POLICE OPERATIONAL PLANNING In this chapter the basic

POLICE OPERATIONAL PLANNING In this chapter, the basic concepts in POLICE planning are being discussed to reinforce the topics in the previous chapters. This is so because the word PLANNING became a common terminology in Police Organizations, in Police Management and Administration as well as in the other fields of Criminal Justice.

Police administrators sometimes do not appreciate the importance of planning because of the pattern of career development. It is ironic that the pattern of career development for typical police managers carries with it seeds that sometimes blossom into a negative view of planning. However, planning is an integral element of good management and good decision-making. Management needs to anticipate and shape events; it is weak if it merely responds to them.

What is a Plan? A plan is an organize schedule or sequence by methodical activities intended to attain a goal and objectives for the accomplishment of mission or assignment. It is a method or way of doing something in order to attain objectives. Plan provides answer to 5 W’s and 1 H. What is Planning? Hudzik and Cordner defined planning as “thinking about the future, thinking about what we want the future would be, and thinking about what we need to do now to achieve it. ”

Planning is a management function concerned with visualizing future situations, making estimates concerning them, identifying issues, needs and potential danger points, analyzing and evaluating the alternative ways and means for reaching desired goals according to a certain schedule, estimating the necessary funds, and resources to do the work, and initiating action in time to prepare what may be needed to cope with the changing conditions and contingent events.

What is Police Planning? Police Planning is an attempt by police administrators in trying to allocate anticipated resources to meet anticipated service demands. It is the systematic and orderly determination of facts and events as basis for policy formulation and decision affecting law enforcement management.

What is Operational Planning? • Operational Planning is the use of rational design or pattern for all departmental undertaking rather than relying on change in an operational environment. It is the preparation and development of procedures and techniques in accomplishing of each of the primary tasks and functions of an organization.

What is Police Operational Planning? • Police Operational Planning is the act of determining policies and guidelines for police activities and operations and providing controls and safeguards for such activities and operations in the department. It may also be the process of formulating coordinated sequence of methodical activities and allocation of resources to the line units of the police organization for the attainment of the mandated objectives or goals. • Objectives are a specific commitment to achieve a measurable result within a specific period of time. Goals are general statement of intention and typically with time horizon, or it is an achievable end state that can be measured and observed. Making choices about goals is one of the most important aspects of planning. Relate this definitions with their description as defined in chapter one.

• The process of police operational planning involves strategies or tactics, procedures, policies or guidelines. A Strategy is a broad design or method; or a plan to attain a stated goal or objectives. Tactics are specific design, method or course of action to attain a particular objective in consonance with strategy. Procedures are sequences of activities to reach a point or to attain what is desired. A policy is a product of prudence or wisdom in the management of human affairs, or policy is a course of action which could be a program of actions adopted by an individual, group, organization, or government, or the set of principles on which they are based. Guidelines are rules of action for the rank and file to show them how they are expected to obtain the desired effect.

STRATEGIC PLANNING Strategic planning is a series of preliminary decisions on a framework, which in turn guides subsequent decisions that generate the nature and direction of an organization. This is usually long range in nature. The reasons for Strategic Planning are:

1. VISION – A vision of what a police department should be. 2. LONG-RANGE THINKING – Keeping in mind that strategy is deciding where we want to be 3. STRATEGIC FOCUS 4. CONGRUENCE 5. A STRATEGIC RESPONSE TO CHANGE 6. STRATEGIC FRAMEWORK

What is the Strategic Planning process? • • TASK 1 – Develop Mission and Objectives TASK 2 – Diagnose Environmental Threats and Opportunities TASK 3 – Assess Organizational Strengths and Weaknesses TASK 4 – Generate Alternative Strategies TASK 5 – Develop Strategic Plan TASK 6 - Develop Tactical Plan TASK 7 – Assess Results of Strategic and Tactical Plan TASK 8 – Repeat Planning Process

In the process, the police administrator can use the potent tool of alternatives. Alternatives (options) are means by which goals and objectives can be attained. They maybe policies, strategies or specific actions aimed at eliminating a problem. Alternative do not have to be substitutes for one another or should perform the same function. For example, our goal is to “improve officer-survival skills. ” The plan is to train the officers on militaristic and combat shooting. The alternatives could be: Alternative 1 2 3 4 – – modify police vehicles issuing bulletproof vests utilizing computer assisted dispatch system increasing first-line supervision, etc

FUNDAMENTALS OF POLICE PLANNING What are the Objectives of Police Planning? 1. To increase the chances of success by focusing on results and not so much on the objectives. 2. To force analytical thinking and evaluation of alternatives for better decisions. 3. To establish a framework for decision making consistent with the goal of the organization. 4. To orient people to action instead of reaction. 5. To modify the day-to-day style of operation to future management. 6. To provide decision making with flexibility. 7. To provide basis for measuring original accomplishments or individual performance. 8. To increase employee and personnel involvement and to improve communication.

What can be expected in planning? 1. 2. 3. 4. 5. 6. 7. 8. 9. Improve analysis of problems Provide better information for decision-making Help to clarify goals, objectives, priorities Result is more effective allocation of resources Improve inter-and intradepartmental cooperation and coordination Improve the performance of programs Give the police department a clear sense of direction Provide the opportunity for greater public support Increase the commitment of personnel

What are the characteristics of a good police plan? 1. 2. 3. 4. 5. 6. With clearly defined Objectives or Goals. Simplicity, Directness and Clarity Flexibility Possibility of Attainment Must provide Standard of Operation Economy in terms of Resources needed for implementation

What are the guidelines in Planning? The five (5) W’s and one (1) H 1. What to do – mission/objective 2. Why to do – reason/philosophy 3. When to do – date/time 4. Where to do – place 5. Who will do – people involve 6. How to do – strategy

What are the responsibilities in Planning? • Broad External Policy Planning – is the responsibility of the legislative branch of the government. The main concern of the police in this broad external policy planning is assisting the legislature in their determining of police guideline through the passage of appropriate laws or ordinances for the police to enforce. • Internal Policy Planning – is the responsibility of the C/PNP and other chiefs of the different units or headquarters within their area of jurisdiction to achieve the objectives or mission of the police organization. They are responsible for planning, organizing, staffing, directing, coordinating, controlling, reporting and budgeting for the police organization within existing policies and available resources. For maximum police effectiveness, they shall be responsible for the technical operation of the police organization and management of its personnel.

What are the approaches in Police Planning? A variety of approaches are employed in the planning processes. Each is unique and can be understood as a method of operationalizing the word planning. There are basically five major approaches to planning which are: 1. 2. 3. 4. 5. Synoptic Approaches Incremental Approach Transactive Approach Advocacy Approach Radical Approach

What is Synoptic Planning? • Synoptic planning or the rational comprehensive approach is the dominant tradition in planning. It is also the point of departure for most other planning approaches. • This model is based on a problem-oriented approach to planning especially appropriate for police agencies. It relies heavily on the problem identification and analysis of the planning process. It can assist police administrators in formulating goals and priorities in terms that are focused on specific problems and solutions that often confront law enforcement.

Steps in Synoptic Planning • Prepare for Planning – The task of planning should be detailed in a work chart that specifies (a) what events and actions are necessary, (b) when they must take place, (c) who is to be involved in each action and for how long, and (d) how the various actions will interlock with one another. • Describe the present situation – Planning must have a mean for evaluation. Without an accurate beginning database there is no reference point on which to formulate success or failure. • Develop projections and consider alternative future states – Projections should be written with an attempt to link the current situation with the future, keeping in mind the desirable outcomes. It is important for the police executive to project the current situations into the future to determine possible, probable and desirable future states while considering the social, legislative, and political trends existing in the community.

• Identify and analyze problems – the discovery of the problems assumes that a system to monitor and evaluate the current arena is already on place. Closely related to the detection and identification of issues is the ability of the police to define the nature of the problem, that is to able to describe the magnitude, cause, duration, and the expense of the issues at hand. A complete understanding of the problem leads to the development of the means to deal with the issues. • Set goals – Making choices about goals is one of the most important aspects of planning. It makes no sense to establish a goal that does not address a specific problem. Remembering that the police departments are problem oriented, choices about goals and objectives should adhere to the synoptic model. • Identify alternative course of action – As stated earlier, alternatives are means by which goals and objectives can be attained. These are options or possible things to be done in case the main or original plan is not applicable.

Select preferred alternatives – there are three techniques to select alternative: 1. Strategic analysis – this include the study on the courses of actions; suitability studies; feasibility studies; acceptability studies; and judgment. • Suitability – each course of action is evaluated in accordance with general policies, rules and laws. • Feasibility – these include the appraisal of the effects of a number of factors weigh separately and together. • Acceptability – those judged to be suitable and feasible are then realized in acceptability studies. 2. Cost – effectiveness Analysis – This technique is sometimes called cost-benefit or cost performance analysis. The purpose of this form of selection is that the alternative chosen should maximize the ratio of benefit to cost. 3. Must-wants Analysis – This method of selecting a preferred course of action combines the strengths of both strategic and cost effectiveness analysis. Must wants analysis is concerned with both the subjective weights of suitability, feasibility, and acceptability and the objectives weights of cost versus benefits.

• Plan and carryout implementation – The police administrator must be aware that the implementation requires a great deal of tact and skill. It maybe more important how an alternative is introduced to a police department than what actually is. • Monitor and evaluate progress – Evaluation requires comparing what actually happened with what was planned for-and this may not be a simple undertaking. Feedback must be obtained concerning the results of the planning cycle, the efficiency of the implementation process, and the effectiveness of new procedures, projects or programs. This is an important step of synoptic planning, trying to figure out what, if anything happened as a result of implementing a selected alternative. • Summation of the synoptic planning approach – This can be done by making a summary of the presentation, could be tabular or other forms of presentation. • Repeat the Planning Process – repetition of the process of planning enables the planner to thresh out possible flaws in the plan.

What is Incremental Planning? Incrementalism concludes that long range and comprehensive planning are not only too difficult, but inherently bad. The problems are seen as too difficult when they are grouped together and easier to solve when they are taken one at a time and broken down into gradual adjustments over time. What is Transactive Planning? Transactive planning is carried out in face-to-face interaction with the people who are to be affected by the plan and not to an anonymous target community of beneficiaries. Techniques include field surveys and interpersonal dialogue marked by a process of mutual learning.

What is Advocacy Planning? Beneficial aspects of this approach include a greater sensitivity to the unintended and negative side effects of plans. What is Radical Planning? The first mainstream involves collective actions to achieve concrete results in the immediate future. The second mainstream is critical of large-scale social processes and how they permeate the character of social and economic life at all levels, which, in turn, determine the structure and evolution of social problems.

CONSIDERATIONS IN POLICE PLANNING 1. Primary Doctrines • • • Fundamental Doctrines – These are the basic principles in planning, organization and management of the PNP in support of the overall pursuits of the PNP Vision, Mission and strategic action plan of the attainment of the national objectives. Operational Doctrines – These are the principles and rules governing the planning, organization and direction and employment of the PNP forces in the accomplishment of basic security operational mission in the maintenance of peace and order, crime prevention and suppression, internal security and public safety operation. Functional Doctrines – These provide guidance for specialized activities of the PNP in the broad field of interest such as personnel, intelligence, operations, logistics, planning, etc.

2. Secondary Doctrines • • 3. Complimentary Doctrines – Formulated jointly by two or more bureaus in order to effect a certain operation with regard to public safety and peace and order. These essentially involve the participation of the other bureaus of the Bureau of Jail and Management and Penology (BJMP), Bureau of Fire and Protection (BFP), Philippine National Public Safety College (PPSC), National Bureau of Investigation (NBI) and other law enforcement agencies. Ethical Doctrines – These define the fundamental principles governing the rules of conduct, attitude, behavior and ethical norm of the PNP. The Principles of Police Organization The principles of organization are presented in chapter three. Theseprinciples considered are police in planning in order not to violate them but rather for the effective and efficient development of police plans.

4. The Four (4) Primal Conditions of the Police Organization • • • Authority – The right to exercise, to decide, and to command by virtue of rank and position. Doctrine – It provides for the organizations objectives. It provides the various actions. Hence, policies, procedures, rules and regulations of the organization are based on the statement of doctrines. Cooperation or Coordination Discipline – It is imposed by command or selfrestraint to insure supportive behavior.

Classifications of Police Plan According to coverage: Police Plans could be Local Plans (within police precincts, sub-stations, and stations), Regional Plans, and National Plans. According to Time: Police Plans are classified as: 1. Strategic or Long Range Plan – It relates to plan which are strategic or long range in application and it determine the organization’s original goals and strategy. Example: Police Action Plan on the Strategy DREAMS and Program P-O-L-I-C-E 2000, Three Point Agenda, and GLORIA (These are discussed on the latter part of this Chapter).

2. • • • Intermediate or Medium Range Planning – It relates to plans, which determine quantity and quality efforts and accomplishments. It refers to the process of determining the contribution on efforts that can make or provide with allocated resources. Example: 6 Masters Plans: Master Plan Sandigan-Milenyo (Anti-Crime Master Plan) Master Plan Sandugo (Support to Internal Security Operations Master Plan) Master Plan Banat (Anti-Illegal Drugs Master Plan) Master Plan Sang-ingat (Security Operations Master Plan) Master Plan Saklolo (Disaster Management Master Plan) Sangyaman (Protection and Preservtion of Environment, Cultural Properties, and Natural resources Master Plan)

3. Operational or Short Range Planning – Refers to the productions of plans, which determine the schedule of special activity and are applicable from one week or less than year duration. Plan that addresses immediate need which are specific and how it can be accomplished on time with available allocated resources. Examples of OPLANS • Oplan Jumbo – Aviation Security Group Strategic Plan against terrorist attacks • Oplan Salikop – Criminal Investigation and Detection Group (CIDG) Strategic Plan against Organized Crime Groups • LOI PAGPAPALA is the entry point in the conceptualization of the PNP Pastoral Program for the next five years with a Total Human Development Approach (THD Approach). • The TMG through its “OPLAN DISIPLINA” that resulted in the apprehension of 110, 975 persons, the confiscation of 470 unlawfully attached gadgets to vehicles, and rendering various forms of motorists’ assistance. • OPLAN BANTAY DALAMPASIGAN that sets forth the operational guidelines on the heightened security measures and sea borne security patrols.

Factors affecting Police Planning 1. 2. 3. 4. 5. 6. 7. Condition – a consideration of political atmosphere, public opinion; ideological aspirations; peace and order; national/community ethics, behavior and discipline in the area where the plan will be implemented. Time – It is the period available to establish plan before putting it into effort. Consider the time of execution/implementation, the time interval and time allowed for the revisions and modifications of plan. Resources Available – Allocation of manpower, money and materials Skills and Attitudes of Management – Refers to the level of experiences of the personnel who are involved in the preparation of the plan and those who will execute the plan. Applicability of good management principles shall be exploited. Social and Political Environment – Refers to social and political practices, which will be affected b the plan or plan affecting these practices, beliefs and norms of society. Physical Facilities – Refers to machinery, instrument or tools in the attainment of the goals of the plan. A certain system or structural designs in order to meet expected results. Collection and Analysis of Data – Ready sources and basis of good decision-making by the makers of the plan may be properly obtain through research and other means of information gathering techniques.

Parts of a Police Operational Plan 1. 2. 3. 4. 5. Security Classification Number of Copies and Pages Name of Headquarters Plan Title or Name Reference – The source of authority in formulating a plan is based on: • Organizational Policy or Guidelines • Orders of Superior Officers or Authorities • Documents, maps, books, etc. 6. Situation – General Situation and Specific Situation

7. 8. 9. 10. 11. 12. 13. Mission Task Allocation Coordinating Instructions – Refers to the manner of giving alarm or signal when encountering such problems which needs immediate action Command – Refers to the relationship between operating personnel or units with that of Police Headquarters; who to summon for assistance. Signal – Defines communication network, which is to be used during a particular operation like using passwords. Signature Distribution – Refers to what unit will be given copies of the plan. For instance, A – All units, B – Selected units, C – Very selected, and D – Only 1 unit

TYPES OF PLAN in general • Reactive Plans are developed as a result of crisis. A particular problem may occur for which the department has no plan and must quickly develop one, sometimes without careful preparation. • Proactive Plans are developed in anticipation of problems. Although not all police problems are predictable, many are, and it is possible for a police department to prepare a response in advance. • Visionary Plans are essential statements that identify the role of the police in the community and the future condition or state to which the department can aspire. A vision may also include a statement of values to be used to guide the decision making process in the department.

• Strategic Plans are designed to meet the long-range, overall goals of the organization. Such plans allow the department to adapt anticipated changes or develop a new philosophy or model of policing (e. g. community policing). One of the most important aspects of strategic planning is to focus on external environmental factors that affect the goals and objectives of the department and how they will be achieved. Important environmental factors include personnel needs, population trends, technological innovations, business trends and demand, crime problems, and community attitudes. • Operational Plans are designed to meet the specific tasks requires to implement strategic plans. There are four types of operational plan:

1. Standing Plans provide the basic framework for responding to organizational problems. The organizational vision and values, strategic statement, policies, procedures, and rules and regulations are examples of standing plans. Standing plans also include guidelines for responding to different types of incidents; for example, a civil disturbance, hostage situation, crime in progress, and felony car stops. 2. Functional Plans include the framework for the operation of the major functional units in the organization, such as patrol and investigations. It also includes the design of the structure, how different functions and units are to relate and coordinate activities, and how resources are to be allocated.

3. Operational-efficiency, effectiveness, and productivity plans are essentially the measures or comparisons to be used to assess police activities and behavior (outputs) and results (outcomes). If one of the goals of the police department is to reduce the crime rate, any change that occurs can be compared to past crime rates in the same community or crime in other communities, a state, or the nation. If the crime rates were reduced while holding or reducing costs, it would reflect an improvement not only in effectiveness but also in departmental productivity. 4. Time-specific Plans are concerned with specific purpose and conclude when an objective is accomplished or a problem is solved. Specific police programs or projects such as drug crackdown, crime prevention program, and neighborhood clean-up campaign are good examples of time-specific plans.

KINDS OF POLICE PLANS • Policy and Procedural Plans – to properly achieve the administrative planning responsibility within in the unit, the Commander shall develop unit plans relating to: (a) policies or procedure; (b) tactics; (c) operations; (d) extra-office activities; and (e) management. Further, standard-operating procedures shall be planned to guide members in routine and field operations and in some special operations in accordance with the following procedures: Field Procedure – Procedures intended to be used in all situations of all kinds shall be outlined as a guide to officers and men in the field. Examples o these procedures are those related to reporting, to dispatching, to raids, arrest, stopping suspicious persons, receiving complaints, touring beats, and investigation of crimes. The use of physical force and clubs, restraining devices, firearms, tear gas and the like shall, in dealing with groups or individuals, shall also be outlined.

Headquarters Procedures – Included in these procedures are the duties of the dispatcher, jailer, matron, and other personnel concerned which may be reflected in the duty manual. Procedures that involve coordinated action on activity of several offices, however, shall be established separately as in the case of using telephone for local or long distance calls, the radio teletype, and other similar devices. Special Operation Procedures – Certain special operations also necessitate the preparation of procedures as guides. Included are the operation of the special unit charged with the searching and preservation of physical evidence at the crime scenes and accidents, the control o licenses, dissemination of information about wanted persons, inspection of the PNP headquarters, and the like.

• Tactical Plans – These are the procedures for coping with specific situations at known locations. Included in this category are plans for dealing with an attack against buildings with alarm systems and an attack against the PNP headquarters by lawless elements. Plans shall be likewise be made for blockade and jail emergencies and for special community events, such as longer public meetings, athletic contests, parades, religious activities, carnivals, strikes, demonstrations, and other street affairs. • Operational Plans – these are plans for the operations of special divisions like the patrol, detective, traffic, fire and juvenile divisions. Operational plans shall be prepared to accomplish each of the primary police tasks. For example, patrol activities must be planned, the force must be distributed among the shifts and territorially among beats, in proportion to the needs of the service, and special details must be planned to meet unexpected needs. Likewise in the crime prevention and in traffic, juvenile and

vice control, campaigns must be planned and assignments made to assure the accomplishment of the police purpose in meeting both average and regular needs. Each division or unit has primary responsibility to plan operations in its field and also to execute the plans, either by its own personnel or, as staff agency, by utilizing members of the other divisions. Plans for operations of special division consist of two types, namely: (1) those designed to meet everyday, yeararound needs, which are the regular operating program of the divisions; and (2) those designed to meet usual needs, the result of intermittent and usually unexpected variations in activities that demand their attention.

Regular Operating Programs – these operating division/units shall have specific plans to meet current needs. The manpower shall be distributed throughout the area of jurisdiction in proportion to need. Assignments schedules shall be prepared that integrate such factors as relief days, lunch periods, hours, nature, and location of regular work. Plans shall assure suitable supervision, which become difficult when the regular assignment is integrated to deal with this short time periodic needs. Meeting usual needs – the usual needs may arise in any field of police activity and nearly always met in the detective, vise and juvenile division by temporary readjustment of regular assignment.

• Extra-office Plans – the active interest and the participation of individual citizen is also a vital to the success of the PNP programs that the PNP shall continuously seek to motivate, promote and maintain an active public concern in its affairs. These are plans made to organize the community to assist in the accomplishment of objectives in the fields of traffic control, organize crime, and juvenile delinquency prevention. The organization may be called safety councils for crime commissions and community councils for the delinquency prevention. They shall assist in coordinating community effort, in promoting public support, and in combating organized crime. Organization and operating plans for civil defense shall also be prepared or used in case of emergency or war in coordination with the office of the Civil Defense.

• Management Plans – Plans of management shall map out in advance all operations involved in the organization management of personnel and material and in procurement and disbursement of money, such as the following: Budget Planning – present and future money needs for personal, equipment and capital investments must be estimated. Plans for supporting budget request must be made if needed appropriations are to be obtained. Accounting Procedures – procedures shall be established and expenditure reports be provided to assist in making administrative decisions and holding expenditures within the appropriations. Specifications and Purchasing Procedures – Specifications shall be drawn for equipment and supplies. Purchasing procedures shall likewise be established to

insure the checking of deliveries against specification of orders. Plans and specifications shall be drafted for new building and for modeling old ones. Personnel – procedures shall be established to assure the carrying out of personnel programs and the allocation of personnel among the component organization units in proportions need. Organization – a basic organization plan of the command/unit shall be made and be posted for the guidance of the force. For the organization to be meaningful, it shall be accompanied by the duty manual which shall define relationships between the component units in terms of specific responsibilities. The duty manual incorporates rules and regulations and shall contain the following: definition of terms, organization of rank, and the like, provided the same shall not be in conflict with this manual.

STEPS IN POLICE OPERATIONAL PLANNING 1. 2. Frame of Reference – This shall based on a careful view of the matters relating to the situation for which plans are being developed. Opinions or ideas of persons who may speak with authority of the subjects and views of the police commanders, other government officials, and other professionals shall be considered. Clarifying the Problems – This calls for the identification of the problems, understanding both its records and its possible solution. A situation must exist for which something must and can be done. For example, an area in a city or municipality is victimized by a series of robbers. There is a need for reaching the preliminary decision that robberies may be reduced in the area, and that the pattern of operation, in general, is one by which the police can reduce them.

3. Collecting all Pertinent Facts – No attempt shall be made to develop a plan until all facts relating to it have been carefully reviewed to determine the modus operandi, suspects, types of victims, and such other information as may be necessary. Facts relating to such matters as availability, deployment, and the use of present personnel shall be gathered. 4. Developing the Facts – After all data have been gathered, a careful analysis and evaluation shall be made. These provide the basis from which a plan or plans are evolved. Only such facts as any have relevance shall be considered.

5. Developing Alternative Plans – In the initial phases of plan development, several alternative measures shall appear to be logically comparable to the needs of a situation. As the alternative solutions are evaluated, one of the proposed plans shall usually prove more logical than the others. 6. Selecting the Most Appropriate Alternative – A careful consideration of all facts usually leads to the selection of the best alternative proposal. 7. Selling the Plans – A plan, to be effectively carried out, must be accepted by persons concerned at the appropriate level of the plan’s development. For example, in a robbery case, the patrol division head may be preparing the plan. At the outset, the detective chief is concerned and shall be consulted. As the planning develops, there may be a need it involve the head of the personnel, records and communication units and all patrol officers.

8. 9. Arranging for the Execution of the Plan – the execution of a plan requires the issuance of orders and directives to units and personnel concern, the establishment of a schedule, and the provision of manpower and the equipment for carrying out the plan. Briefing shall be held and assurance shall be received that all involved personnel understood when, how, and what is to be done. Evaluating the Effectiveness of the Plan – The results of the plan shall be determined. This is necessary in order to know whether a correct alternative was chosen, whether the plan was correct, which phase was poorly implemented, and whether additional planning may be necessary. Also, the effects of the executed plan or other operations and on total police operations shall be determined. Follow-up is the control factor essential for effective command management.

How Operational plans are executed in the PNP? The plans are made, same shall be put into operation and the result thereof evaluated accordingly. Operations in the PNP shall be directed by the police commander to attain the following objectives: (1) protection of persons and property; (2) preservation of peace and order; (3) prevention of crimes; (4) repression of suppression of criminal activities; (5) apprehension of criminals; (6) enforcement of laws and ordinances and regulations of conduct; (8) prompt execution of criminal writs and processes of the courts; and (9) coordination and cooperation with other law enforcement agencies. • Prevention of Crimes – This activity requires the members of the PNP to mingle with the members of the community where criminal activities originate and bred and criminalistic tendencies of individuals are motivated to indulge in anti-social behavior; and seek to minimize the causes of crime. This activity or mission also requires the individual members of the PNP to understand the people and the environment in which they live.

• Repression or Suppression of Criminal Activities – This activity or mission emphasizes the presence of an adequate patrol system including the continuous effort toward eliminating or reducing hazards as the principal means of reducing the opportunities for criminal action. The saying “the mouse will play while the cat is away” is equally true in law enforcement and in public safety. The presence of a policeman in uniform would be deterred or discouraged the would-be criminal or would -be offender-regulations. Crime repression means the elimination of the opportunity that exists on the part of the would-be criminal to commit a crime. • Preservation of Peace and Order – This activity or mission requires the individual members of the PNP to gain the sympathy of the community to close ranks in combating crimes and any other anti-social behavior of the non-conformists of the law and order. The community, therefore, should be informed through proper education, of their share and involvement in law enforcement and public safety.

• Protection of Lives Properties – The responsibilities of the members of the PNP in providing for the safety and convenience of the public are analogous with those of the doctor. The doctor protects life by combating diseases while the PNP promotes public safety of accidents and in guarding the citizens public safety by the elimination of hazards of accidents and in guarding the citizens against the attacks of the bad elements of the society. The policeman though, has a collateral responsibility in his obligation to protect life and property – a responsibility that is fundamental to every duty he performs. The police have the obligation to preserve the citizen’s constitutional guarantees of liberty and the pursuit of happiness. • Enforcement of Laws and Ordinances - these activities and mission requires the members of the PNP to constructively integrate or enforce and implement the laws of the land city/municipal ordinances without regard to the personal circumstances of the individual citizens and any other persons sojourning in the Philippines. This is to provide tranquility among members of society. These also include the regulations of noncriminal conduct, specifically to obtain compliance through education of the public in the dangers inherent in the disobedience of regulations. This makes use of warnings, either oral or written, which informs the citizen but not to personalize.

• Apprehension of Criminals – this activity defines specifically the power of the police as possessed by every member of the integrated police, as a means to discourage the would-be offender. The consequence of arrest and prosecution has a deterrent effect intended to make crime or any unlawful act less worthwhile. Consequently, apprehension and the imposition of punishment for the corresponding unlawful act are committed, lessens repetition by causing suspects to be incarcerated, and provides an opportunity for reformation of those convicted by final judgment. This activity also includes the recovery of stolen property in order to restrain those who are accessories to the crime and thereby benefiting from the gains of crime. • Coordination and Cooperation with other Agencies – This activity requires the duty of a commander of any unit of the PNP and its unit subordinates to establish report or good relationship with other law enforcement agencies of the government. Through rapport, a police station commander and his subordinates ma be able to maintain a harmonious working relationship with other law enforcement agencies of the government whereby coordination and cooperation between them maybe established. Coordination is an essential conduct of command.

• Safeguard Public Health and Morals – This involves many activities or mission peripheral to basic law enforcement and public safety. Such as for instance, sanitation, search and rescue operations, licensing, inspection of buildings in order to determine whether or not the Presidential Decree on fire prevention is strictly obeyed. This also includes supervising elections, escorts duties, civic actions, and many other activities or missions related to law-enforcement and public safety.

FIELD OPERATIONS: How planning affects them? Field Operations shall be directed by the police commander and the subordinate commanders and the same shall be aimed at the accomplishment of the following primary tasks more effectively and economically: • Patrol – The patrol force shall accomplish the primary responsibility of safeguarding the community through the protection of persons and property, the preservation of the peace, the prevention o crime, the suppression of criminal activities, the apprehension of criminals, the enforcement of laws and ordinances and regulations of conduct, and performing necessary service and inspections.

• Investigation – The basic purpose of the investigation division unit shall be to investigate certain designated crimes and clear them by the recovery of stolen property and the arrest and conviction of the perpetrators. To this end, the investigation division shall supervise the investigation made by patrolman and undertake additional investigation as may be necessary of all felonies. • Traffic Patrol – Police control of streets ort highways, vehicles, and people shall facilitate the safe and rapid movement of vehicles and pedestrians. To this end, the inconvenience, dangers and economic losses that arise from this moment, congestion, delays, stopping and parking of vehicles must be lessened. Control of traffic shall be accomplished in three (3) ways:

a. Causes of accidents and congestion shall be discovered, facts gathered analyzed for this purpose; b. Causes shall be remedied; charges shall be made in physical condition that create hazards, and legislation shall be enacted to regulated drivers and pedestrians; and c. The public shall be educated in the provisions of traffic and ordinances. Motorists and pedestrians shall be trained in satisfactory movement habits, and compliance with regulations shall be obtained by enforcement. The police shall initiate action and coordinate the efforts of the agencies that are concerned in the activities.

• Vice Control – it shall be the determinant of the PNP in the control of vices to treat vice offenses as they shall do to any violation, and exert efforts to eliminate them, as there attempt to eliminate robbery, theft, and public disturbance. Control of vice, shall be based on law rather than on moral precepts, and intensive operations shall be directed towards their elimination. A primary interest in vice control results from the close coordination between vice and criminal activities. Constant raids of known vice dens shall be undertaken. • Juvenile Delinquency Control – effective crime control necessitates preventing the development of individuals as criminals. The police commander shall recognize a need for preventing crime or correcting conditions that induce criminality and by rehabilitating the delinquent.

STANDARD OPERATING PROCEDURES (SOPs) Standard Operating Procedures or SOPs are products of police operational planning adopted by the police organization to guide the police officer 5 s in the conduct of their duties and functions, especially during field operations.

The following are Police Security Service Package of the PNP with the following standard operating procedures and guidelines: a. b. c. SOP #01 – POLICE BEAT PATROL PROCEDURES – This SOP prescribes the basic procedures to be observed by all PNP Units and mobile patrol elements in the conduct of visibility patrols. SOP #02 – BANTAY KALYE – This SOP prescribes the deployment of 85% of the PNP in the field to increase police visibility and intensifies anti-crime campaign nationwide. SOP #03 – SIYASAT – this SOP prescribes the guidelines in the conduct of inspections to ensure police visibility.

e. f. g. h. SOP #05 – LIGTAS (ANTI-KIDNAPPING) – with the creation of the Presidential Anti-organization Crime Task Force (PAOCTF), the PNP is now in support role in campaign against kidnapping in terms of personal requirements. SOP #05 sets forth the PNP’s guidelines in its fight against kidnapping activities. SOP #06 – ANTI-CARNAPPING – This SOP prescribes the conduct of an all-out and sustained anti car napping campaign to stop/minimize car napping activities, neutralize syndicated car napping groups, identify/prosecute government personnel involved in car napping activities, and to effectively address other criminal activities related to car napping. SOP #07 – ANTI-TERRORISM –this prescribes the operational guidelines in the conduct of operations against terrorists and other lawless elements involved in terrorist activities. SOP #08 – JOINT ANTI-BANK ROBBERRY ACTION COMMITTEE (ANTI-BANK ROBBERY) – this SOP provides overall planning, integration, orchestration or coordination, and monitoring of all efforts to ensure the successful implementation.

i. SOP #09 – ANTI-HIJAKING/HIGHWAY ROBBERY – this SOP sets forth the guidelines and concepts of operations to be observed in the conduct of anti-highway robbery/holdup/hijacking operations. j. SOP #10 – PAGLALANSAG/PAGAAYOS-HOPE – this SOP sets forth the concepts of operations and tasks of all concerned units in the campaign against Partisan Armed Groups and loose fire. k. SOP #11 – MANHUNT BRAVO (NEUTRALIZATION OF WANTED PERSONS) – this SOP sets forth the objectives and concept of operation tasks of all concerned units in the neutralization of wanted persons. l. SOP #12 – ANTI-ILLEGAL GAMBLING – this SOP sets forth the operational thrusts to be undertaken by the PNP that will spearhead the fight against all forms of illegal gambling nationwide m. SOP #13 – ANTI-SQUATTING – this SOP sets forth the concept of operation in the campaign against professional squatters and squatting syndicates.

n. o. SOP #14 – JERICHO – This SOP prescribes the operational guidelines to be undertaken by the National Headquarter (NHQ) of PNP in the establishment of a quick reaction group that can be detailed with the office of the Secretary of Interior and Local Government (SILG), with personnel and equipment requires of that reaction group supported by the PNP. SOP #15 – NENA (ANTI-PROSTITUTION/VAGRANCY) – This SOP sets forth the operational thrusts to be undertaken by the PNP that will spearheaded the fight against prostitution and vagrancy.

p. SOP #16 – ANTI-PORNOGRAPHY – This prescribes the guidelines to be followed by the tasked PNP Units/Offices in enforcing the ban on pornographic pictures, videos and magazines. q. SOP #17 – GUIDELINES IN THE CONDUCT OF ARREST SEARCH, AND SEIZURE – This SOP prescribes the procedures and manner of conducting an arrest, raid, search and/or search of person, search of any premises and the seizure of properties pursuant to the 1987 Philippine Constitution, Rules of Court, as amended and updated decision of the Supreme Court. r. SOP #18 – SCHEMATIC DIAGRAM OF SANDIGAN MASTER PLAN s. SOP #19 – ANTI-ILLEGAL LOGGING t. SOP #20 – ANTI-ILLEGAL FISHING u. SOP #21 – ANTI-ILLEGAL DRUGS

SAMPLE OF POLICE PLANS and the PNP Programs and Strategies • The acronym SMART describing the characteristics of a Plan: S – IMPLE M – EASURABLE A – TTAINABLE R – EALISTIC T – IME BOUND • The acronym POLICE 2000 also describes another police plan: P – REVENTION and suppression of crime through community oriented policing system O – ODER, maintenance, peacekeeping and internal security L – AW enforcement without fear or favor I - MAGE, credibility and common support C – OORDINATION with other government agencies and nongovernment agencies organizations and internal securities E – FFICIENCY and effectiveness in the development and management of human and material resources

• The acronym DREAMS stands for: D – ISPERSAL of policeman from the headquarters to the street and enhancement of crime prevention program R – ESTORATION of trust and confidence of the people on their police and gain community support E – LIMINATION of street and neighborhood crimes and improvement of public safety A – RREST of all criminal elements common or organized in coordination with the pillars of the CJS and other law enforcement agencies M – APPING up and removal of scalawags from the pole of ranks S – TRENGHTENING the management and capability of the PNP to undertake or support the dreams operations and activities • The Three Point Agenda known as ICU: I – NEPT C – ORRUPT U – NDISCIPLINE

To curb out the ICU, the PNP should: 1. Prevent by moral persuasion of inept, corrupt and the undisciplined police officer. 2. Re-invent the PNP’S system and procedures to assure everyone a culture of transparency, integrity and honesty and 3. Rebuilt the police institution into an agency that can find its distinction in the protection of rights and not in their violation. To cure the ICU, the police administrator have to build Aptitude, Integrity and Discipline.

The acronym GLORIA stands for: G – RAFT free organization L – EADERSHIP by example O – NE stop shop mechanism for a faster police response to complaints and reports R – ESULT oriented culture in the anti-criminality effort I – NVESTMENT climate, which is business friendly as a result of the peace and order A – CCOUNTABILITY and ownership of peace and order campaign

DECISION MAKING: An Essential Element in Planning

What is Managerial Decision? To decide to make up one’s mind. A decision is a choice from among a set of available alternatives. Managerial decisions are choices between alternative courses of action translated into administrative behavior designed to achieve an organization’s mission through the accomplishment of specifically targeted goals and objectives.

What are the elements of Managerial Decisions? 1. 2. 3. 4. In coming up with the appropriate decisions, police managers should consider the following elements: Choices – If a police administrator does not have the opportunity or the ability to make a choice, there is no real decision. Following rules, obeying orders or being coerced to act in certain ways cannot without a great deal of distortion be construed as making decisions. Alternatives – There must be more than one possible course of action available in order for the police administrator to have a choice. Effective police managers look for and try to create a realistic option for resolving problems. Targets – Goals and objectives come together to perform a vital function. They activate give direction to the decisionmaking process. Behavior – Making decision is irrelevant unless they are translated into action.

What is the importance of Decision. Making in Police Planning? Police planning is involved in a problemsolving process. Problem solving and decisionmaking are used interchangeably in the context of management and administration because police managers spend most of their time making decisions to resolve problems.

The decision-making process consists of three stages as used in police planning. These three stages are described as follows: 1. 2. 3. Intelligence – this involves scanning the environment for condition that require the decision. Design – entails creating, developing, and analyzing possible courses of action (creative problem solving). Choice – refers to the actual selection of a particular course of action from among available alternatives. Based on these concepts, decision making and planning can be describe as multi-step process through which problems are recognized, diagnosed, and defined alternative solution are generated, select and implemented.

What are some general principles involved in Decision Making? • Rule 1. Make a decision – effective police managers are graded on their ability to make decision. This is because indecisiveness is easily perceived and generates disrespect, destroys confidence, lowers morale, and adversely affects performance. • Rule 2. Don’t Worry – avoid anxiety by not worrying about decisions already made. The only time of reconsidering a decision is when there is a genuine need to consider an alternative course of action. • Rule 3. Expect Criticism – criticism is inevitable. In a positive sense, it means the police manager is doing something that is worthy of attention.

What is Organizational Decision Making? Organizational decision making refers to the formal exercise of an authority to decide based on a designated level of management and the scope of decision proportionate to the total organization. The greater the proportion, the broader the scopes of decision, hence the levels of management are arranged in a hierarchical order indicative of formal authority or position power. 1. Upper-level Managers – the elected or appointed top executives who serves as administrators, heads and directors.

2. Middle-level Managers – located between the top and the lower levels of the organization. Examples are bureau chiefs, division heads who acts in behalf of their superiors to interpret policies, coordinate activities, motivate employees, and maintain discipline. Their decision-making authority is limited and always constrained by preexisting policy. 3. Lower-level Managers – (Supervisory) – responsible for job related activities of others. They are the work group leaders charged with getting their subordinates to carry out specific tasks as set down by middle level managers. They do make decision though highly structured and related almost exclusively to operational consideration.

What are the influences on Decision? A. Internal Factors 1. The specificity of organization’s mission, goals and objectives. 2. The delegation of sufficient authority to enable managers to carry out their assigned duties. 3. The degree of autonomy given to management personnel at different levels in the organization. 4. The leeway granted to the managers by departmental policies, procedures, rules, and regulation.

5. The availability of valid, reliable, and objective information on which to base decision. 6. The time and energy used to select, retain qualified managers. 7. The nature, extent and effect of intra-organizational conflict. 8. The adequacy of the reward system in promoting timely ad effective decision-making.

A. External Factors 1. 2. 3. 4. 5. 6. 7. Social Instability Rising Expectation Professional Ethics legal Constraints Dwindling Resources Political Conflict Technological change

Internal and external environmental factors are never under the direct control of the decision-maker. Effective decisionmaker learns and accepts to cope with this uncertainly, complexity, and risk.

Situational Variables No two decisions are exactly the same. There are simply too many variables. Every police problem that elicits a decision is unique in terms of its • Nature and Extent • Difficulty • Urgency • Seriousness • Complexity • Solution

Personal Variables • • • Mental health Intellectual Capacity Education and Experience Values, attitude and perception Motivation to act

Nine (9) Steps in Rational Decision Making 1. Awareness of the need to make decision – Decision-making is activated by the recognition of opportunities as well as problems. 2. Identifying an existing problem – When feedback suggests there is a problem, it must be diagnosed and defined in explicit terms. 3. Listing possible and probable causes – Once the problem has been identified and articulated, all possible causes must be considered.

4. Designing alternative solutions – develops and tests a fairly wide creative solution. 5. Evaluating alternative solution – evaluation must be interim of probability, effect, importance, feasibility, sufficiency, and realism. 6. Choosing an alternative solution – all available options must be analyzed and compared to one another in order to select objectively the best alternative.

7. implementing a decision – a decision is meaningless if it is not translated into effective action. 8. Analyzing feedback – analyze feedback in order to assess the effectiveness of a given solution on a targeted problem 9. Making necessary adjustments – be proactive and do not hesitate to make necessary midcourse corrections.

What are the Rules of Effective Decision. Making? 1. Differentiate between really big decisions and little problems 2. Rely on existing policies, procedures, rules, an regulations whenever possible 3. consult and check with significant others before making major organizational decisions 4. avoid making crisis decisions

5. Do not attempt to anticipate all eventualities associated with resolution of the problem 6. Do not expect to make the right decision all of the time 7. Cultivate decisiveness 8. Implement major decisions once they have been made 9. Accept decision making as a challenge rather than unwanted chore.

DISASTER AND EMERGENCY PLANNING Emergency and disaster planning is one of the most important interrelated function in a security system. It is important in any organization as physical security, fire protection, guard forces, security of documents and personnel security. Emergency and disaster planning refers to the preparation in advance of protective and safety measures for unforeseen events resulting from natural and human actions.

Disaster plans outline the actions to be taken by those designated for specific job. This will result in expeditious and orderly execution of relief and assistance to protect properties and lives. These plans must also be rehearsed so that when the bell ring, there will be speed and not haste in the execution. Speed is the accurate accomplishment of a plan as per schedule, while haste is doing a job quickly with errors. Plans therefore must be made when any or all of the emergencies arise. Those plans, being special in nature, must be prepared with people whose expertise in their respective field is legion together with the coordination and help of management, security force, law enforcement agencies, and selected employees.

Planning is necessary to meet disaster and emergency conditions and it must be continuing and duly supported by management. On aspect of the plans will be to consider recovery measures to be undertaken by the organization. Being prepared for the eventuality gives better chances of protection and eventual recovery than those not prepared. Without planning, the emergency or disaster can become catastrophic. With a good, suitable plan to follow, the unusual becomes ordinary, hence, the mental preparedness for easy survival and recovery.

Understanding Disaster A DISASTER is a sudden, unforeseen, extraordinary occurrence. It can be considered as an EMERGENCY but an emergency may not always be a disaster.

An emergency falls into 2 broad categories: Disaster (Natural Crisis) Induced Catastrophe (Man-made Crisis) Floods, earthquake, flamine typhoon, diseases, volcano eruption, crashes industrial accident, fires, landslide avalanches tsunamis, etc. Arson, bombing, kidnapping, robbery, hostage-taking, skyjacking, assassination, ambush, and other acts terrorism

Commodities: • Identify the type of disaster occurred in the area • Identify those that could affect your operation in the area • Determine which scenarios are plausible • Survey your physical facilities and operating procedures to determine preparedness • Survey surrounding area to determine if there are operations or facilities near which might create emergencies.

Commodities: • Establish a liaison with law enforcement agencies and emergency response groups • Know where to get help, how to get help, and what help you can expect • Know who currently has authority to make key decisions with in your organization and who control access to decision makers in an emergency • Review emergency procedures, its completeness and accuracy

Elements of Effective Crisis (Disaster) Management “Like any other construction project, the crisis (disaster) management pyramid requires a solid foundation”

8 7 6 5 4 3 2 1 The Crisis (Disaster) Management Pyramid

Placed within the pyramid are the following • Think about the unpopular (1) This is recognizing the management’s willingness and involvement. There must be a clear recognition that emergencies distinct possibilities is anytime and that preparation for them must begin NOW! • Recognizing dangers and opportunities (2) • Defining the control and crisis response (3) “To do the right thing at the right season is a great art” – AESOP • Harness and Environment (4) – Ability to organize, willingness and delegate – Providing an atmosphere in which personnel can do job for which they are selected – Providing the right facilities and backups

• Containing the Damage (5) “Physical damage frequently is impossible to control but emotional and public relation is not. ” • Successful Resolution (6) – damaged has been contained • Return to Normalcy (7) – Assistance to victims and safety of equipment while normal operations are going on – The emergency has been totally addressed • Avoid Repetition (8) – through aggressive countermeasures and reduction o vulnerability to similar emergencies in the future.

List of Effective Crisis (Disaster) Management based on the Pyramid A. Good Planning • Consider all possibilities • Don’t focus only on immediate problem • Establish contacts B. Good Personnel • • Look for experience and knowledge Train, test and evaluate Use people effectively and humanely Organize to mitigate stress

A. Good Shakedowns • Test plans and people • Evaluate and revise plans • Keep an open mind B. Maintain Control Be creative • Look for the real problem • Have confidence in your plans • Keep records C. Get Back to Normal • Evaluate and document • Give reward • Analyze implications

Phases in Emergency/Disaster Planning Phase I Assessment of the Situation This will be a research in depth by a knowledgeable and specially trained group on the vulnerabilities as well as the resources available for the disaster plan. Surveys and Inspection may be conducted Phase II Writing the Plan The plan will have to be written based on the findings in Phase I. the plan can be code title, management will just call for the name of the plan.

Phase III Testing the Plan Phase IV Critique the Plan This involves the analysis of feedbacks. The unworkable procedures should be noted and finally corrected.

Checklist for Reviewing Policies, Procedures and Plans • Compile and review your organization’s policies on various contingencies before establishing your plans • Ensure that these policies are known throughout the organization and that they are included in your emergency manuals • Ensure that your procedures and plans are consistent with your organization’s established policies and goals

• Identify appropriate outside consultants and other sources of assistance in developing and implementing your plans and procedures • Ensure that the appropriate personnel have any security clearances or background checks which might be required • Establish a viable record-keeping system and procedures to ensure they are followed

Organizing Disaster Management Team Disaster team leadership is vested primary tasks is to ensure that the control is maintained over the team’s activities, information flow, and the implementation of decisions and organizational policies. For these reason, the team leader should be a person who has demonstrated abilit 7 y to function under pressure, must have sufficient authority to make on the spot decisions with in the framework of overall organization’s policy, access to decision makers when required, and the ability to recognize which decisions to make independently an which to refer to upper management.

Disaster Action Team Duties On Pre-event • • • Supervise the formulation of policies Ensure the development of procedures Participate in preparing plans Oversee and anticipate in exercise of plans Select crisis management/disaster center Participate in personnel training Review preparation of materials Delegate authority Brief personnel Ensure the assembly of supplies Ensure preparation of rest, food, medical areas

During the Event • • • • Establish shift schedules immediately Delegate tasks Focus underlying problem Maintain control Follow organizational policies Use prepared procedures Innovate as needed Ensure that information is shared with the entire team Review all press release and public statements Double check or confirm informations if possible Aid victim and their families Try to anticipate future consequences Control stress of team members Ensure log maintenance

On Post Event (after the Incident) • • • Evaluate effectiveness of plans Evaluate adequacy of procedures Debrief personnel Evaluate equipment and training used Revise plans and procedures in the light of new experience Reward personnel as appropriate Document events Prepare after-action reports Arrange an orderly transition to normal conditions

The Chain of Events during a Crisis/Disaster Incoming Advisory Security Notifies Decision - - Disaster Action Team Leader Assembly at the Crisis or Disaster Center No Immediate Action Team Leader Notifies Initial Actions: Log Created, Family/ Government Contacted, Press Guidance, Others Appropriate Action

The chain of events during a disaster is simplified as follows: • Security receives initial report of emergency • Security notifies Disaster Team Leader • Team leader decides if immediate action is required • If action is required, he notifies the other team members to convene at the crisis management center • Initial liaison established and actions taken: create log, contact of family, employees involved, government or law enforcement liaison contacts, prepare contingency press guidance, others. • Respond to event

Crowd Control and Riot Prevention • Riot, in general is an offense against the public peace. It is interpreted as a tumultuous disturbance by several persons who have unlawfully assembled to assist one another, by the use of force if necessary, against anyone opposing them in the execution of some enterprise of a private nature, and who execute such enterprise in a violent manner, to the terror of the people.

• Under the law, it is punishable for any organizer or leader of any meeting attended by armed persons for the purpose of committing any of the crimes punishable under the Revised Penal Code, or any meeting in which the audience is incited to the commission of the crimes of treason, rebellion or insurrection, sedition or assault upon a person in authority or his agents (Art. 146, RPC). It is also punishable for any person who shall cause any serious disturbance in a public place, office, or establishment, or shall interrupt or disturb public functions or gatherings or peaceful meetings (Art. 153, RPC).

Some Basic Definition of Terms • Tumultuous – The disturbance or interruption shall be deemed tumultuous if caused by more than three persons who are armed or provided with means of violence. • Outcry – The means to shout subversive or proactive words tending to stir up the people to obtain by means of force or violence.

• Crowd – It consists of a body of individual people with no organization, no single partnership. Each individual’s behavior is fairly controlled and ruled by reason. All the participants have been thrown by circumstance into a crowd for some common purpose that may give them a least one thing in common. • Mob – A mob takes on the semblance of organization with some common motive for action, such as revenge for a crime committed on the scene where the crowd assembled, an aggravated fight, or a confrontation with the police. At time like this, there is already a strong feeling of togetherness (“we are one” attitude). • Riot – It is a violent confusion in a crowd. Once a mob started to become violent, it becomes a riot.

What is the Role of Planning in Crowd Control or Riot Prevention? A sound organizational planning, training, logistical support and a high departmental morale are the essential success elements in modern counter-riot operations. The control of violent civil disorder involving large segments of the population, especially in congested urban areas, requires a disciplined, aggressive police counter-action which at the same time adheres to the basic law enforcement precepts. This is done through effective police operational planning.

• Through planning, the law violators can be arrested and processed with in the existing legal frameworks by the exercise of reasonable force. Without an immediate decisive police action, the continually recurring conditions of civil unrest and lawlessness could quickly evolve into a full-scale riot. Police planning could provide the best police reaction and order can be restored with a minimum of property damage and injury.

What are the Police Purpose and Objectives in Anti-Riot Operations?

• Containment – Unlawful assembly and riot are as contagious as plagued unless they are quarantined from the unaffected areas of the community. In here, all persons who are at scene should be advised to leave the area, thereby reducing the number of potential antipolice combatants. • Dispersal – The crowd of unlawful assembly or riot should be dispersed at once. It may appear at first to be a legal assembly but the nature of assembly at the time of the arrival of the police may clearly distinguish it as being unlawful. Once it is determined, the responsibility of the police to command the people to disperse. Crowd control formations may be done if necessary to expedite their movements.

• Prevention of Entry or Reentry – The police have to protect the area once the people have been moved out or dissipated into smaller groups to prevent them from returning. Enforce quarantine by not allowing the group to resume their actions. • Arrest Violator – One of the first acts of the police upon arrival at the scene of the disturbance is to locate and isolate individuals who are inciting the crowd to violate or fragrantly violating the law. Prevent any attempt by the crow or mob to rescue those arrested by enforcing total quarantine. • Establish Priorities – Depending upon the circumstances, it is always necessary to establish priorities. Assessing the situation to determine the nature of assistance and number of men needed is part of the planning process.

What are the Basic Procedures in Anti-Riot Operations?

1. Assess the Situation – – – Determine whether the original purpose of the gathering was lawful or not Determine also the lawfulness at the time of arrival at the scene Assess their attitude, emotional state, and their general condition Determine any state of intoxication and other conditions that may lead to violence Identify the cause of the problem Locate and identify leaders or agitators

2. Survey the Scene – – Determine as soon as possible the best condition of the command post Locate the best vintage point of observations Consider geographical factors such as natural barriers, buildings, and weather condition Note the best method of approach

3. Communicate – – Report on your assessment, keeping your assessment brief but concise, giving your superior the sufficient data with which to proceed for plans of action Ask for assistance or help from the command post hence remain close to the radio as possible until additional units arrived or to communicate new developments.

4. Maintain a Watchful Waiting – – Make your presence known to the people in the vicinity If the crowd is too much to handle, stay near the command post and wait for additional supports units Use radio or other means of communications to call for assistance Make preparations for decisive police action.

5. Concentrate on Rescue and Self-Defense – – – Take care of the immediate needs of the situation until help arrives Apply first aid to the injured people and self protection must be considered Remember the primary objective of protecting lives, property and the restoration of order 6. Maintain an Open Line of Communication – – Keep the dispatcher advised on the progress of the scene Continue directing the support units to the scene and the general perimeter control

7. Establish a Command Post – – Follow what is in your contingency plan for civil disturbance Make every officer aware of the command post for proper coordination 8. Take immediate action for serious violations – – – Arrest perpetrators Isolate the leaders or agitators from the crowd Show full police force strength 9. Give the dispersal order – – – Disperse the crowd upon order Anti-riot formations and procedures must be used Use of force necessary for dispersal maybe considered

What are the General Guidelines in Handling Riot?

1. Preplanning must be high on the agenda whenever the department anticipates any disorder or major disturbance. 2. Meet with responsible leaders at the scene and express your concern for assuring them their constitutional guarantees. Request them to disperse the crowd before attempting to take police action. 3. Maintain order and attempt to quell the disturbance without attempting to punish any of the violators.

4. Use only the force that is necessary but take positive and decisive action. 5. Post the quarantine area with signs and barricades, if necessary. 6. Keep the traffic lane open for emergency and support vehicle. 7. Consider the fact that most impressive police action at the scene of any type of major disturbance is the expeditious removal of the leaders by a well disciplined squad of officers.

8. For riot control, consider the following: – – – Surprise Offensive – The police action in its initial stages at a riot must be dramatic. The elements of surprise may enhance effectiveness of riot control. Security of Information – Plans for action and communications regarding the movement of personnel and equipment should be kept confidential Maximum utilization of Force – A show of police force should be made in a well-organized manner, compact, and efficient in a military-type squad formation. Flexibility of Assignments – Officers and terms should be flexibility assigned to various places where the need is greatest. Simplicity – Keep the plan as simple as possible and the instructions are direct to avoid mass confusion among the officers.

What are the Special Problems in Crowd Control and Riot Operations?

Snipers – Certain psychopathic people may attempt to take advantage of the mass confusion and excitement at a riot scene by taking a concealed position and shooting at people with some type of weapons, usually rifle. How to handle this? – clear the area of innocent bystanders – isolate the area and guard against possible escape of the suspects – use whatever force necessary to take him into custody – assign anti-snipers team especially in aggravated situations

• Arsonist – Persons holding torch in their hands are potential arsonists. They must be taken into custody immediately. • Looters – Acts of simple misdemeanor thefts or may consists of robbery of breaking and entering. Take the suspects into custody by whatever means are necessary.

DECISION-MAKING MODELS 1. 2. 3. 4. 5. The Rational Model The Incremental Model Heuristic Model Organizational Process Model Government Politics Model

Group Decision Making Group Assets – – Greater Total Knowledge and Information Greater Number of Approaches to a Problem Participation in Problem Solving Increases Acceptance Better Comprehension of the Decision Group Liabilities – – – Social Pressure Individual Domination Groupthink

Factors that can Serve as Asset and Liabilities 1. 2. 3. 4. Disagreement Conflicting Versus Mutual Interest Risk Taking Time Requirements

Brainstorming 1. Sessions should last 40 minutes to an hour 2. Problem to be discussed should not be revealed before the session 3. The problem should be stated clearly and not too broadly 4. A small conference table should be used

Personal Characteristics of Decision Making • • Ideology versus Power Orientation Emotionality versus Objectivity Creativity versus Common Sense Action Orientation versus Contemplation

Common Errors in Decision Making 1. 2. 3. 4. 5. 6. 7. Cognitive Nearsightedness Assumption That the Future will Repeat itself Oversimplification Overreliance on One’s Own Experience Preconceived Notions Unwillingness to Experiment Reluctance to Decide