Module 6.6: Line and Staff Functions in Police Organization

I. Line Functions

Definition: Line functions are those that carry out the primary objectives of the organization. They are the "front line" services that directly impact the public.

In a police organization, the primary objectives are crime prevention, crime investigation and suppression, and the maintenance of peace and order. Therefore, line functions are the core law enforcement activities.

A. Who Performs Line Functions?

Patrol Officers: The backbone of the police service. Their presence is the most direct form of crime prevention and community service.
Investigators/Detectives: They follow up on crimes that have already occurred, gather evidence, and work towards identifying and apprehending offenders.
Traffic Officers: They manage traffic, enforce traffic laws, and investigate accidents.
Special Operations Units (e.g., SAF, SWAT): They handle high-risk situations that regular police units are not equipped or trained to manage.

B. Characteristics of Line Functions

Direct Command Authority: Line personnel have the authority to give orders down the chain of command (e.g., a Police Major in a patrol division can give orders to a Police Captain).
Public-Facing: They are the members of the police force who interact most directly and frequently with the public.
Measure of Success: The performance of line functions is the primary measure of a police department's success.

Structure: A police organization composed entirely of line functions would be a simple hierarchy, like a small town police department where the Chief and all the officers are directly involved in patrol and investigation.

III. Auxiliary Functions

Definition: Auxiliary functions provide logistical and essential support services to both line and staff personnel. They handle the practical, "housekeeping" tasks that the organization needs to function from day to day.

If line personnel are the "doers" and staff are the "thinkers," auxiliary personnel are the "supporters" who provide the tools and services for everyone else.

A. Who Performs Auxiliary Functions?

Communications Officers/Dispatchers: They manage the 911 system and dispatch patrol cars.
Records Clerks (DPRM): They manage the vast system of personnel records, criminal records, and reports.
Crime Lab Technicians (Forensic Group): They process and analyze physical evidence collected by line officers.
Supply Officers (Directorate for Logistics): They are responsible for procuring, storing, and distributing all police equipment, from patrol cars and firearms to office supplies.
Mechanics and Maintenance Staff: They maintain the police vehicle fleet and facilities.
IT Personnel (ITMS): They manage the computer networks, radios, and other technology used by the force.

B. Characteristics of Auxiliary Functions

Service-Oriented: Their primary role is to provide a service to the rest of the organization.
Indirect Impact: Their work is crucial but has an indirect impact on crime fighting. For example, a well-maintained patrol car (auxiliary function) allows a patrol officer (line function) to respond to calls effectively.
Foundational: Without effective auxiliary functions, the entire police organization would quickly grind to a halt.

Summary: Line, Staff, and Auxiliary Functions

Function Type	Purpose	Activity	Example Personnel
Line	Achieve primary objectives	Law Enforcement Operations	Patrol Officer, CIDG Detective, SAF Trooper
Staff	Support the line	Planning, Advice, Research	Planning Officer, Legal Officer, DI Analyst
Auxiliary	Support the whole organization	Logistical & Technical Services	Dispatcher, Records Clerk, Supply Officer

Introduction

In any large organization, not everyone is directly involved in the primary mission. Some members perform the core work, while others provide support, advice, and essential services. Police organizations are no different. They are structured around three types of functions: line, staff, and auxiliary. This module will clearly define these roles, provide examples of each within the PNP, and explain how their coordination is essential for the overall success of the police force.

Key Learning Objectives:

Define and differentiate between line, staff, and auxiliary functions.
Identify which PNP units and personnel perform line functions.
Provide examples of staff functions and their importance.
Explain the role of auxiliary functions in supporting police operations.
Analyze the potential for conflict between line and staff personnel.

II. Staff Functions

Definition: Staff functions are those that support the line functions by providing advice, planning, and specialized expertise. They are not directly involved in law enforcement operations but are essential for making those operations effective.

Staff personnel are "thinkers" and "planners" who assist the line commanders in making informed decisions.

A. Who Performs Staff Functions?

The Directorial Staff (D-Staff) at NHQ:
- The Directorate for Plans (DPL) formulates policies and strategic plans for the entire PNP.
- The Directorate for Intelligence (DI) provides analysis and intelligence briefings to commanders.
- The Directorate for Police-Community Relations (DPCR) develops programs to improve the relationship between the police and the community.
Legal Officers (Legal Service): They provide legal advice to the command and represent the PNP in legal proceedings.
Planning Officers: They analyze crime data and develop operational plans for line units.
Budget Officers (Directorate for Comptrollership): They prepare and manage the department's budget.

B. Characteristics of Staff Functions

Advisory in Nature: Staff personnel do not have command authority over line personnel. They can only advise and make recommendations to the commanders, who then issue the orders.
Specialized Knowledge: Staff officers are often experts in their specific fields (e.g., law, finance, data analysis).
Future-Oriented: Much of their work involves planning for future operations and anticipating future needs.

Board Exam Tip: A key distinction is authority. Line authority is the right to command. Staff authority is the right to advise. A planning officer cannot order a patrol captain to change his patrol routes, but he can advise the Chief of Police to do so.

IV. The Interplay and Potential for Conflict

In a well-functioning organization, line, staff, and auxiliary personnel work together seamlessly.

Staff plans an operation based on intelligence.
Auxiliary units provide the necessary equipment and communications.
Line units execute the operation.

Line-Staff Conflict

A common organizational problem is conflict between line and staff personnel.

Line Perspective: May see staff personnel as "ivory tower" theorists who are out of touch with the realities of police work on the street. They may resent getting advice from people who don't have to face the dangers they do.
Staff Perspective: May see line personnel as "stubborn" and resistant to new ideas and better methods. They may become frustrated when their well-researched plans are ignored or poorly implemented.

Mitigating Conflict: Good police leadership is key to mitigating this conflict. Commanders must ensure that:

Staff personnel spend time in the field to understand line problems.
Line personnel are involved in the planning process.
The value of both functions is clearly communicated and recognized.

Conclusion

The concepts of line, staff, and auxiliary functions are fundamental to understanding how a police organization is structured and managed. Line functions are the heart of the police mission. Staff functions provide the brainpower and planning. Auxiliary functions provide the logistical backbone. No single function is more important than the others; they are three legs of a stool that must work in harmony to support the entire organization.