Border Security


Introduction and Doctrine

Command, Control and Operations

Tactical Approach

Organizational structures

The "general organizational structure" should be designed in such a way that every time all police tasks can be managed.

In addition, they must ensure the first measures for dealing with such situations that require a "Specific organizational structure".

The establishment of a "Special organizational structure" is required when a situation cannot be managed through the "General Organizational Structure" because

• of the increased workforce needs or the required concentration of work force or management resources

• duration of use

• the necessary standardized management, particularly in different responsibilities.

The "Special organizational structure" must be prepared for for ad-hoc situations as well as for time slots with respect to the type, scope and intensity of measures.

In case of ad-hoc situations, the "Special organizational structure" develops gradually and based on the immediate measures of the "general organizational structure." The forces incorporated into the operation so far and forces with special local and technical knowledge should always be integrated.

If the "Special organizational structure" develops in several phases, especially in ad-hoc situations, clear management relationships must be ensured at all times.

The "Special organizational structure" includes the senior management / the management group and operation sections besides the responsible operations commander.

The "Special organizational structure" can be divided -if necessary in combination -spatially, object-related or operation-oriented, into operation sections.

Particularly suitable are

• the spatial operation sections if various tactical measures have to be carried out in a specified space and a standardized management in this operation section seems reasonable.

• object-related operation sections when various tactical measures concentrate on stationary or mobile objects and a standardized management seems reasonable.

• operation-oriented operation sections if

o special units, special forces, units for special tasks or special management and use of resources are required to fulfill the tasks or

o cross-sectional tasks will be performed.

A possibly low level of detail must be strived for. The structure width should never exceed seven to nine operation sections. It may be exceeded if the responsible operations commander

• uses the senior management to his support

• can expect low management and coordination effort

• leads with mission type tactics

• leads operational sections with time delayed orders

• issues operational sections with exclusive organizational or logistical tasks

Special units, or units for special tasks, must be generally employed into separate operation sections with their senior executives.

If operation sections are formed according to different criteria, interface problems must be counteracted by clear demarcation of space and tasks or by organizational rules.

Unforeseeable situational developments may require the establishment of operational sections.

The above rules apply analogously for the establishment of sub-sections.

A "Special organizational structure" is so long and has to be maintained to the extent as required for location management; the abolition of the "Special organizational structure" has to be notified immediately.


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