DATA CENTER COLLEGE OF THE PHILIPPINES

COLLEGE OF CRIMINAL JUSTICE EDUCATION

LAOAG CITY

I. TITLE: LEA4- LAW ENFORCEMENT OPERATION AND PLANNING WITH CRIME MAPPING

INTRODUCTION
           This course deals with the study of plans, operation of the PNP in terms of disaster,
emergencies and other circumstances that their presence or actions must be needed.
It gives emphasis on the development/construction of plans in times of operations conducted by
the PNP equipped them theoretical and practical knowledge and understanding of the strategical
planning and exploiting the importance of planning for 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.
GENERAL INSTRUCTION

This module contains lessons about LAW ENFORCEMENT OPERATION AND PLANNING WITH
CRIME MAPPING. Internalize the learning outcomes for you to have an idea on our topics. In this time,
you need to have an extra effort to your subject for your learning development. Learn to manage your
time for school work and home works. Best to inform your family and friends regarding your school
work schedules and set a study/learning area at your home for you to be focused. Set yourself and
mind to read and understand well the contents of our lesson. Make your own strategy to learn and
improve your learning ability and to develop your higher order thinking skills. Each topic in this module
will be supplemented via online learning kindly reserved budget for your internet connectivity. I strongly
advised you to refrain from inline leisure like mobile games and unnecessary online activity so that your
internet connectivity will be reserved for your scholarly activities.

Assessments such as activities, quizzes or anything that will measure what you’ve learned on the
module will be conducted online. I will let you watch a video regarding our topics in this subject to
further understand our lesson. It will be posted in our Facebook page.

Course Outcomes:

At the end of the topic, the students are expected to have;

1. Define key terms used in the subject.

2. Observe and list the different parts, approaches and steps in police operational planning.
3. Recognized and apply the different steps in police operational planning.
4. Developed a plan about disaster and emergencies.
5. Developed your own disaster management team.
6. Developed and observed different steps and plan for crowd control and riot prevention.

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LAOAG CITY

I. TABLE OF CONTENTS PAGE

 COURSE TITLE 1
 INTRODUCTION 1
 GENERAL INSTRUCTION 1
 LEARNING OUTCOMES 1

 TOPIC 1: POLICE OPERATIONAL PLANNING 3

o What is a plan? 3
o Strategic planning 4
o Fundamentals of Police Planning 5
o What are the Approaches in Police Planning 6

o Parts of a Police Operational Plan 10

o Steps in Police Operational Planning 12

o Assessment 15
 TOPIC 2: DECISION MAKING: An essential Element in Planning 16
o Disaster and Emergency Planning 19
o Organizing Disaster Management Team 21
o Crowd Control and Riot Prevention 23
o Assessment 25

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LAOAG CITY

PRELIMINARY CONSIDERATIONS
TOPIC 1: POLICE OPERATIONAL PLANNING
i. LEARNING OBJECTIVES:
At the end of the topic, the students are expected to have;
1. Define key terms used in the subject.
2. Observe and list the different parts, approaches and steps in police operational
planning.
3. Recognized and apply the different steps in police operational planning.

ii. LECTURE:
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 their pattern of career development. It is ironic that the pattern of career development for
typical police managers carries with its 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 Plan?
A plan is an organized schedule or sequence by methodical activities intended to attain a goal
and objectives for the accomplishments of mission or assignment. It is a method or way of doing
something in order to attain objectives. Plan provides answer to 5W’s and 1H.

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 changing conditions and contingent events.
Planning is also the process of preparing for change and coping with uncertainly formulating
future causes of action; the process of determining the problem of the organization and coming up with
proposed resolutions and finding best solutions.
 The process of combining all aspects of the department and the realistic anticipation of future
problems, the analysis of strategy and the correlation of strategy to detail.
 The conceptual idea of doing something to attain a goal or objective.
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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 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 undertakings
rather than relying on chance 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 of sequence of methodological
activities and allocation of resources to the line units of the police organization for the attainment of the
mandated objectives and goals.
Objectives are a specific commitment to achieve a measureable 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.
Strategy is a broad design or method; or a plan to attain a stated goal or objective.
Tactics are specific design, method or course of action to attain a particular objective in
consonance with strategy.
Procedures are sequence of activities to reach a point or to attain what is desired.
Policy is a product 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 decision on a framework, which in turn guides
subsequent decisions that generate the nature and direction of an organization. This is usually long
ranged in nature. The reasons for Strategic Planning are:
 VISION- A vision of what a police department should be
 LONG-RANGED THINKING- keeping in mind that strategy is deciding where we want to be.
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 STARTEGIC FOCUS
 A STRATEGIC RESPONSE TO CHANGE
 A STRATEGIC FRAMEWORK
What is the Strategic Planning?
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
Alternatives (options) ae means by which goals and objectives can be attained. They may be policies,
strategies or specific actions aimed at eliminating a problem.

FUNDAMENTALS OF POLICE PLANING

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

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What are the characteristics of a good police plan?

1. With clearly defined Objectives and Goals
2. Simplicity, Directness and Clarity
3. Flexibility
4. Possibility of Attainment
5. Must provide Standards of Operation
6. 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 or 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. Synoptic Approach
2. Incremental Approach
3. Transitive Approach
4. Advocacy Approach
5. Radical Approach

What is Synoptic Planning?

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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

1. 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.

2. 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.

3. 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.

4. 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 be able to describe the magnitude, cause, duration, and the expense of the issues at
hand.
5. 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.

6. 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.

7. Select preferred alternatives- there are 3 techniques to select alternative:

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 Strategic Analysis- this includes the study on the courses of actions; suitability
studies; feasibility studies, acceptability studies, and judgment.
 Cost-n Effectiveness Analysis- the technique is sometimes called cost-benefit or cost
performance analysis. The purpose of this form of selection is that he alternative
chosen should maximize the ratio of benefit to cost.
 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 the cost versus benefits.

8. Plan and carryout implementation- the police administrator must be aware that the
implementation requires a great deal of tact and skill. It may be more important how an
alternative is introduced to a police department than what actually is.

9. 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 selective alternative.

10. Summation of synoptic planning approach- this can be done by making a summary of
the presentation, could be tabular or other forms of presentation.

11. 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 s 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?

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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 or 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 Doctrine
 Fundamental Doctrine- 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
 Complementary Doctrines- formulated jointly by two or more bureaus in order to affect a
certain operation with regard to public safety and peace and order.
 Ethical Doctrines- these define the fundamental principles governing the rules of
conduct, attitude, behavior and ethical norm of the PNP.
3. The Principle of Police Organization
These principles are considered in police 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 self-restraint to insure supportive behavior.
Classifications of Police Plan

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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:

1. Strategic or Long Range Plan- it relates to plans which are strategic or long range in
application, and it determine the organization’s original goals and strategy.
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.
3. Operational or Short Range Planning- refers to the production of plans, which determine the
schedule of special activity and are applicable from one week or less than a year duration. Plan
that addresses immediate need which are specific and how it can be accomplished on time with
available allocated resources.

Factors affecting Police Planning

1. Condition
2. Time
3. Resources available
4. Skills and Attitudes of Management
5. Social and Political Environment
6. Physical Facilities
7. Collection and Analysis of Data

Parts of Police Operational Plan

1. Security Classification
2. Number of copies and pages
3. Name of headquarters
4. Plan title or name
5. Reference
6. Situation
7. Mission
8. Task allocation
9. Coordination instructions
10. Command
11. Signal
12. Signature
13. Distribution

Types of Plans in general

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1. Reactive Plans- are develop 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.
2. Proactive Plans are develop 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.
3. Visionary Plans are essential statements that identify the role of the police in the community
and a 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.
4. Strategic Plans are designed to meet the long-range, overall goals of the organization. Such
plans allow the department to adapt to anticipated changes or develop a new philosophy or
model
5. Operational Plans are designed to meet the specific task required to implement strategic plans.
There are 4 types of strategic plans
 Standing Plans
 Functional Plans
 Operational-Efficiency, effectiveness and productivity plans
 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 some special operations in accordance with the following
procedures:

 Field Procedure
 Headquarters Procedure
 Special Operation Procedure

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 the PNP headquarters by lawless
elements.

Operational Plans- these are plans for the operations of special division like the patrol, detective,
traffic, fire, and juvenile control divisions. Operational plans shall be prepared to accomplish each of the
primary police tasks. Plans for operations of special division consist of two types namely (1) those
designed to meet every day, year-round needs , which are the regular operating program of the

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divisions; and (2) those designed to meet unusual needs, the result of intermittent and usually
unexpected variations in activities that demand their attention.

 Regular Operation Programs

 Meeting Unusual Needs

Extra- Office Plans- the active interest and the participation of individual citizen is so 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, organized crime, and juvenile delinquency
prevention.

Management Plans- Plans of management shall map out in advance all operational involved in the
organization management of personnel and material and in the procurement and disbursement of
money, such as the following:

 Budget Planning
 Accounting Procedures
 Specification and Purchasing Procedures
 Personnel
 Organization

STEPS IN OPERATIONAL PLANNING

1. Frame of Reference
2. Clarifying the Problems
3. Collecting all Pertinent Facts
4. Developing the Facts
5. Developing Alternative Plans
6. Selecting most Appropriate Alternative
7. Selling the Plans
8. Arranging for the Execution of the Plan
9. Evaluating the Effectiveness of the Plan

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 or suppression of criminal activities; (5) apprehension of criminals; (6)
enforcement of laws and ordinances and regulations conduct; (7) safeguarding of public health and

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public morals; (8) prompt execution of criminal writs and processes of the courts; and (9) coordination
and cooperation with other law enforcement agencies.

FIELD OPERATIONS: How planning affects them?

Field operations shall be directed by the police 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 of 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 units 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 or 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.

Vice Control- it shall be determined stand of the PNP in the control of vices to treat vices offenses as
they shall do to any violation, and to exert efforts to eliminate them, as there attempt to eliminate
robbery, theft and public disturbances. 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 (SOP’s)

Standard Operating Procedures or SOP’s are products of police operational planning adopted
by the police organization to guide the police officers in the conduct of their duties and functions,
especially during field operations.

The following are the Police Security Service Package of the PNP with the following standard
operating procedures and guidelines:

a. SOP #1- POLICE BEAT PATROL PROCEDURES

b. SOP #2- BANTAY KALYE

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c. SOP #3- SIYASAT

d. SOP #4- REACT 166
e. SOP #5- LIGTAS (ANTI-KIDNAPPING)
f. SOP #6- ANTI- CARNAPPING
g. SOP #7- ANTI- TERRORISM
h. SOP #8- JPINT ANTI- BANK ROBBERY ACTION COMMITTEE(ANTI-BANK ROBBERY)
i. SOP #9- ANTI- HIGHJACKING/HIGHWAY ROBBERY
j. SOP #10- PAGLALANSAG/ PAGAAYOS-HOPE
k. SOP #11- MANHUNT BRAVO (NEUTRALIZATION OF WANTED PERSONS)
l. SOP #12- ANTI- ILLEGAL GAMBLING
m. SOP #13- ANTI- SQUATTING
n. SOP #14- JERICHO
o. SOP #15- NENA (ANTI-PROSTITUTION/ VAGRANCY)
p. SOP #16- ANTI- PORNOGRAPHY
q. SOP #17- GUIDELINES IN THE CONDUCT OD ARREST
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 though community oriented policing system

O- PRDER, maintenance, peacekeeping and internal security

L- LAW enforcement without fear or favor

I- MAGE, credibility and common support

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C- OORDINATION with other government agencies and non-government agencies

organizations and international securities.

E- FFICIENCY and effectiveness in the development and management of human material

resources

The acronym DREAMS stand for:

D- ISPERSAL of policeman from the headquarters to the street and enhancement of crime
prevention program

R-ESTORATION on 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 criminals 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 people 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 stand for:

G-RAFT free organization

L-EADERSHIP by example

O-NE stop shop mechanism for a faster police response to complaints and reports

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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

iii. REFERENCE:
 Manwong, R. and Delizo, D. Law Enforcement Administration: A textbook in
Criminology. RK Manwong Publications.2006

iv. ASSESSMENT:
 Activities will be announced on the group page or group chat.
 Online quizzes

TOPIC 2: DECISION MAKING: An essential Element in Planning

i. LEARNING OBJECTIVES:
At the end of the topic, the students are expected to have;
1. Developed a plan about disaster and emergencies.
2. Developed your own disaster management team.
3. Developed and observed different steps and plan for crowd control and riot prevention.

ii. LECTURE: What is Managerial Decision?

To decide is 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 transferred 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?

In coming up with the appropriate decisions, police managers should consider the following
elements:

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1. 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.
2. Alternatives- there must be more than one possible course 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.
3. Targets- goals and objectives come together to perform a vital function. They activate and give
direction to the decision-making process.
4. Behavior- making decisions is relevant unless they are translated into action.

What is the importance of Decision- Making in Police Planning?

Police planning involve a problem-solving process. Problem-solving and decision-making 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 consist of three stages as used in police planning. These stages
are describe as follows:

1. Intelligence- this involves scanning the environment for conditions that require the decision
2. Design- entails creating, developing, and analyzing possible course of action (creative problem-
solving)
3. 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
though which problems are recognize, diagnose and defined. Alternative solutions are generated,
selected and implemented.

What are some general principles involve in Decision Making?

Rule 1. Make a decision- effective police managers are graded on their ability to make decisions.
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 working 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?

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Organizational decision making refers to the formal exercise of an authority to decide based on
a designated level of management and the scopes of decision, hence, the levels of management
are arranged in a hierarchical order inactive of formal authority or position power.

1. Upper-level managers – the elected or appointed top executives who serve as administrators,
heads and directors.
2. Middle-level managers- located between the top and lower levels of the organization. Examples
are Bureaus 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-levels 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 decisions though highly structured and related
almost exclusively to operational considerations.

UPPER
STRATEGIC UNSTRUCTURED DECISIONS

MIDDLE
IMPLEMENTATION DECISION OPERATIONAL DECISIONS

LOWER
OPERATIONAL STRUCTURED DESICIONS

Level of Management and Scope of Decisions

What are the Influences o 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 managers by departmental policies, procedures, rules, and
regulation.
5. The availability of valid, reliable and objective information on which to base
decisions.
6. The time and energy used to select, train and retain qualified managers.
7. The nature, extent and effect or intra-organizational conflict.

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8. The adequacy of the reward system in promoting timely and effective decision-
making.
b. External factors
1. Social instability
2. Rising expectations
3. Professional ethics
4. Legal constrains
5. Dwindling resources
6. Political conflict
7. Technological change
9 STEPS IN RATIONAL DECISION MAKING
1. Awareness of the need to make a decision- Decision-Making is activated by the
recognition to 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 test a fairly wide creative solution
5. Evaluating alternative solutions- 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, and 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.

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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) - floods, earthquake, flamine, typhoon, diseases, volcano
eruption, crashes, industrial accident, fires, landslides avalanches tsunamis, etc.

 Induced catastrophe (man-made crisis) – arson, bombing, kidnapping, robbery,

hostage-taking, skyjacking, assassination, ambush, and other acts of terrorism.

Assessing the Risk

Pro-crisis Actions- “The planning process begins with an understanding of the
situation and recognition that a number of policy decisions must be made before the actual
planning can begin.”; “many emergencies can be prevented completely with adequate thought
and action. Others can be anticipated – often by doing nothing mere common sense.
REMEMBER! It was not raining when Noah build the ark.

Elements of effective crisis (disaster) management

“Like any other construction project, the crisis (disaster) management pyramid requires
a solid foundation”
1

The Crisis (Disaster) Management Pyramid

Placed within the Pyramid are the following:
1. Think about the unpopular
2. Recognizing dangers and opportunities
3. Defining the control and crisis response
4. Harness the environment
5. Containing the damage
6. Successful resolution
7. Return to normalcy
8. Avoid repetition
Phases in Emergency/Disaster Planning

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Phase I: Assessment of the situation

- This will be a research in depth by a knowledge 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. The pan can be code
title, management will just call for the name of the plan.
Phase III: testing the Plan
- Dry runs of the emergency plan is a part of the entire process of planning to determine
plan reliability and to identify deficiencies and make necessary corrections or
adjustments.
Phase IV: Critique the Plan
- This involves the analysis of feedbacks. The unworkable procedures should be noted
and finally corrected.

Organizing Disaster Management Team

Disaster Team Leadership
Disaster team leadership is vested in one person, who should designate an alternate
capable of acting independently in his or her absence.
One of the team leader’s primary task is to ensure that 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 has demonstrated ability to
function under pressure, must have sufficient authority to make on the spot decisions within
the framework of overall’s organization policy, assess to decision makers when required, and
the ability to recognize which decisions to make independently and which to refer to upper
management.
Disaster Action Team Members
Depending on the size of the organization and the number of people available, the
following team members may be considered:
Team leader/ Alternate
Executive Assistance
Public Affairs
Liaison Officers(for family/victim/government/international)
Administrative Support
Communications Specialist
Legal Specialist
Medical and Relief Operations Officer
Financial Specialist
Each disaster team member must be oriented and trained on their respective role and
the functional requirements for disaster management.

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Disaster Action Team Duties

On Pre-event
Supervise the formulation of policies
Ensure the development of procedures
Participate in preparing plans
Oversee and participate 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 on 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 information 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
Assist victims as appropriate
Document events
Prepare after-action reports
Arrange an orderly transition to normal conditions
Retain archives

The Chain of Events during a Crisis/ Disaster

INCOMING ADVISORY SECURITY NOTIFIES

NO
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DDECISION

DISASTER ACTION TEAM

LEADER
TEAM
LEADER
NOTIFIES

ASSEMBLY AT THE CRISIS OR

DISASTER CENTER

Initial Actions: Log Created, Family/ APPROPRIATE ACTION

Government Contacted, Press
Guidance, Others

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

Background
Riot in general is an offense against the public peace. It is interpreted as tumultuous
disturbance by several persons who have unlawfully assemble 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 crimes of
treason, rebellion or insurrection, sedition or assault upon a person in authority or his agents
(Article 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 (Article 153, RPC).

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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 by 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 consist of a body of individual people with no organization, no single partnership.
Each individual’s behavior is fairly controlled and ruled by reason.
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 crowed assembled, an
aggravated fight, or confrontation with the police.
Riot- it is a violent confusion in a crowd. Once a mob started to become a 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.

What are the basic procedures in Anti-Riot Operations?

1.Assess the situation
2. Survey the scene
3.Communicate
4.Maintain a watchful waiting
5.Concentrate on rescue and self-defense
6.Maintain an open line of communication
7.Establish a command post
8.Take immediate action for serious violations
9.Give the dispersal order

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 the 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 barricade, if necessary.

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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:
a. Surprise offensive – the police action is in its initial stages at a riot must be dramatic.
The elements of surprise may enhance effectiveness of riot control.
b. Security of information - plans for action and communications regarding the
movement of personnel and equipment should be kept confidential.
c. 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 formations.
d. Flexibility of assignments – officers and teams should be flexibly assigned to various
place where the need is greatest.
e. Simplicity – keep the plan as simple as possible and the instructions are direct to
avoid mass confusion among the officers.
What are special problems in Crowd Control and Anti-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?
a. Clear the area of innocent bystanders
b. Isolate the area and guard against possible escape of the suspects
c. Use whatever force necessary to take him into custody
d. Assign anti-snipers team especially in aggravated situations.
Arsonist- persons holding torch in their hands are potential arsonist. 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.

i. REFERENCE:

Manwong, R. and Delizo, D. Law Enforcement Administration: A textbook in Criminology.

RK Manwong Publications.2006

ii. ASSESSMENT:
 Activities will be announced on the group page or group chat.
 Online quizzes

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