CRS3

Crisis Management
 LEARNING OBJECTIVES

At the end of this chapter, the student will be able to:

1. Define crisis management;

2. Identify the main principles, objectives, and theories on
crisis management;
3. Understand the essential elements of crisis management;
 LEARNING OBJECTIVES

At the end of this chapter, the student will be able to:

4. Understanding of the legal measures used to deal with crisis

management; and

5. Understand how the police handles a hostage situation as a

main example of crisis management.
 This chapter deals with crisis management. A set of
definitions is provided, after which the major factors to be
considered in dealing with crisis management are discussed.
Hostage-taking, a major example of a "crisis" is also discussed
extensively in this chapter.
 CRISIS

This term came from the Greek word "krisis," which

means to "decide." A crisis is a turning point in the progress
of an affair or a series of events.
 EMERGENCY
This term came from the Latin word "emergentia," which
means "dipping" or "plunging." An emergency is a sudden
condition or state of affairs calling for immediate action.
 If the situation is still controllable and the response
given is for the purpose of containing the situation and
prevent it from getting out of control then it is just an
emergency.

If the situation is already beyond normal control,

what is happening is already a crisis. However, if the
effects of the crisis can no longer be controlled even by
its main instigator, then it is already a disaster.
 CRISIS MANAGEMENT
The term crisis management refers to the expert handling
of a crisis or emergency, with the aim of reducing or
eliminating danger or damage, especially on the part of the
government.
 Specifically, crisis management refers to the process of
identifying threats to an organization and its major players,
as well as the methods used by the organization to deal with
such threats.
 Crisis management often requires decisions to be made
after a major event has already occurred and within a short
timeframe. In order to reduce uncertainties and further risks
in the event of a crisis, organizations (e.g., local or national
governments) must create a crisis management plan.
 THEORIES ON CRISIS
MANAGEMENT

 Crisis Management Model

This theory argues that successfully diffusing a crisis

requires an understanding of how a crisis should be handled:
before it occurs.
 According to the main proponents Gonzalez-Herrero
and Pratt , a four-phase crisis management model process
should be used to handle a crisis and this process
included;

(1) issues management,

(2) planning-prevention,
(3) the crisis, and
(4) post-crisis (Crisis Management, 2009).
 THEORIES ON CRISIS
MANAGEMENT
 Structural-Functional Systems Theory
Structural-functional systems theory proposes that the
provision of information to an organization in a time of
crisis is critical in ensuring effective crisis management.
This theory highlights the importance of an efficient
information networks (consisting of networks and links) and
levels of command that comprise organizational
communication (Crisis Management, 2009)
 ESSENTIAL ELEMETS OF CRISIS
MANAGEMENT

 Incident Management

This refers to an act of containing the situation within a

certain level, mostly through law enforcement interventions.
 Consequence Management

This is an act that focuses on mitigating the adverse

effects that may be brought about by an incident. This is
achieved by utilizing non-law enforcement elements, such
as medical and fire services.
 PURPOSE OF CRISIS
MANAGEMENT

SALVARI VITAS

The main goal of crisis management; it means "to save

lives"
 OBJECTIVES OF CRISIS
MANAGEMENT

 Resolve the event without further incident

 Ensure the safety of all participants
 Apprehension of all the perpetrators
 Accomplish the task within the framework of current
community standards
 PRINCIPLES OF PROPER CRISIS
MANAGEMENT
 To achieve a successful negotiation, there must be a need
to live on the part of the hostage-taker and there must be a
threat of force by the authorities
 Contain and negotiate
 Protect the innocent from harm
 Allow the passage of time so that the perpetrators can be
reasoned with through a negotiation
 Allow the passage of time so that the response force can
evaluate the situation, gather information, explore
alternatives and formulate a plan of action
 Rely on the continuous flow of information from all sources
 Pressure the perpetrators into abandoning their position
 Receive, analyze, and disseminate all information
 Prepare for a rapidly escalating series of events
 TYPES OF CRISES AND/ OR
EMERGENCIES
A. Man-Made Crisis/ Emergencies: Civil disturbances,
such as labor strikes/ demonstration, riots, anarchy,
“Welga ng Bayan”
B. Revolt: Mutiny, Insurrection, Coup d'etat
C. Revolution
D. Border Incident
E. War: Conventional, Nuclear
F. Kidnapping
G. Hijacking: By Air, By Sea, By Land
H.Hostage-taking
I. Terrorist Activities
J. Attacks/Raids on government installation, facilities,
and other vital centers
K. Natural Crisis/ Emergencies
 Fire
 Marine/Air Disaster
 Structural Collapse
 Hazardous Spills
 Failure of Facilities that Provide Utilities (Power, Water,
telephone)
 Nuclear Accidents
 Food Scarcity/ Famine
 Fuel Shortage
 Pestilence/ Epidemic
 Floods
 Volcanic Eruption
 Earthquake
 Tidal Wave
 Typhoons
 Drought
 PHASES OF CRISIS MANAGEMENT

A. Proactive Phase
 Prediction
 Prevention
 Preparation
 PHASES OF CRISIS MANAGEMENT

B. Reactive Phase
 Performance (Implementation and Contingency Plan)
 Initial Action
 Action (Negotiation or Tactical Action Intervention)
 Post-Action
 LEGAL REGIMES IN DEALING
WITH CRISIS

In the Philippines, several laws have been passed to ensure

effective and appropriate crisis management at all levels of
government.
Some of these laws are discussed here.
 Section 6, Article XV, 1987
Constitution

The State shall establish and maintain one police force,

which shall have a national scope and civilian character. The
police force shall be administered and controlled by a
National Police Commission. The authority of local
executives over the police units in their jurisdiction shall be
provided and mandated by the law.
 Sections 444 and 445, R.A. 7160
(Local Government Code)

The mayor shall act as the deputized representative of the

National Police Commission. He/she shall formulate the
peace and order plan of the City or Municipality, and upon
its approval, implement the same. The mayor is expected to
exercise general and operational control and supervision
over the local police forces in the City or Municipality.
 Section 5 R.A. 6975 as Amended
(DILG Act of 1990)

The mayors shall exercise operational supervision and

control over PNP units in their respective jurisdiction except
during the thirty (30) day period immediately preceding and
the thirty
(30) day following any national, local, and barangay
elections.
 Operational Supervision and
Control

This refers to the power to direct, superintend, oversee, and

inspect the police units and forces. This power shall include
the power to employ and deploy units or elements of the
PNP-through the station commander-to ensure public safety
and effective maintenance of peace and order within the
locality.
 Executive Order No. 309 s. 1987
and
Executive No. 366 s.1996

These executive orders created the National Peace and

Order Council, Local Peace and Order Councils, and the
Barangay Peace and Order Committees.
 Memorandum Order No. 21
The government shall exhaust all peaceful means
possible in seeking a resolution to a crisis in order to
minimize, if not, prevent the loss of life and destruction of
property. If all peaceful means are exhausted, then the
government shall act promptly, decisively and effectively,
choosing from the whole range of police and military
actions appropriate to the circumstance, or otherwise known
as the "final option.
Another important piece of document is the PNP Manual
on Crisis Management s. 2013, the details of which
shall be discussed in subsequent sections.
 PNP OPERATIONAL PROCEDURES
ON CRITICAL INCIDENT
MANAGEMENT
As the Philippine Nationall Police (PNP) is at the
forefront of crisis situations, it plays an essentiall and active
role in crisis management in the country. The PNP achiewes
its related objectives organizing its own Incident
Management Committee (IMC) in support to the National
Peace and Order Council (NPOC) and National Disaster
Risk Reduction Management Committee (NDRRMC).
In this system, the Secretary of the Interior and Local
Government is designated as the Cabinet-Officer Primarily
Responsible (C-OPR) in charge of difusing and managing
such threats top peace and order as civil disturbance, violent
labor strikes, riots, and disorderly mass demonstrations
(Revised Philippine National Police Operational Procedures,
2013).
 TYPES OF INCIDENTS

According to the Revised Philippine National Police

Operational’ Procedures (2013), there are two types of
incidents to be handled.

These are explained below.

 Man-Made Incidents
These are incidents induced by man, to which the PNP is tasked to
respond in two different situations: (1) managing an incident that can
be resolved by the responding policemen without Crisis Management
Committee (CMC) involvement; and (2) managing an incident that
entails CMC-directed operations, which in turn, require the
implementation of special tasks by one or more of the urgent services
of the Philippine government. Both actions of the PNP in either
situation follow the Incident Command System (ICS) operational
procedures.
 Natural/Disaster Incidents

In the event of natural/ disaster incidents, the PNP shall

act as the first responder in the affected area in order to
provide area security and support to the conduct of search
and rescue operations to be spearheaded by the area Disaster
Risk Reduction Management Committees (DRRMC).
 All actions of the PNP in addressing these critical
incidents are in support to the Peace and Order Council -
Crisis Management Committees (POC - CMC) and Disaster
Risk Reduction Management Committees (DRRMC) with
common objectives o saving lives and properties, resolution
of the critical incidents at the earliest possible time, and
restoration of normalcy in the affected areas.
 5 P's of Crisis Management

The National Crisis Management Framework presents

comprehensive approach to understanding the components
of a crisis or the 5Ps of crisis management: Predict, Prevent,
Prepare, Perform and Post-Action and Assessment.
 5 P's of Crisis Management

1. Predict - this is an attempt to remove uncertainty from

the future. The Predict component is undertaken through
Strategic, Operational and Tactical Situation Awareness
(SA) processes.
 5 P's of Crisis Management

2. Prevent - this is a deliberate action that aims to avoid

future harm by addressing its causes. This is achieved
through a long-term strategy and an immediate operational
strategy. To minimize the impact of man-made incidents,
there should be vigilance and alertness to signs and
manifestations of suspicious looking individuals.
 5 P's of Crisis Management

3. Prepare- this is a core component of effective response

and covers six essential activities as follows: Planning,
Organizing, Training, Equipping, Exercising, as well as
Evaluating and Improving.
 5 P's of Crisis Management

4. Perform- the actual implementation of contingency plans

when a crisis occurs, despite the pro-active measures
undertaken. Once a crisis occurs, prionties shift from
building or enhancing capabilities to employing resources to
save lives, protect property and environment, and preserve
the social, economic and political structure of the
jurisdiction.
 5 P's of Crisis Management

5. Post-Action and Assessment - a component which begins

when the crisis has been addressed and the situation is
deemed clear. It is in this phase where the organization is
returning to business as usual. Post-action activities seek
ways to evaluate and improve prevention, preparation and
the actual execution.
 Incident Command System
(ICS)
The ICS consists of six major functional areas as
follows: Command, Operations, Planning, Logistics,
Finance/ Administration and Intelligence/Investigation
as an optional sixth functional area, which is activated on
a case to case basis. As mentioned earlier, each level of
the ICS has a crucial role to play in Critical Incident
Management operations.
 Incident Command / Incident
Commander (IC)

The person designated by the Chairman, CMC to provide

the overall supervision and management in handling
incident response operations. He manages the human and
other resources necessary to address the crisis.
 Command Staff (CS)
They provide technical advice to the IC and consist of the
Safety Officer (SO), who monitors safety conditions and
designs subsequent measures for assuring the safety of the
assigned personnel; and the Public Information Officer (PIO),
who disseminates information to internal and external
stakeholders.
 The CS also consist of the Liaison Officer, who is the
primary contact for supporting agencies assisting at the
incident; the Negotiation Team, who leads the
communicating/negotiating activities with the suspects or
perpetrators of the crisis incident; and the General Staff, who
provide planning and operations direction and supervision,
resource procurement and allocation, and support services.
 PNP Alert Levels During Man-
Made Critical Incidents
a. Level 1 (Low) - There is no information to suggest that a
specific man-made critical incident may occur.

b. Level 2 (Moderate) - Man-made critical incident is

possible, but not likely.
 PNP Alert Levels During Man-
Made Critical Incidents
c. Level 3 (High) - There is a strong possibility that man-
made critical incident may occur within a short period of
time.

d. Level 4 (Extreme) - A man-made critical incident has

just occurred or has just been pre-empted; or incidents are
expected.
 HOSTAGE SITUATION

A hostage situation refers to a set of circumstances,

wherein a suspected law violator holds a person/s captive
with the use of force and threat of violence, while the law
enforcement officers are in close contact with the suspect
and his captives.
Motives Behind Hostage-Taking
There are several reasons why an individual or a group of
individuals with a specific ideology resort to the act of
hostage-taking.
Whatever the initial reason for hostage-taking, it is clear that
the motive for holding hostages may change. Let us take a
look at some of the main reasons why this act is committed.
1. In political terrorism, one reason is to show the public
that the government is unable to protect its own citizens.
2. Hostage-taking guarantees immediate media coverage,
and after repeated hostage incidents, it is the hope of the
hostage-takers that the government might overreact and
become excessively restrictive with its own citizens, thus
causing civil discontent and the emergence of a grassroots
movement to overthrow the government.
3. Nations in conflict often seek peace after exchange of
hostages as a guarantee of reciprocity.
4. In urban guerrilla warfare, hostages are taken with little
regard for law and order.
5. Law enforcement officers are likely to encounter hostage
incidents that involve either criminals or mentally-disturbed
perpetrators.
6. A husband or wife may take a child hostage in custody
battles.

7. A mentally disturbed person may take hostages in order to

right what he believed to be wrong.
 Categories of Hostage-Takers

1. Persons in Crisis - These are people who take hostages

during a period of prolonged frustration, despair, and
problems.

2. Psychotics - These are mentally ill people who take

hostages during a period of psychiatric disturbance.
3. Common Criminals - These are people who take
hostages for personal, instead of ideological reasons.

4. Prisoners - These are people who take hostages

stemming from their dissatisfaction and discontent regarding
their living conditions in prison.
5. Political Terrorist - These are ideologically-inspired
individuals or groups of people who take hostages
mainly due to their political and ideological beliefs.
 Choices for the Hostage-takers
during a Hostage-taking-
Incident
1. Choose martyrdom, kill the hostages, and commit suicide;
2. Lessen one's demands to a more achievable proportion
and continue negotiations; or
3. Surrender to the police.
 Four Courses of Action
These refer to the courses of action that can be taken by
the Commander during a Hostage-Taking Incident:
1. Amass officers and massive firepower and assault
2. Use selective sniper fire
3. Use chemical agents
4. Contain the area and negotiate through a specially
trained negotiator
 ICER METHOD
This refers to the actions that must be taken by the
Investigating
Patrol Officer (First Responder) upon arrival at a hostage-
taking incidents. ICER stands for Isolate, Contain,
Evaluate, and Report.
According to the ICER method, the Investigating Patrol
Officer must perform the following:
 Isolate physical and psychological activities on the scene
and keep onlookers beyond the safety line.
Contain the hostage-taker's mobility to the smallest location
in the building or exterior area and deny him the opportunity to
observe the presence of police and their activities. This move
restricts the hostage-taker within the confines of the inner
perimeter and allows time for crisis stabilization.
 Evaluate the situation because the original report may or
may not be what the situation actually is. Gather as much
cursory information as possible. Assess the threats and
estimate the location of the command post as well as the
number and proposed positions of back up officers needed to
establish a temporary inner perimeter.
 Report the number and identities of hostage-takers
and hostages, along with their clothing descriptions,
precipitating events, size and locations of dangerous
zones. Afterwards, inform other responding officers of
recommended entry routes, types of weapons involved,
and directions or line of fire.
 General Operation Procedures
During A Hostage-Taking Situation

 Under all circumstances, the use of force is justifiable only

by virtue of the "Doctrine of Self Defense," and Defense of
Stranger as a last resort, and only when all other peaceful
means have been exhausted.
 General Operation Procedures
During A Hostage-Taking Situation
 Whenever force is considered the final option, use only
necessary and reasonable force to subdue the hostage-taker
and / or overcome clear and imminent danger.
 Avoid panic firing in an actual shootout with the suspect.
 Ensure that no bystanders are hit. Observe extreme caution
in firing a weapon in a congested area.
 General Operation Procedures
During A Hostage-Taking Situation
 After the shootout, check whether the suspect still poses
danger or has been wounded and maimed.
 Use police sirens and megaphones to influence or warn
offenders to stop their actions and peacefully give up.
 Use of force shall be tempered by such considerations as
keeping in mind the safety of the hostages and preventing
crossfire casualties or injuries to third parties.
 General Operation Procedures
During A Hostage-Taking Situation

 Immediate removal of casualties from the scene shall be

undertaken after the necessary sketches, pictures, and other
investigative requirements are accomplished. It is also
important that victims' bodies be segregated from those of
the suspects.
 Strictly respect human rights at all times.
 General Operational Procedures
and Guidelines During Hostage
Situations
 Ensuring the safety of all participants-victims, suspects,
police officers and bystanders is paramount.
 There shall be a Crisis Management Team (CMT) in every
locality that is trained and ready for deployment.
 There must be only one Ground Commander in the area.
 General Operational Procedures
and Guidelines During Hostage
Situations
 The incident area shall be cordoned off.
 Negotiations shall be designated and no one shall be
allowed to talk to the suspects without clearance from the
negotiating panel or the Ground Commander.
 Assaults must be well planned, and the assaulting team
must be alerted for deployment in case negotiations failed
 General Operational Procedures
and Guidelines During Hostage
Situations

 An ambulance with a medical crew and a fire truck shall be

detailed at the incident area, ready for deployment.
 Proper coordination with all participating elements is
necessary to unity efforts in solving the crisis.
 Tactical Procedure to be
Followed in a Hostage-taking
Incident
1. Containment of the Hostage Position

1.1 Stabilize the Incident

1.2 Determine the exact location of the hostage-taker
1.3 Physically contain the action to the smallest area
1.4 Isolate the scene
1.5 Evacuate the adjoining areas
1.6 Block the avenues for escape
2. Communication

2.1 By the use of telephone

2.2 By written notes
2.3 By the use of loudspeaker
2.4 By the use of bullhorn
2.5 By the use of megaphone
3. Visual and Audio Surveillance

3.1 Binoculars
3.2 Telescope
3.3 Portable searching lights
3.4 Night vision devices
3.5 Television camera
3.6 Spike or contact microphone
3.7 Telephone
3.8 Intercoms
4. Assault Alternative

4.1 When the victims are in imminent danger of injury

4.2 When the victims are in imminent danger of death
4.3 When the hostage-taker has gained the control of the
crime scene or potential-victims.
4.4 If hostages have been already killed
 Important Factors to Consider
During a Hostage-taking Incident

 Intelligence Gathering- this step must focus on

identifying the hostage-taker/s and hostages, determining
the hostage-takers’ capabilities to resist an assault, and
identifying the weapons being use.
 Important Factors to Consider
During a Hostage-taking Incident

 Motive- the concerned authorities must first determine what

type of hostage-taker/s are involved; identifying the
hostage-takers could help identify their motives, leading to
successful resolution of the event.
 Hostage Location- the concerned authorities must
determine the exact location of the hostages and how they
are secured.
 Important Factors to Consider
During a Hostage-taking Incident
 Setting- the concerned authorities must have detailed
knowledge of the hostage scene’s immediate vicinity. A
complete reconnaissance of the hostage area; terrain leading
to the hostages site, obstruction; areas of concealment;
viewing points; possible and/or potential escape route;
location of doors, windows and entrances, exits and fire
escape must be carried out.
 Important Factors to Consider
During a Hostage-taking Incident
 Formulation of the Plan- in case assault is determined as
the final option, it must be planned to occur at a time that
permits the assault team members to take their position
without detection and limits the hostage-takers’ ability to
resist. This is because when the element of surprise is used,
the hostage-takers have a reduced capability to react
violently, escape, hide, or harm the hostages.
 The Command Post
A. Command Post Considerations
1. Establish the outer and inner parameters
2. Ensure safe accessible routes to responding personnel
3. Defense against snipers, mobs, onlookers
4. Sufficient parking
5. Adequate staging area
6. Availability of water supplies, restrooms and telephones
7. Accessibility to helicopters
8. Maintain communication lines
9. Notify administrators
10. Maintain a command post chronological log of events
11. Only authorized personnel are given access to the areas
12. Only the Public Information Officer (PIO) shall deliver
press briefings
B. Command Post Staffing
Under the Ground Commander, the following
personnel must be deployed.

1. Assistant Commander
2. Negotiators
3. Emergency Services Team Tactical Adviser
4. Radio Operator
5. Intelligence Officers
7. Staff Psychologists
8. Chronographers
9. Communication Specialists
10. Liaison Personnel
11. Police Administators
C. Time-Events Barricade Matrix
Time Incident Matrix
-o- Incident occurs
0+1 Notification
0+2 Police Response
0+5 Location (Most dangerous time)
0+6 Confrontation (firearms, discipline)
0+7 Notification (of the dispatcher and the CMT)
0+8 Containment
0+9 Preparation (for the arrival of CMT)
0+10 Isolation
0+15 Evaluation
0+16 Evacuation
0+17 Segregation

0+19 Pre-Conflict Management Team Action

0+25 Actions of the Crisis Management Team

0+26 Pre-Negotiations Actions

0+30 Negotiations Begins

 Hostage Negotiation and Recovery

A negotiation approach is a systematic process of starting

to work on a task of negotiating and dealing with hostage-
takers, in which the primary consideration are the
arrangements of terms and conditions between the
authorities and suspects, which are necessary for the release
of the hostages.
 Principles of Hostage Negotiation
and Recovery
 The hostage has no value to the hostage-taker. The
former’s only value is a tool for the latter to get what he
wants, not from the hostage but from the authorities.
 The priorities in hostage situations are preservation of life,
the apprehension of the hostage-taker, and the recovery and
protection of properties.
 Principles of Hostage Negotiation
and Recovery

 A hostage situation must not conclude violently, for the

interest of the hostage, the hostage-taker and the authorities.
If the final option is needed then the authorities must always
come out the victors.
Principles of Hostage Negotiation
and Recovery

 To successfully negotiate, there must be a need for the

negotiator to place himself in the shoes of the hostage-
taker. This is because a hostage-taker who is bent on
killing himself is a non-negotiable case.
Guidelines for the Initial Stage of
Hostage Negotiations

1. Asses the situation

The concerned authority must immediately attempt

to identify the course of the crisis and what needs to be
done to diffuse the hostility.
2. Take immediate corrective action

The concerned authority must separate the combatants

and isolate them from each other. If arrest is warranted, it
must be done immediately, and the combatants must be
removed. If medical help is needed, then the concerned
authority must ensure that appropriate help is provided.
3. Listen and observe

In a crisis situation, one of the most effective techniques is

for the concerned authority to make an effort to see exactly
what is happening. Hence, there should be an attempt on the
part of the concerned authority to be totally non-judgmental
and devote one's full attention to what the principal actors in
the crisis are saying or doing.
4. Employ crisis diffusion techniques through the
following:

 Keeping a low voice and speaking slowly.

 Keeping non-verbal communication open and indicating
a willingness to listen.
 Establishing eye contact with the hostage-taker/s. This
often indicates sincerity and willingness to listen.
 Touching the hostage-takers while talking may establish
trust and help keep the lines of communication open.
 Attempting a compromise.
5. Write the follow-up report

The concerned authority should write a follow-up report as

soon as possible when the need for the following appears: a
psychologist, a family counseling expert and a spiritual
guidance counsellor, among others.
 The Crisis Negotiating Team
(CNT)

The CNT, also called the Crisis Management Team

(CMT), provides verbal and tactical support to the SWAT
Team, and is responsible for controlling a barricaded suspect
or hostage situation.
The CNT must ensure that it meets the following three
key objectives:

1. Safety for all people involved,

2. Sate release or rescue of the hostage; and
3. Apprehension and prosecution of the hostage-taker / s.
 Composition of the CNT
1. Primary Negotiator
2. Secondary Negotiator
3. Psychologist
4. Intelligence Coordinator
 In a hostage situation, the cardinal rule is that "the Ground
Commander does not negotiate, and the negotiator does not
command." Thus, it is important to note that the Ground
Commander should not serve as a negotiator because of the
following reasons:

 The hostage-taker will develop a sense of importance.

 The hostage-taker may make impossible demands,
knowing that he is dealing with the Ground Commander.
 There may arise conflict of roles as both the Ground
Commander and negotiator.
 Group Structure and Actions of
the Hostage Negotiation Team
(HNT)
The Primary Negotiator

A. Upon arrival on the scene, the Primary Negotiator shall report to the
on-scene commander and do the following:

 Debrief the officers who originated the call.

 Obtain as much information as possible about the situation prior to
making contact with the barricaded subject.
B. The Primary Negotiator shall be responsible for the initial
contact and ensuing negotiations and perform the following:

 Attempt to put the perpetrator at ease, thereby resolving any

imminent problem.
 Keep communication lines open.
 Elicit useful information.
 Achieve the safe surrender of the perpetrator with dignity and,
in which his human rights are observed.
C. The Primary Negotiator shall be aware of the following
principles:

 Be conscious of both verbal and non-verbal language: listen

actively, give feedback, be empathetic and understand the
difference between what is said verbally and what message is
really being given.
 Self-acceptance and value clarification are important; the
Primary Negotiator must understand his values and those of
others. He should also be aware of those areas that trigger
emotions in himself and others;
 There should be checkpoint summaries or brief reviews of the
main points discussed about the issues and demands at hand.
D. Important Suggestions for the Primary Negotiator

 Ask the suspect to give up peacefully.

 Allow encourage the suspect to ventilate.
 Ask general questions.
 Listen to the suspect.
 Be honest, upfront and sincere.
 Develop a trust relationship.
 Avoid a critical tone.
 Avoid approval or disapproval in your statements unless
necessary.
 Orient the hostage-taker to problem solving.
 Ignore the hostages-give them minimal attention.
 Stall the time.
 Avoid deadlines.
 Divert any negative train of thought.
 Investigate alternatives communicated by the hostage-taker
 Avoid telling the suspect how to solve his /her problems.
 Check with team leaders and Command Post before making
any commitments.
 Do not give away what can be bargained for.
 Don't negotiate demands for weapons, drugs, or hostages.
 Present the police position realistically but neutrally.
 Be willing and ready to be authoritative.
 Be aware of tactical considerations.
 Approach face-to-face negotiations cautiously (try to avoid it,
if possible).
 Avoid resorting to civilian negotiators.
 The Primary Negotiator is responsible for writing the follow-up
report of his part in the incident because this report shall consist of
any information that he feels would be helpful in future contacts
with the perpetrator. This report also includes comments on the
general goals of the negotiations and other details, such as the
specific tactics used that may be positive or negative.
The Secondary Negotiator

The Secondary Negotiator is responsible for monitoring the

negotiations and giving feedback to the Primary Negotiator with
regards the use of skills, infliction, tempo, trigger works,
interpretation of the message given by the perpetrator, and any
other useful information.
 The Secondary Negotiator has the same responsibilities as the
Primary Negotiator except that he does not engage in actual
conversation unless introduced by the Primary Negotiator for
specific purposes.
The Secondary Negotiator also fulfills the following tasks:
 He controls access to the Primary Negotiator; thereby freeing
him to carry out and focus on negotiations.
 He shall disseminate any information from the Primary
Negotiator to the Ground Commander via messenger.
 He is the only person in direct contact with the Primary
Negotiator during an actual conversation.
The Coach

When requested, the coach shall respond to the command post by

reporting to the Ground Commander. After being appraised of the
situation and all intelligence gathered to that point, the Coach will, if
possible, make a preliminary evaluation of the emotional state of the
perpetrator. Such information shall then be passed on to the Ground
commander; alter which the Coach is then assigned as part of the
"think tank.
During a hostage situation, the Coach shall also perform the
following tasks:

 He will continue to monitor the on-going negotiations and offer

any information or advice that he deems important and useful.
 After the situation is resolved, he will make himself available
for any follow-up support that are deemed necessary by the
Ground Commander, such as meeting with the negotiators,
press, family, and in case of emergency petition, and
responding to the hospitals for follow up.
 The Coach performs important functions, such as psychological
assessment, giving advice to the primary negotiator, providing
support to the team, providing emotional support to the hostages,
and conducting training.

 The Coach must keep track of the "big board" (a chalkboard or

white board where information is written) so that all members
can evaluate and understand what is happening.
The Intelligence Coordinator

The Intelligence Coordinator (a trained negotiator) is

responsible for assigning persons to gather information about the
perpetrators, the hostages, and the physical scene. in addition, all
intelligence passes through him/her for dissemination.
 The Intelligence Coordinator shall use, in order of preference,
the following personnel for intelligence gathering: the
investigative personnel, trained negotiators, special division
officers, and uniformed personnel.
 At the same time, intelligence gathering should center on the
following areas, individual description, historical background,
activities on a certain date, compatible information regarding the
victims or hostages, and physical description, including entrances
and exits of barricaded area.
 Negotiator Checklist Situation
Board
A. Arrival Interview with the First Responder

1. What has occurred?

2. Who initiated the call?
3. What is the time of occurrence?
4. Do the police personnel have injuries?
5. Do the suspects have injuries?
6. Do the hostages have injuries?
7. Are there other injured individuals?
8. What kind of contact has been made with the suspect?
9. When was this contact made?
10. Is the situation locked in?
11. Where is the suspect located?
12. Where are the non-hostages?
13. Where is the floor plan?
14. Where are the telephones and what are the types of
equipment found in the area?
15. Where are the suspects' observation points?
16. What firearms are used /where are they located on the site?
17. What explosives/ chemicals are located on the site?
18. What are the descriptions/profiles of the hostage-takers?
19. What are the descriptions/profiles of the hostages?
20. What is the nature of the surrounding?
 Negotiator Checklist Situation
Board
B. Collection of Data from the Subject/s
 Full name:
 Nickname.
 Age:
 Date of Birth:
 Gender:
 Height: Weight:
 Recent gain/loss:
 Scar, Birthmarks, tattoos and other marks:
 Clothing and jewelry description:
 Marital history and current status:
 Physical health/ diseases:
 Sleep and eating pattern history:
 Mental health history:
 Family mental health history:
 Significant others:
 Relationship to anyone:
 Religion:
 Military history.
 Education and specialized skills:
 Race:
 Build:
 Criminal History:
 Weapons history:
 Education and specialized skills:
 Employment and work experience history:
 Socioeconomic history:
 Financial history:
 Residential stability:
 Daily activities or behavioral changes:
 Wills or power of attorney issued:
 Substance used/ abused history:
 Transference and Stockholm syndrome history:
 Treatment from / hostage-taker history:
 Traumatic incidents in real life:
 Involvements in negotiations:
 Movement and stress behavior history during this situation:
 Released, rescued, injured, surrendered or other status at
resolution of this situation:
 Situation outcome:
 Notes or Remarks:
 Immediate Actions of the Negotiator upon
 Arrival at the Scene of Incident
 Immediate Actions of the
Negotiator upon Arrival at the
Scene of Incident

1. Containment - The negotiator must contain the situation and area.

Other people and bystanders must be obliged to stay away from the
area as they may add more problems during the negotiation.
 Immediate Actions of the
Negotiator upon Arrival at the
Scene of Incident
2. Establish contact - Immediately after positioning himself at an
advantage position, the negotiator must communicate with the
leader. He may introduce himself by saying "My name is
________, I am a ________ and I am willing to help." The
negotiator must not give away his rank as the hostage-takers might
think you can provide all their demands.
 The negotiator should also not give the negotiator the feeling
that he has the authority to decide. More importantly, the
negotiator must not bluff.
 Immediate Actions of the
Negotiator upon Arrival at the
Scene of Incident

3. Time Lengthening Efforts - The negotiator must give more

time for the police to organize and coordinate a plan of action.
 Immediate Actions of the
Negotiator upon Arrival at the
Scene of Incident

4. Telephone Negotiation Technique - The negotiator must be the

caller. He should also plan and prepare, be ready with a graceful
exit, and discipline himself to listen patiently to the hostage-takers.
Where a demand is impossible to obtain, the negotiator must stall
time by explaining that he needs to talk to other people.
 The negotiator must hold on to his concession, but ask for the
release of sick old people in exchange. When there is no demand,
the hostage-taker may really have no demand at all.
 Immediate Actions of the
Negotiator upon Arrival at the
Scene of Incident
5. Face-to-Face Approach - The negotiator must not show signs of
anxiety. He must. be prepared for proper psychological, physical,
and emotional confrontation. Before coming, the negotiator must
wear body armor and possess a weapon. If asked to come without a
weapon, the negotiator must ensure that the perpetrators too should
lay down arms before he enters.
 In entering, the negotiator must be protected with a tactical
back-up plan; he should also consider that hostage-takers might
have a booby trap in some portions of the area, such as the door
or window of the building.
 In a face-to-face situation, the negotiator maintains proper
distance, observes the hostage-takers' movements, and elicits a
promise or motivate them to surrender. Finally, in retreating, or in
getting out of the room, the negotiator must face the hostage-taker
slowly back out the door with good cover or tactical back-up.
 Immediate Actions of the
Negotiator upon Arrival at the
Scene of Incident

6. Surrender Approach - The negotiator must start with a positive

approach and act as if the hostage-takers will surrender.
He must not talk too much, and instead, gradually ask the hostage-
takers to surrender. Reassurance is the wisest thing to do. The
negotiator must talk details of the surrender process, and then explain
to the hostage-takers why surrendering now is better than later.
 Advantages of Telephone
Negotiations
While a face-to-face approach is ideal, some situations prevent
the negotiators from using this option. Fortunately, telephone
negotiations have the following advantages:

1. It is easier to say no.

2. It is easier to conclude the conversation.
3. The conversations are much quicker and more efficient.
4. Important items are more easily committed.
5. The caller retains the advantage.
 NEGOTIATION GUIDELINES IN
HANDLING DIFFERENT TYPES
OF HOSTAGE-TAKERS
Hostage-taker 1: The Paranoid Schizophrenic
The following are the major characteristics of a schizophrenic
hostage-taker:

 Has delusions of reference or references everything back to

himself
 Expects trickery or harm and questions the loyalty of others
 Hyper vigilance, scans for threats or taking unneeded precautions
 Thinks that others are spying on him, spreading rumors about
him, betraying him, or planning to harm him
 He may experience hallucinations, especially voices commenting
on his behavior; he may believe that his thinking and/or behavior
is controlled by an external force
 Has delusions of persecution, grandeur (glory), or jealousy
 Angry, argumentative, and occasionally violent, may be suicidal
 Guarded or secretive, which may result in social withdrawal,
isolation, and sexual contusion
 Believes that he is an important person who is misunderstood and
unappreciated
 Hyper vigilance, scans for threats or taking unneeded precautions
 Thinks that others are spying on him, spreading rumors about him,
betraying him, or planning to harm him
 He may experience hallucinations, especially voices commenting
on his behavior; he may believe that his thinking and/or behavior
is controlled by an external force
 Has hypersensitivity, as indicated by a tendency to be easily.
slighted
 Restricted effect as indicated by a cold, unemotional appearance,
manifest pride in being "objective, rational and unemotional, no
sense of humor and an absence of passive, soft, tender and
sentimental feeling
 Has an unrealistic concern about autonomy and sexual identity
 His demands may be unusual or bizarre
Negotiation Guidelines

 His need to explain may offer an opportunity to establish

rapport.
 Do not try to argue him out of his delusion.
 Try to ally yourself with his perspective without sounding
insincere.
 Avoid the use of family members, as they may be
enablers who are part of the delusional system.
 Expect his negative attitude toward the mental health
profession.
 Do not stare or get too close.
 A good negotiator may be rejected with time.
 NEGOTIATION GUIDELINES IN
HANDLING DIFFERENT TYPES
OF HOSTAGE-TAKERS
Hostage-taker 2: The Psychopath/Sociopath
This kind of hostage-taker has the following characteristics:

 Inability to maintain a close, intimate, enduring interpersonal

relations
 Lacks the ability to function as a responsible parent
 Maniacentric, egocentric, callous, irresponsible, impulsive,
sexually experimenting, and reckless
 Little or no conscience development; rationalizes and blames
others for his behavior, does not feel guilt or remorse (i.e., amoral)
 Fails to accept social norms with respect to lawful behavior as
indicated by repeated thefts, an illegal occupation, multiple arrests
and felony conviction
 Low trait anxiety level (not a "worrier")
 Low tolerance for frustration
 May put a "good front" (extremely cool, high verbal skills, and
manipulative)
 The onset of his behavior usually starts before the age of 15
years
 Excessive alcohol intake or prevalent drug use
 His demands are usually moderate
 Punishment does not alter unacceptable behavior (tactical
solution is best)
Negotiation Guidelines

 Keep his egocentricity in mind.

 Keep him busy.
 He must be convinced that the safe release of the hostages is to his
advantage.
 Negotiation must be reality-oriented.
 A non-police negotiator will be of marginal value or may only
make the situation worse.
 NEGOTIATION GUIDELINES IN
HANDLING DIFFERENT TYPES
OF HOSTAGE-TAKERS

Hostage-taker 3: The Inadequate Personality Hostage-taker

This kind of hostage-taker has the following characteristics:
 Throughout his life, he has demonstrated poor adaptability,
ineffectiveness, poor judgment, and inept responses to social,
emotional, intellectual, and physical stress, which may be
due to chaotic family relationships, marital problems, sexual
irregularities, fantasies and lack of social, physical, and emotional
stability)

 Most likely a high school dropout

 May have had a succession of jobs, having been fired from each
because of poor performance
 Sees himself as a loser, someone who has always failed-even
crimes may have been poorly planned
 Can be incredibly manipulative
 Taking hostages may be his last attempt to prove to someone (wife,
parents or girlfriend) that he can succeed at doing something; in
fact, this type of disorder can be recognized by statements, such as
“I’ll show them that I really can do something”
 The hostage incident, including the attention from authority figures
and the media, may be the high point of his life.
 In contact with reality, thinks clearly, understands the consequences
of his actions, and can be negotiated with successfully
 Strong Stockholm Syndrome is possible
 His demands may be initially exorbitant
Negotiation Guidelines

 Provide understanding and uncritical acceptance.

 Help him find a way to end the situation without having failed
again; help him build self-esteem.
 Parents and friends brought to the scene may cause strong feelings
of failure or embarrassment and cause him to prove more that he
can do something important
Negotiation Guidelines

 Do not introduce non-police negotiators to observe his failure.

 Consider the use of a negotiator of the opposite sex
 Once rapport is established, the negotiator may be more
authoritative.
 However, because of all the attention he is receiving, he may not
want the situation to end.
 NEGOTIATION GUIDELINES IN
HANDLING DIFFERENT TYPES
OF HOSTAGE-TAKERS
Hostage-Taker 4: The Depressed Subject (Maniac or
Bipolar)
This kind of hostage-taker has the following characteristics:

 Unrealistic sadness, hopeless (Feelings of inadequacy or

worthlessness)
 Suffers from sleep and appetite disturbance
 Decreased effectiveness at school, work, home or play
(decreased attention span, concentration or ability to think
clearly, loss of feeling or pleasure of interest, low energy level,
and loss of interest or enjoyment of sex)
 Irritability or excessive anger
 Brooding about past events; tearfulness of crying
 Psychomotor agitation or retardation
 Depressed appearance; feeling of inadequacy, worthlessness, and
low self-esteem
 Hopelessness and helplessness (recurrent thoughts of death and
suicide; however, not all depressed persons are suicidal and not all
suicidal persons are depressed)
 May be well aware of the reason for his depression
 Mood-congruent hallucinations and delusions are possible
 His demand may be summed up by the statement “Go Away”
showing pain, anger, and conflict
Negotiation Guidelines

 If psychomotor retardation is present, the negotiator may have to

wait longer than the usual for a reply – response time is slow
 Friends are relatives may provoke or escalate feelings of
worthlessness and guilt.
 Beware of sudden improvements that are unrelated to the
negotiation.
 Keep a time perspective in the “here and now”. Hopeless persons
cannot imagine a positive future.
 He will generally have small body space.
 He will generally be honest and straightforward with the
negotiator.
 Once rapport has been established, it may be appropriate to be
explicitly directive.
 Beware of the phenomenon called “Suicide By Cop.”
 Use real world versus abstract concepts.
 Attempt to postpone action as opposed to changing mood.
 Be emphatic.
 Be prepared to repeat reassurances again and again
 NEGOTIATION GUIDELINES IN
HANDLING DIFFERENT TYPES OF
HOSTAGE-TAKERS

Hostage-Taker 5: The Situational Stress Reactor

 This kind of hostage-taker has the following characteristics:

 No history of mental disorder
 Clearly identified precipitating events that led to the hostage-
taking
 Increased anxiety and/or agitation
 Depressed
 May feel hopeless, helpless, and out of control
 Feels that there is no clear and acceptable option for him
Negotiation Guidelines

 Allow him to ventilate his feelings.

 Then, try to get him to describe events as objectively as possible.
 Have him go back over the options he has ruled out.
 Review his descriptions of events and then and place him in a
more objective and rational perspective.
 NEGOTIATION GUIDELINES IN
HANDLING DIFFERENT TYPES
OF HOSATGE-TAKERS
Hostage-Taker 6: The Professional Criminal

This is usually the easiest type of hostage-taker to deal with

considering he is a relatively rational thinker. After assessing the
situation and weighing the odds, in most cases, this type of hostage-
taker can easily come to terms with the police.
Negotiation Guidelines

 Show force but refrain from unnecessary violence or useless

killing
 NEGOTIATION GUIDELINES IN
HANDLING DIFFERENT TYPES
OF HOSATGE-TAKERS
Hostage-Taker 7: The Terrorists

This is a more difficult hostage situation, and terrorists may be

viewed as psychopaths with a cause operating under a leader of the
group. When caught, they rationalize their acts by citing religious or
political ideologies. In addition, they are resolved to die for the cause.
Negotiation Guidelines

 Their causes may deteriorate in the passage of time. In

any case, if they kill one of the several hostages, the
negotiators must exhaust all means possible to save the
remaining hostages as the hostage-taker will likely kill
them all.
 HOSTAGE-TAKERS’ NEEDS AND
DEMANDS
Hostage-Takers’ Needs

INSTRUMENTAL NEEDS – These are the spoken, often

tangible needs, such as survival, food, water, comfort, and
predictability of circumstances. Instrumental needs almost
always emerge first because that are easy to talk about with a
stranger.
Hostage-Takers’ Needs

EXPRESSIVE NEEDS – These are the unspoken and

often intangible needs, such as power, acceptance,
belonging, affection, and self-worth. Expressive needs, if
they emerge at all, will emerge later in the negotiation.
 Hostage-Taker’s Demands
1. NEGOTIABLE DEMANDS

 Food
 Cigarettes
 Drinks
 Alcohol
 Transportation
 Media coverage
 Freedom
 Hostage-Taker’s Demands

2. NON-NEGOTIABLE DEMANDS

 Weapons/Ammunition
 Drugs
 Release of prisoners
 Exchange of hostages
 In Handling Demands:
 Avoid asking for demands
 Avoid offering anything
 Do not give anything that is not specifically asked for
 Do not give more than absolutely necessary to fulfill an
agreement
 Never give anything without getting something in return
 Avoid dismissing any demand as trivial
 In Handling Demands:
 Ignore deadlines and do not set deadlines for the incident
resolution
 Negotiate first for the sick or injured hostages
 Monitor the types of demands
 Asses the personality type of the hostage-taker based on the
types of the demands made.
 Delay; impress upon the hostage-taker that even simple
demands are hard to get; that you need to talk with the
commander or other people, etc.
 EFFECTS OF TIME ON THE
NEGOTIATIONS
Positive Effect of Time

 The hostage-taker will be weary both emotionally /

psychologically.
 The hostage-taker will have more demand for food and
water.
 Anxiety is reduced; hostage-taker will be given a
chance to organize his thoughts in accordance with his
true self
 The hostage-taker’s rationality increases.
 The relationship between the hostage-taker and negotiator
is improved
 The hostage-taker’s demands may be reduced.
 Stockholm Syndrome may develop
 EFFECTS OF TIME ON THE
NEGOTIATIONS

Negative Effect of Time

 Exhaustion and boredom may have creeping effects on

both hostage-takers and authorities: hostage-takers may
eventually commit suicide or may forget all the demands
altogether.
 Life and Death Negotiations
 Keep in mind that in one hostage-taker, show of force may be
unnecessary
 However, show of force is necessary if there are several
hostage-takers
 Speak firmly but not in a threatening manner
 Do not be overfriendly, it may be interpreted as a weakness.
 The hostage-taker should not be driven to desperation (the
negotiator must give hope, security, etc)
 Failure of Negotiation (or as the
Situation Permits)

 Final move must be made swiftly without looking back

 Any assault must proceed with skill and professionalism,
especially when:

 The hostage-taker begins executing hostages

 The hostage-taker throws out the body of the first casualty.
 Concluding a Hostage Incident

 Remove perpetrators as quickly as possible.

 Secure the scene
 Brief the media about the incident
 Collect sufficient evidence
 Assemble all involved personnel
 Retrieve all equipment used
 Identify all damaged properties
 Identify all other critical data and handle debriefing
 THE STOCKHOLM SYNDROME

Stockholm Syndrome refers to the bond that develops between

the hostage and the hostage-takers. The term was first coined in
the early 1970s to describe the puzzling reactions of four bank
employees to their hostage-takers who held them captive.
 On August 23, 1973, three women and one man were taken
hostage in one of the largest banks in Stockholm. They were held
for six days by two ex-convicts who threatened their lives. At the
same time, however, these hostage-takers showed kindness to their
hostages. To everyone’s surprise, all of the hostages strongly
resisted the government’s efforts to rescue them and were quite
eager to defend their captors.
 Several months after the hostages were saved by the police,
they sill had warm feelings for the men who had threatened their
lives. In fact, two of the women eventually got engaged to the
captors.

The Stockholm Syndrome is an unconscious, automatic, and

emotional response to becoming a victim, which then establishes a
bond between the hostage and hostage-takers.
 It is a survival mechanism consisting of:

 Denial,
 Regression, and
 Identification with the aggressor
 Signs That Stockholm Syndrome
May Be Present In A Hostage-
Taking Situation

 Although each individual’s reaction to being taken hostage is

unique, there is a common set of behaviors that is likely to occur.
 It is present when the hostages may begin to have NEGATIVE
feelings toward the POLICE and even develop fear of police
weapons.
 There is a pervasive belief that the “police” will not let them go
and that the police values money more than their lives.
 There is a sentiment that the police are supposed to help, not
“make things worse”.
 It is present when the hostages begin to have POSITIVE feelings
toward the hostage-taker
 They have a shared fear of the police and their weapons.
 They have a shared frustration: they both want to live
 The hostage-takers may begin to develop positive feelings
toward their hostages.
 There exist shared fear and frustration in being captives
together.
 Necessary factors for the
development of the Stockholm
Syndrome

1. The hostages and hostage-takers must be captive together,

sharing the same fears and frustrations.
2. Some amount of time must have passed
3. There must be personal contact between the hostages and the
hostage-takers.
4. Contact must be perceived as positive or “non-negative” (no
physical or verbal abuse)
 PNP Procedure in a Hostage
Situation

The following steps shall be undertaken in the event of a

hostage situation:

1. Activate a Critical Incident Management Committee (CIMC);

2. Secure and isolate the incident scene;

3. Ensure the control of communication lines and
simultaneously ensure that all other lines are cut off,
along with electricity and water supply to allow for
maximum bargaining;

4. Bar unauthorized persons from entering and existing

the incident scene;

5. Record the witnesses’ names, addresses, and other

information;
6. Direct the witnesses to a safe location;

7. Evacuate all victims/injured persons immediately when the

opportunity permits;

8. Ensure that the arrest of the perpetrator shall be the last

paramount concern; and

9. Conduct debriefing immediately after the conclusion of the

incident.
 Transferring Command
Responsibility

The responsibility of addressing crisis can be transferred if it

grows beyond the capability of the established Critical Incident
Management Task Group (CIMTG), which is tasked to handle the
incident, or if there occurs jurisdictional change (i.e., when the
incident moves location or area of responsibility).
 The transfer must always include the transfer of command
briefing, which may be oral, written or a combination of both. This
meeting should be attended by the key members of the CIMC /
CIMTG (PNP Handbook, 2013).

To achieve smooth transition of command responsibility during a

transfer, several conditions or situations in any crisis level must be
considered. These are shown in the table below:
INVOLVED CMC Conditions or Situations
Municipal / City  Local PNP and CMC are in control of
the situation
 Appropriate resources are available
and capable at Municipal / City level

Provincial  Local PNP at the Municipal/City level

are unable to resolve the crisis within
their capabilities
 Municipal/City CMC recommends
elevation of the crisis level
 Situation requires employment of
security forces and utilization of
resources of the provincial level
organizations and beyond
 Incident affects two or more
municipalities within the same
province
Regional  Situations requires employment of
security forces and utilization of
resources of the Regional level
organizations and beyond
 Upon the recommendation of the
Provincial Crisis Management
Committee (CMC)
 Incident involves foreign nationals,
either perpetrators or victims
 Crisis affects peace process,
national tourism industry and
other major industries
National  Incident affects two or more region
 The highest terrorist threat level
involving mass casualty attacks
 National issues are at stake such as
food, water, energy, security, critical
transportation and communication
structure, and environment are
threatened
 Upon recommendation of the
Regional CMC
 PNP General Rules on Media
Relations During Crisis

1. According to the Revised PNP Handbook (2013), any Unit

Head/Chef or Ground Commander shall be responsible for
responding to queries raised by the press. The Ground
Commander (GC) should also be the one decide on the press
releases to be given out to the media. The GC has the option to
delegate this task to the unit PIO or spokesperson.
2. There should be no information about the incident to be released
without clearance from the GC.

3. The GC should designate a media area for pooled coverage and

ensure the safety of all media personnel covering an incident.

4. All members of the media must be confined to an area designated

by the GC and must not be allowed to air lives coverage of an
unfolding event.
5. Suspects who are arrested for any violation of the law shall
not be presented to the media.

6. Should information be denied / withheld to the press, the

basis for such shall be fully and courteously explained.

7. A ranking officer at a crime or incident scene can provide

factual information to the media, but this is subject to the
limitation of existing policies.
8. In cases of inter-agency operations, the department / agency with
primary jurisdiction shall determine the dissemination of proper
media lines.