supervision

Functional Supervision – is exercised by the person who is formally assigned to supervise or command a unit according to the organizational chart or established directive.

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Administrative Supervision

• Administrative Supervision -- is exercised by the person who is in charge of a particular function at a particular time and place.

• Ex. In a small police station, the senior dispatcher may be responsible for supervising the dispatching function and all subordinate dispatchers are responsible to the senior dispatcher.

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Administrative Supervision• However, at any time of the day that the

senior dispatcher is not on duty, the duty dispatcher reports to and is under the supervision of the shift supervisor, who is not in the dispatcher chain of command.

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The Informal Organization

The formal structure of the organization is that which is presented in the organizational chart.

The chart represents how the organization functions in a formal sense by delineating lines of authority, responsibility and communication flow.

The chart does not, however, show how things work informally within the organization.

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The Informal OrganizationThe informal organization is just as important as the

formal organization, since it reflects the department as it actually exists.

In a sense the informal organization represents the human side of the organization.

At times, there may be a big difference between how the organization is supposed to function according to the organization chart and how it actually operates according to the informal organization.

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The Informal OrganizationThe informal organization plays a very

vital role in the functioning of the organization, and its existence should not be seen as an adverse consequence or as a failure of management.

Informal organization operates in any formal organization and can, if treated properly, contribute to effective management.

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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.

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Delegation of AuthorityThe effective manager is one who

recognizes his or her own limitations and who can rely upon subordinates to get the job done.

Failure to delegate is harmful to the organization and to the members of the organization.

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DELEGATION OF AUTHORITY

Failure to delegate creates a bottleneck at the top of the organization because decisions cannot be made in a timely manner in the absence of the manager.

When only the manager can make decisions, no one else has much anything to do.

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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.

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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.

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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.

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Decision Making• Police administrators make decisions of

all kinds and of varying degrees of importance every day.

• The successful manager is usually the one who makes the best decisions.

• That is, the outcomes turn out to be favorable to the organization.

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Decision Making

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

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• A good decision makes the manager look good. In many cases, however, the decision is little more than a calculated gamble. The manager makes the decision based upon what he or she thinks or hopes will happen.

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Decision Making• Whether a decision is good or bad depends upon

what happens as a result of the decision.• When the desired outcome is produced by the

decision, then the decision is viewed as a good one. • When negative consequences result, the decision,

is seen as a poor one. • Often, however, the final outcome may be beyond

the control of the manager and the decision, when, viewed from the context within which it was made, was probably a reasonably good one.

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Decision Making• The key to good decision making is the ability to

objectively and rationally evaluate alternative courses of action and to anticipate the outcome that will be produced by a particular action.

• Too often, managers make decisions on the basis of emotion and personal bias rather than on an objective evaluation of the facts.

• They act hastily and react to pressures of the moment rather than think the situation on through logically.

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Internal Controls• Internal control mechanisms are necessary to

ensure that the police organization operates in accordance with established operating policies and procedures.

• Proper training and effective supervision are two of the fundamental ways to ensure that proper operating procedures are being observed.

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Internal Controls• However, violations and lapses will

still occur from time to time. • These often do not create a problem

and are easily corrected when they are observed.

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Internal Controls Many police agencies make it possible to assign

patrol officers to specific geographical areas of responsibility.

In most cases, officers are allowed to leave the area only to back up a car in an adjacent area.

Or to handle an assigned car or for another authorized purpose.

They are not allowed to routinely wander from their assigned area whenever the mood strikes them.

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Internal ControlsAlthough beat discipline may not be enforced rigidly in

all cases, laxity on the part of a supervisor to reinforce the beat-assignment policy can result in a total breakdown of that policy.

Over time this can have serious effects, such as when an officer is found to be some distance from the assigned beat and unable to handle an emergency call.

Internal controls are in place to make sure that this kind of deviation from established policy does not go unchecked.

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Planning• The effective police manager must be a

good planner and must be able to instill proper planning techniques in the police organization.

• Too much depends upon police performance to allow police activities to be conducted in a haphazard, unsystematic manner.

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PlanningPlanning can be viewed as the process of

looking ahead to determine what actions need to be taken for the organization to accomplish its specified goals.

This definition assumes that the organization itself has identified goals. Without goals, the planning process lacks meaning and substance.

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PlanningPlans consist of a series of decisions. Each

time a decision is made, others are presented.

For patrol purposes, planning may consist of determining how to attack a specific crime problem, which in turn may lead to decisions about resources.

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PLANNINGHow many? What kind? How should

they be deployed? These are the kinds of decisions that

are made by the patrol manager on a regular basis, even though they may not be recognized as being part of the planning process.

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PlanningPlanning should be the cornerstone of the decision

making process. 1. For every problem encountered, 2. for every new programs to be implemented, 3. for every policy or procedure to be developed, the police administrator may be faced with several

alternative course of action. Planning is the means by which the best course of

action can be chosen.

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PlanningPlanning should not be the sole

responsibility of a single person or unit within a police agency, but should be viewed as a basic responsibility of all management and supervisory personnel.

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Elements in PlanningPlanning usually consist of several distinct

elements as follows: 1. Problem Identification. Planning usually

begins with the identification of a specific problem to be solved, such as the need to provide expanded police protection during a large demonstration or similar gathering. The exact nature and scope of the problem must be clearly understood.

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Elements in Planning2. Determining Objectives –The agency must have the objectives

of the planning process in mind when analyzing the problem.

In the example cited previously, the objectives would probably include:

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Elements in Planning(a) ensuring maximum public protection

and safety, (b) providing for the speedy and safe

passage of vehicular and pedestrian traffic through or around the demonstration area,

(c) guarding against outbreaks of violence or lawlessness.

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Determine objectives

• Once the objectives of the planning process have been identified, planning may proceed in an orderly fashion.

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3. Establish the Facts3. Establish the Facts- The third step in the

planning process entails “the gathering of all relevant information concerning the problem under consideration.”

Information concerning: who, what, when, where, and how must

be obtained.

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Establishing the Facts• Using the same example previously cited,

information may be needed concerning a) the number of persons expected to attend

the demonstration, b) the nature of the groups involved and

their purpose for demonstrating, c) intelligence information about previous

demonstrations involving the same groups.

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4. Determine Alternative Courses of Actions

Most good plans involve more than one course of action.

Although a primary course may be chosen, it is important to provide suitable alternatives in the event that the primary course proves unworkable.

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Implementing the Plan

5. Implementation of the plan should involve representatives of all groups or units likely to be affected by the plan.

Coordination of activities is essential.

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Implementing the PlanInvolved units or groups must be provided

with advance information concerning what is to be done, scheduling of activities, and expected results.

Ample opportunity should be provided for reaction to the plan by affected participants, and amendments to the plan, if necessary.

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6. Evaluating ResultsVery few things go exactly as planned. Minor and sometimes major changes in

the plan may be necessary as the plan unfolds.

For this reason, it is important that the plan and its results be carefully evaluated on an ongoing basis.

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6. Evaluating ResultsSpecific provisions should be made “to obtain

feedback” from plan participants during and after the planned action in order to improve operations in the future.

Evaluation may be a highly formalized process, or a rather simple one, but it is important that “feedback concerning the suitability of the planning process and its outcome be obtained.”

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1.3 Commander and Staff

• All orders from a higher commander to a subordinate unit are issued by the commander of the highest unit to the commander of the next subordinate unit.

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When a superior in the chain of command assigns a subordinate a mission, he also delegates the necessary authority for the subordinate to accomplish the mission.

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• Command responsibility works in 2 directions:

While the commander is responsible to his superiors for mission accomplishment, he also has a responsibility to his subordinates.

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Command Responsibility

Having delegated authority to his subordinates, the commander must provide them with:• the necessary guidance,• resources, (including time), and • support needed to accomplish their

mission.

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Command Responsibility

• However, the superior retains overall responsibility for the accomplishment of the mission.

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1.4 Command Relationships

• Command responsibility and authority are established through the following standard relationships:

• Organic. A unit that forms an essential part of the command and is listed in its table of organization and equipment or table of distribution and allowances.

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1.4. Command Relationships

• Assigned. A unit that is placed in an organization on a permanent basis and is controlled and administered by the organization to which it is assigned for its primary functions or the greater portion of its functions.

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1. 4 Command Relationships

Attached. A unit that is placed in an organization on a temporary basis.

Although subject to limitations specified in the attachment order, the commander to which the units is attached exercises the same degree of command and control, as well as responsibility for the attached unit as he does over units organic to his command.

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1.5 Support Relationships

Support relationships are established to define specific relationships and responsibilities between supporting and supported units.

Command responsibility for logistics support, and the authority to reorganize or reassign component elements of a supporting force remains with the higher headquarters or parent unit unless otherwise specified.

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1.6 – Deputy Commanders

• Each commander establishes definite procedures for using deputy commanders.

• He prescribe their roles, their duties, and their relationships with the chief of staff, the staff and commanders of subordinate units.

• The commander informs them of his plans, intentions, goals and problems, and the chief of staff provides them information on the status of staff actions.

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Deputy Commanders

• Deputy commanders are members of the command group.

• They assume command functions as directed by the commander or in his absence.

• They normally function within specific area of interest and responsibility as directed by the commander.

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POLICIES RELATIVE TO DEPUTY COMMANDERS

• In the PNP, the Deputy Chief for Administration (TDCA)shall have supervisory authority over the following members of the Directorial Staff: • The Director for Personnel and

Records Management (TDPRM)

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POLICIES RE-DEPUTY COMMANDERS

• The Director for Human Resource and Doctrine Development (TDHRDD)• The Director for Logistics (TDL)

161

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)

162

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);

163

POLICIES RE - TDCO

• The Director for Plans (TDPL)• The Director for Police-

Community Relations (TDPCR);• The Director for Investigation

and Detective Management (TDIDM)

164

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.

165

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.

166

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.

167

THE STAFF

The Staff assists the commander in decision making by:

1. acquiring, 2. analyzing, 3. coordinating information

168

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.

169

STAFF is defined as

•is a single, cohesive unit organized to assist the commander in accomplishing the mission.

170

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.

171

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

172

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.

173

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.

174

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 .

175

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.

176

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.

177

The Staff• Care must be taken, in cases of

direct access of staff officers to the commander, to keep the chief of staff informed.

178

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.

179

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.

180

Improving Efficiency3. 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.

181

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.

182

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.

183

Delegated Authority

The assignment of staff responsibility carries no connotation of authority over other staff officers or over other elements of the command.

184

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.

185

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.

186

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.

187

Staff Relationship with lower commands. . .

Staff officers supervise the implementation/execution of orders or instructions issued or approved by the commander .

188

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.

189

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.

190

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

191


• The staff must be concerned continually with support for the subordinate units and must establish an effective professional relationship with subordinate commanders and staffs.

192


• 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.

193


• 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.

194


Normally, all orders from a higher headquarters requiring or prescribing actions by a subordinate unit command are issued by authority of the higher commander.

195


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.

196

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.

197

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.

198

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

199

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.

200

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.

201

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.

202

Staff OrganizationBroad 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.

203

Staff Organization

•Laws and Regulations = RA 6975, RA 8551, NAPOLCOM Issuances, DILG Directives, etc

204

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.

205

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.

206

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.

207

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.

208

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.

209

Staff Structure

• A staff section chief may delegate authority for supervision of functional activities to officers and non-commissioned officers in the section.

210

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.

211

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.

212

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.

213

Realities in Actual Practice PNP wide

•ACTUAL PRACTICE IN THE PHILIPPINE NATIONAL POLICE

214

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.

215

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)

216

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)

217

Directorates

• The Director for Intelligence shall have functional authority over Intelligence Group (IG) and Police Security and Protection Office (PSPO).

218

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).

219

The Directorates

• The Director for Police Community Relations shall have functional authority over the Police Community Relations Group (PCRG).

220

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).

221

Functional Authority

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

222

DIRECTORATES• The Directorate for Information

Technology Management has supervisory authority over the Computer Service (CS) and Communications and Electronic Service (CES).

223

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.

224

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.

225

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;

226

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;

227

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.

228

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.

229

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.

230

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.

231

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.

232

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.

233

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

234

LIAISON OFFICERS

• Liaison Officers are representatives of the commander. • They work under the direction of

the chief of staff.

235

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.

236

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.

237

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.

238

Chief of Staff3. Representing the commander

when authorized.4. Maintaining the master policy

file and monitoring the SOP.5. Ensuring that required liaison is

established.

239

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.)

240

Chief of Staff• 7. Exercise direct supervision of

the command and its operations in the following.

241

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.

242

The Chief of Staff • He reviews staff actions to

ensure that they are adequate, coordinated, and designed to produce the commander’s intended result.

243

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.

244

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.

245

Personnel Officer

• The personnel officer is the principal staff officer for the commander on all matters concerning human resources.

246

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.

247

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

248

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

249

Intelligence Officer

• The Intelligence officer is the principal staff officer for the commander on all intelligence matters.

250

Intel Officer

• The Intelligence officer acquires intelligence information and data; analysis and evaluates the information and data; and present the assessment to the commander.

251

Intelligence OfficerThe Intelligence Officer has primary

coordinating responsibility for the following areas:

1. Production of intelligence2. Counterintelligence and Security, 3. Intelligence Operations4. Intelligence Training and Education

252

Intelligence5. Foreign Intelligence6. Intelligence Management7. Directives to Lower Units8. Reports and Correspondence9. Liaison Activities Re Intelligence

Ops

253

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.

254

Operations Officer

• The Operations Officer has primary responsibility for the following areas:

• Operating Program and Budget• Program of Action• Operations Plans and Budget

255

Operations

• Preliminary Operating Program and Budget Estimate• Approval of Plans for Major

Operations• Reports and Other Correspondence

on result of Operations

256

Operations Officer

• Accomplishment Report• Law Enforcement • Internal Security Operations• Special Operations

257

Operations

• Operations Management• Deployment of Troops• Deployment of Troops during

strikes/crowd dispersal control at NHQ PNP Level

258

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

259

Operations

• Disposition of Recovered vehicles• Firearms and Explosive Matters• SAGSD Matters• Dispatch of Air Assets

260

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.

261

Logistics Officer

• The logistics officer has primary coordinating staff responsibility for the following areas:• Mobility • Firepower • Real Property Management

262

Logistics

• General Support • Logistics Plans and Programs• Other Services• Additional Functions

263

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.

264

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

265

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

266

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.

267

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

268

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

269

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

270

Research and Development

• Coordination with other GOs/NGOs to facilitate required T&E on specific items

• Accreditation of Suppliers, Manufacturers and Dealers

271

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

272

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

273

Special Staff Officers

• Engineer• Surgeon• Dentist These officers assist the commander in

their professional, technical, and other functional areas.

274

Dental OfficerThe 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.

275

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.

276

Chaplain1. 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.

277

Chaplain

5. Organizing and providing religious support activities, religious education programs and religious training conferences for assigned personnel.

278

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 planning5. Real estate management6. Engineering Design

279

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.

280

STAFF ACTIVITIES

281

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.

282

Staff Writing• Plans and orders, disposition

forms, memorandums, letters, endorsements, information papers, messages and staff studies are examples of frequently used written communications.

283

Staff Writing• Staff Writing is a means of

communicating ideas to the commander, lower unit commanders and other staff officers.

284

Staff Writing

•Effective writing should convey the writer’s exact meaning and not be subject to misinterpretation.

285

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

286

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.

287

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.

288

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.

289

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?

290

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.

291

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.

292

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.

293


• The commander provides information from his experience or knowledge, and assigns responsibility for the study.

294


• Adequate command guidance facilitates arriving at an appropriate solution to the problem and precludes wasted effort.

295


• 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.

296


• 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.

297

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.

298

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.

299

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.

300

Specific Coordination Procedures includes

2. Prompt distribution of essential information, decisions, and orders within and among headquarter staff section.

301

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

302

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.

303

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.

304

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.

305

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.

306

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.

307

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.

308

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.

309

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.

310

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.

311

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.

312

LiaisonLiaison 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.

313

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.

314

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.

315

Information Dissemination• 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.

316

Information Dissemination• 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.

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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.

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ADMINISTRATIVE PROCEDURES

are used to provide continuity for completed staff actions:

• Policy file• Records• Organization and functions manual• Staff guide• Standard operating procedure workbooks.

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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.

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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.

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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.

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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.

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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.

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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.

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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.

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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.

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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.

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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.

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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.

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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:

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Providing Information • Collecting information from all

available sources.• Collating and analyzing information

in their respective areas of responsibilities.• Disseminating the latest

information.

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MAKING ESTIMATES

• The staff prepares estimates to assist the commander in decision making.

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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.

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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.

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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.

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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.

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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.

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Making Recommendations

• The recommendation should be stated in a form that requires only the commander’s approval.

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PREPARING PLANS AND ORDERS-

• The staff prepares plans and orders to carry out the commander’s decisions ensuring coordination of all necessary details.

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Preparing Plans and Orders

• The commander may delegate authority to the staff officers to issue plans and orders without his personal approval.

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Preparing Plans and OrdersA 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.

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STAFF SUPERVISION

• Relieves the commander of much details,• Keeps the staff informed of

the situation,

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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.

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SupervisionIt 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.

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SUPERVISION

• Supervision is accomplished through analysis of reports, messages, and staff visits.

Documents

Command and Staff