DISPUTE RESOLUTION

COURSE DESCRIPTION

This course deals with the study of the process of dealing and resolving conflicts or disputes
resolution and crises management. It includes the arts of intervention through mediation and
reconciliation of disagreements between stakeholder’s agencies. Likewise, the course includes the
handling of crises that the criminal justice personnel are commonly encountered. Moreover, the study
significantly provides mechanisms on how to adopt strategies in dealing with potential and actual crises
which are being addressed by concerned agencies and authorities from law enforcement, corrections
and communities

Note: The requirements that must be complied in order to evaluate completion as Percentage
follows

Assignment and activity 14%

Online class participation and recitation 14%

Attendance 7%

Quiz 35%

Prelim exam 30%

TOTAL 100%

Note: The requirements that must be complied in order to evaluate completion as Percentage
follows

Assignment and activity 14%

Online class participation and recitation 14%

Attendance 7%

Quiz 35%

Midterm exam 30%

TOTAL 100%

Note: The requirements that must be complied in order to evaluate completion as Percentage
follows

Assignment and activity 14%

Online class participation and recitation 14%

Attendance 7%

Quiz 35%

Final exam 30%

TOTAL 100%

OVERVIEW

Under CHED memorandum order no. 05 series of 2018, the most recent curriculum governing BS
Criminology course, the subject Dispute resolution and crises management was formally introduced with
a course code of Criminology 6

This subject entails a very significant contribution in the field of criminology, the law enforcement,
public safety, and research. Thus, students will benefit relevant knowledge on activities involving dispute
resolution and identify conflicting issues thereby treating them from becoming worst case which may be
occurred in the family, workplace, community and society in general. Also, understanding on the
different principles and methodology in conflict resolution creating crime strategic crime prevention and
crisis management efforts will be a contributory factor.

The promotion of peace and ensuring public safety requires a deep understanding on how to promote
conflict resolution at the early stage. In the event of sudden occurrences brought about by crisis, either
natural or man made crises, the importance of internalizing and applying knowledge on the principles
and procedures in crisis management will capacitate the learners from being an instrument of and
public safety on the future

Pre-test

1. This act is known as the Alternative Dispute Resolution Act of 2004

a. RA 876 b. RA 11131 c. RA 6975 d. RA 9285
2. It is an activity which takes place when conscious beings wish to carry out mutually inconsistent acts concerning wants, needs or
obligations
a. Frustration
b. Stress
c. Crisis
d. Conflict
3. Arbitration law
a. RA 11131 b. RA 9285 c. RA 6975 d. RA 876
4. It means a voluntary process in which a mediator, selected by the disputing parties, facilitates communication and negotiation, and
assist the parties in reaching a voluntary agreement regarding a dispute
a. Arbitration
b. Conciliation
c. Hearing
d. Mediation
5. It is voluntary dispute resolution process in which one or more arbitrators, appointed in accordance with the agreement of the
parties or rules promulgated pursuant to this RA 9285, resolves a dispute by rendering an award
a. Conciliation
b. Mediation
c. Trial
d. Arbitration
WHAT IS CONFLICT?

A conflict is an activity which takes place when conscious beings, individuals or groups, wish to carry out mutually inconsistent acts concerning
their wants, needs or obligations

Conflict may also refer to a natural disagreement or struggle between people which may be physical or between conflicting ideas. It can be
accumulated wealth, control of politics and the institutions that make up society, and one’s social status relating to others, determined not just
by class but by race, gender, sexuality, culture, religion and other things

CONFLICT THEORY

Conflict theory states that tensions and conflicts arise when resources, status, and power are unevenly distributed between groups in society
and these conflicts become the engine for social change. In this context, power can be understood as control of material resources and
accumulated wealth, control of politics and the institutions that make up society, and one’s social status relative to others, determined not just
by class but by race, gender, sexual, culture, and religion, among other things

Conflict theory originated in the work of KARL MARX, who focused on the causes and consequences of class conflict between the bourgeoisie-
the owners of the means of production and the capitalists, and the proletariat-the working class and the poor. Many social theorists have built
on MARX’s conflict theory to bolster it, grow it, and refine it over years. Many others have drawn on conflict theory to develop other types of
theory within the social sciences, including the following:

1. Feminist theory
2. Critical race theory
3. Postmodem theory and post colonial theory
4. Queer theory
5. Post-structural theory
6. Theories of globalization and world system

So while initial class theory described class conflicts specifically, it has lent itself over the years to study of how other kinds of conflicts, like
those premised on race, gender, sexuality, religion, culture and nationality, among others, are a part of contemporary social structures and how
they affect our lives

CONFLICT RESOLUTION STRATEGIES

KENNETH THOMAS and RALPH KILMANN developed the conflict resolution strategies that people use to handle conflict, including avoiding,
defeating, compromising, accommodating and collaborating

The Thomas-Kimann instrument is designed to measure a person’s behavior in conflict situations. CONFLICT SITUATIONS are those in which the
concerns of 2 people appear to be incompatible

In such conflict situations, an individual’s behavior can be described along 2 dimensions:

-assertiveness, the extent to which the person attempts to satisfy his own concerns

-cooperativeness, the extent to which the person attempts to satisfy others concerns

LESSON 3

Crisis and Emergency

This chapter presents the basic concept of ones and emergency, the crisis management, and policies in
handling crisis/hostage situation Also, it presents the dynamics of managing a critical incident (such as
hostage taking) It shows a series of synchronized, coordinated and parallel response by civil and police
authorities from the time such crisis is first reported until its successful conclusion by means of a well
executed contingency plan. Furthermore, progress check is provided at the end of this chapter

Segment 1. Crisis and Emergency

Crisis came from the Greek word crisis, which means separate. As defined by Funk and Wagnalls, crisis is
turning points in the progress of an affair or a series of events. Though crisis is often used
interchangeably with emergency, crisis develops from an emergency and vice versa, their terms have
certain degree of difference.

Emergency came from the Latin word "emergentia" meaning a dipping. Funk and Wagnall defined
emergency as a sudden condition of state of affair calling for immediate action (Lud-ayen, Review Notes
on Human Behavior, 2006)

Two Types of Crisis/Emergency

1. Man-Made Crises/Emergencies are:

a Civil Disturbance (riots)

b. Revolution

© War

d. Hostage-Taking

e. Revolt (Coup d'état Border incident

f. Kidnapping

g. border incident

h. Terrorist Acts [bombing)

In case of any occurrence concerning crises and emergencies described as man-made as described
above, the National Peace and Order Council (NPOC) established by Executive Order 120 on March 1
1988 with its present amendment through Executive Order No. 7 entitled, "Further Reorganizing the
Peace and Order Council appropriate level shall be the organizational model that shall prima take action
on the situation (See Appendix Al
2. Natural crises/Emergencies are

a Volcanic Eruption

b.pestilence

c. inundation

d. Drought

e Earthquake

f. Tidal Wave (Tsunami

if crises and emergencies occur as a result of natural disaster or calamities, the organization that shall
primarily address the same shall be the National Disaster Coordinating Council (NDCC) and its
subordinate entities established through Presidential Decree 1566

However, the NDCC is presently called National Disaster Risk Reduction & Management Council
(NDRRMC) through Republic Act No. 1021 known as, "Philippine Disaster Risk Reduction and
Management Act of 2010". It is an agency of the Philippine government under the Department of
National Defense, responsible for ensuring the protection and welfare of the people during disasters or
emergencies (See Appendix B

Note: Executive order No. 137 declares July as the National Disaster Consciousness Month or NDCM

The Color of Danger: PAGASA's New Rainfall and Flood Warning System

The colors red, green, and yellow - the same iconic symbols used in streets everywhere are now given
new meaning to alert the public of possible floods

The Philippine Atmospheric Geophysical and Astronomical Services Administration (PAGASA) started
using a color-coded rainfall and food warning system to help communities prepare for upcoming
disasters. In a nutshell, here is the tri-color warning system;

YELLOW means "CAUTION" - Residents are advised to monitor the news for further updates. "Yellow
warning" represents 7.5-15 mm rain in an hour which could also cause flooding

GREEN means "GO" - Go ahead and prepare for possible evacuation. Green warning stands for 15-30
min rain in an hour that is also expected continue within the next 2 hours. At this point low-lying areas
are expected to suffer from floods because of relatively heavy downpour. The memorable typhoon
pedring hit the country on September 27, 2011, fell within the green warming range as it had a recorded
rainfall of about 15-25 mm per hour
Red means "STOP-Better stop what you are doing now if PAGASA says your area is under a "red
warning," Evacuate. Think about the amount of at Typhoon Ondoy's (Ketsana) peak when it hit the
country on September 26, 2009. The recorded rainfall at that time was proximately 56 min in an hour.
According to PAGASA, if more than 30mm rain is observed in an hour, and is expected to continue in the
next 2 hours, then low-lying areas are expected to experience serious flooding. Residents in areas that
have low elevation, such as coastal towns and cities, the CAMANAVA (Caloocan, Malabon, Navotas,
valenzuela) area, are advised to evacuate immediately. The rainfall warning system is based on the
intensity, characteristic and amount of rainfall (GMA News Online-Tue, Jul 31, 2012).

Public Storm Signals

Public Storm Warning Signals (PSWS) given during tropical clones should not be mistaken for rainfall and
flood warnings cording to the PAGASA website, the purpose of the PSWS number is to arn the public of
specific weather conditions related to an oncoming tropical cyclone.

The Public Storm Warning Signals is based not just on the amount rainfall, but also on the strength and
speed of the wind. Thus, the full impact of each PSWS signal is only felt after a certain lead time has
passed. The various Public Storm Warning Signal levels are:

Public Storm Warning Signal #1

This means that strong winds of up to 60 kph expected within 36 hours. Because of the long lead time,
it's common for people to think that the weather forecast is wrong. Damage is evident mostly on crops,
light-weighed structures- nipa huts and cogon huts, and banana plants. Coastal communities are
expected to be prepared for evacuation at any time: At this PSWS level, pre-school within affected areas
are automatically suspended

Public Storm Warning Signal # 2

At this level, kids from preschool to high school celebrate because of class suspension. Within 24 hours,
winds of 60 – 100 kph be expected. Not just crops but also galvanized roofs may be damaged of such
winds. Travel by water, especially by boat and other small seacraft should be avoided.

Public Storm Warning Signal #3

Most offices and all schools up to colleges and universities are closed because it is dangerous for anyone
to travel. Strong very winds of 100 to 185 kph are expected within 18 hours. Aside from the damages
mentioned in the previous PSWS numbers, electricity and water supply may also be affected. Air and sea
travel are risky. Classes in all levels are suspended. Communities affected out major damage to crops
and property
At this point, communities should be wary of the "eye" of the storm. Winds are at their strongest
nearest the eye, but die down to fair weather for about two hours as the eye passes over. After this, the
storm resurges, bringing strong winds in the opposite direction

Public Storm Warning Signal #4

Winds with speed of over 185 kph are expected to hit the area within 12 hours. Residential, agricultural
and industrial properties may be severely damaged. Electricity and communications may also be
disrupted. Residents along coastal areas and other danger zones are advised to evacuate as soon as
possible.

Also, according to the PAGASA website because cyclones move at different rates, the signal numbers
may change depending on their movement and behavior (TID, GMA News Online)

The Four P's of crisis Management

Crises Incidents occur when they are at least expected. What make these incidents become crisis
situation is when they go out of control and cause destruction to lives and property or endanger public
safety. The 4Ps of Crisis Management Model is envisioned to address crisis situations in two phases - the
Proactive and the Reactive Phase composed of four stages - Prediction, Prevention, Preparation, and
Performance.

A. Pro-Active Phase

This phase is designed to predict or prevent the probability of occurrence of crisis at the same time
prepared to handle them when they occur. It compasses the first 3 P's of the Crisis Management Model:

1st Prediction - This stage involves foretelling of the likelihood of crisis occurring either natural or man-
made through the continuous assessment of all possible threats and threat groups as well as the analysis
of developing or reported events and incidents. Crisis incidents can be predicted through updated inputs
from intelligence reports as well as the continuous monitoring and analysis of the confluence of related
events. Prediction includes:

a. Updating of inputs-threat.

b. Intelligence about possible threat

c. Knowing possible targets and knowing the vulnerabilities.

2nd Prevention - With most man-made crises/emergencies, this stage involves the institution of passive
and active security measures, as well as the remedy or solution of establishing factors and or security
flaws leading to such crises/ emergencies. Prophylactic actions may well be applied to both natural and
man-made crises emergencies to prevent them from developing to uncontrollable proportions.
Prevention includes:

a. Operation Security

b. Personnel Security

c. Physical security and the like

3rd Preparation -Preparation for crises/emergencies entails;

a Planning

b Organization

c. Training and

d. Stockpilling of equipment and supplies needed for such crises and emergencies

B. The Reactive Phase

Reactive phase is the performance of the crisis management plan when a crisis situation occurs despite
the proactive effort.

4th Performance - The objectives in this stage are to ensure a high probability of success in neutralizing
the perpetrators, to minimize, or cushion the adverse effects of the crisis incidents and to ensure a
smooth and speedy rehabilitation or return to normalcy Performance has three sub-stages such as:
initial action, main action, and post action

Threat Groups (Man-made)

a. Political Terrorists - These are ideologically-inspired individuals or groups. They want prestige and
power for a collective goal or higher cause. Many of its members have intensive criminal backgrounds

b. Criminals- These are people who commit terrorist acts for personal motives rather than ideological
gain. Some of their terroristic acts such as kidnapping or extortion are planned. For instance, a number
of bank robberies turn into hostage-taking situations when policemen arrive in response to an alarm
while the robbery is still in progress.

c. Mentally Deranged Individuals. These people commit terrorist acts during a period of psychiatric
disturbance. These type maybe the most difficult terrorists to deal with due to unpredictability.
d. Religious Extremists - These people belongs to Southern Religious Fundamentals intolerant of other
faiths, they are apt to execute hostages belonging to other religions

e. Economically Motivated Groups - These people mainly belongs to labour groups. Depending on their
ideological orientations, motivation and long-standing situation resorted to violence for many reasons
favourable to them.

Terrorist Operations

Terrorist operation is covert and well-executed. They are usually carried out by especially-trained,
especially-equipped and especially clandestine elements.

a. Weapons - Terrorist usually uses the following:

1. Basic arms (short arms and shoulder weapons etc...), and

2. Explosives during operations, however, they continue to seek access to advanced weaponry.

b. Trainings - Terrorists often undertakes training activities away from their homeland, usually in
countries known to be sympathetic to terrorist activities. Generally, specially-trained terrorists are of
above average intelligence. They are usually trained on:

1. Subversion

2. Weaponry

3. Infiltration

4. Negotiation practices and others.

c. Sequence of terrorist actions are:

1. Pre-Incident Phase - Pre-operational activities such reconnaissance missions, lengthy periods of

trainings, and rehearsals

2. Post - Incident Phase - During the post- incident phase, the terrorist members regroup and critique or
evaluate their operation They learn from and share their successes and failures. This learning is often
shared with other terrorist groups.

Terrorist Tactics are:

a. Bombing

Delivery to target is done through:

1. Vehicle Bombs - These bombs refers to booby trapped vehicles with attached devices and car bombs.

2. Laid Charges-These refers to bombs that are placed or assembled by hand

3. Projected Bombs-These refers to bombs that are thrown by hand, launched from rifles, or projected
by a mortar device

4. Postal/Mail Bombs - These refers to bombs that are sent through letters, parcels and other items sent
by mail.

Activation Means:

1. Command Activation - Activation of explosive is by any of the following means: radios, electric leads,
pull wires, or mechanical strikers

2. Action by the Subject/ Target-Activation of bomb is through trip wires, pressure devices, light sensitive
devices, electric switches.

3. Time Delay- Bomb is activated through clock burning fuse, chemical delay, or atmosphere pressure.

b. Arson - This is used to destroy or disrupt targets such as public utilities political headquarters,
economic and industrial facilities

c. Hijacking - Hijacking and skyjacking are very popular means used by the terrorists. Terrorists hijack
vehicles with supply ammunitions, fuel cargoes. Hijacked legitimate vehicles provide the terrorists an
easy access to approach or gain entry to a closed military installation Skjacking of commercial aircraft on
the other hand, guarantees publicity for the terrorists.

d. Assassination/Liquidation - This is the oldest but still the most widely used terrorist tactic. Targets are
often predictable, and invariably, the terrorists will claim responsibility for the assassination

e. Ambush-This is a well-planned, generally well thought-out, properly and precisely executed

operation. The terrorist has time on his side and spend considerable time preparing for an operation
Terrorists have advantage because they can choose their time and place of operation

f. kidnapping – for ransom is the most common form of terrorists tactic. The victim is normally confined
in secret hideaway so the kidnappers make demands

g. Hostage-Taking - The hostage taker confronts the authorities and openly holds the victims for
ransom. His demands are often more than just material in nature. A political concession is frequently
demanded for exchange for the hostages' lives.
h. Robbery/Extortion - Terrorist operations are expensive. To help finance their activities, terrorists rob
armored vehicles and persons carrying large sums of cash. Bank robberies are also used as graduation
exercises for terrorist training programs and viewed as a tactical operation. They conduct
reconnaissance, plan escape routes and operate with a high degree of efficiency.

1. Progressive Taxation - The progressive taxation scheme of the CPP/NPA is a form of extortion through
coercion or use of force against the victim or his property.

J. Raid/Attack-Target may not necessarily be vital, isolated or large one, what is important is the
raid/attack will attract public/media attention

Possible Terrorist Targets are:

a. Military/Police - To the terrorist, the military para-military and police elements are sources of arms,
explosives and other weapons

b. Engineering and Emergency System such as hydro- electric plants, gas facility site, dams etc.

c. Communication and Supplies such as equipment, warehouses and facilities of communication,

chemical storage sites and the like

d. Transportation Facilities such as: rail lines and can airports and aircraft, main land routes and bridge

e. VIPs such as: members of the Diplomatic corps, government officials, corporate executives, police and
the like

Segment 2. Policies in Handling Crisis/Hostage Situation

2.1. Coordinated Government Response to a Crisis (EO 320 as amended by EO 366 series of 1996)-The
government shall handle a terrorist based crisis through a Crisis Management Committee (CMC) that is
activated by the appropriate level of the Peace and Order Council (POC) with jurisdiction over the
incident. The CMC directs the mobilization of necessary government resources to assist in the resolution
of a crisis. It shall also set the mode of interoperability between concerned agencies to ensure that
operational demands during the crisis period are aptly met and all government actions are coordinated
and complementary (see figures 4 to 9).

CMC Organizational Structure at Different Levels

NATIONAL LEVEL

Figure of National Crisis Management Committee

REGIONAL LEVEL

PROVINCIAL LEVEL

HIGHLY URBANIZED CITY LEVEL

Fig. 7. Highly Urbanized City Crisis Management Committee

COMPONENT CITY LEVEL

COMPONENT CITY

COMPONENT DAY

APAN Commande

MUNICIPAL LEVEL

2.5. Pr

of auth

capabil

their e

26. R

any c

includ
Fig. 9: Municipal Crisis Management Committee

2.2. Peaceful means and Other Options in the Resolution of a Crisis – the government shall exhaust all
peaceful means in seeking a resolution to the crisis to minimize, if not prevent the loss of life and
destruction property. If all peaceful means are exhausted, the government shall at promptly, decisively
and effectively, choosing from the whole range of police and military actions appropriate to the
circumstances. Armed action shall, however, be calibrated as required by the situation ensure safety of
victims and innocent civilians

2.3. No-Compromise with Terrorists-The government shall not accede to blackmail or terrorist
demands. Nor shall it grant ransom and concessions that will benefit the perpetrators and give terrorists
an operational advantage over the government. Terrorists should prevented or be denied from
benefitting from the fruits of their crimes

2.4 Safety of Victims and Civilians-The safety of the civilians shall be the government's primordial
concern in the resolution of a crisis. In situations involving foreign nationals, the government shall act in
accordance with policies, and maintain close contact and coordination with the foreign government/s
concerned.

15. Prompt Handling of a Crisis at the Lowest Level Possible - All terrorist based crises are generally
police matters and shall be handled as such unless the situation escalates into that which requires a
higher unit of authority to carry out the government's Anti-Terrorism Policy. The police, military and
local government units (LGUS) shall build the capability of effectively handled terrorist-related incidents
and arrest their escalation.

2.6. Respect for Human Rights - All government personnel responding to any crisis situation shall at all
time respect human rights of people, including those suspects of terrorist activities.

2.7. Crisis Situation Involving Foreign Nationals. In crisis situations involving foreign nationals or in crisis
incidents inside an embassy or foreign occupied facility, the government will act in accordance with the
existing bilateral understanding or agreement with the foreign government involved. In the absence of
such understanding or agreement, the government will act in accordance with its policies and maintain
close contact and coordination with the foreign government whose national or property is involved.

2.8. Handling Hostage Situations

The PNP shall ensure the safety of civilian hostages as paramount consideration that shall take
precedence over all others

> Understand and minimize the mental anguish and agony of the victims' family, relatives and friends.
Achieve the early liberation of the hostages or victims.

Ensure the recovery and return of the loot or the fruits of the crime.

> Ensure the successful case build-up and prosecution of cases against the perpetrators

Attain effective integration of efforts of the operating units for optimum results, to minimize duplication
and unnecessary competition, and to promote efficiency

2.9. AFP Support Role-The PNP shall enforce laws and ordinances and perform other law enforcement
functions in the performance of these functions, it shall have unimpeded access to the operational area
upon prior coordination, and it may call upon, and shall be assisted by the AFP However, the AFP and its
units and personnel shall not have a enforcement authority unless the exercise of such is in support of
the PP or other law enforcement agency or as a private citizen within the purview of section 6 of Rule
113 of the Rules of Court

The PNP shall play a supportive role to the AFP during national emergencies, including disasters and
calamities. In the performance of their respective functions, the spirit of cooperation, coordination and
accommodation shall prevail. Direct liaison, including regular inter-service intelligence exchanges and
socials among those concerned is encouraged Service courtesies, particularly in regard to those
accorded rank and seniority, shall be observed among personnel of both the PNP and AFP, especially
during the conduct of official business

Segment 3 Dynamics of an Effective Critical/Hostage Management

fig 10: The Crisis Incident Flow Chart)

The following are the step by step guide in dealing with hostage situation by civilian and police
authorities:

Step 1. Hostage incident happens and reported to police and/or civilian authorities

hodetHipprs

radent Reported
incident

OulianAuthottie

Step 2. Initial Action Police and civilian authorities initiate preliminary response (see table).

Police Authority Civilian Authority

a. First responders are sent to the incident scene a. Upon receipt of report of a crisis, the Chairman
to contain the situation if it is within their shall activate the CMC and CIMTG
competence and capability

b. If situation is beyond First Responders capability b. Chairman shall convene the Crisis Management
it will: Committee at a pre-designated command
Post/Crisis Management Operations Center
1) continue to assess the situation and ground
(CMOC
2) get information: what, who, where, when, why
and how?

3) set up police line and isolate the incident scene

(with barricades/barriers)

4) render situation report and recommends to

higher HQ /Station that CIMTG takes over

5) await for the Critical Incident Management Task

Group Commander (CIMTG) to arrive at the scene
to take over responsibility

C. CIMTG is activated and immediately convenes. c. Shall officially declare the existence of a crisis
The On-Scene Commander is designated as well as situation and order the activation of the Critical
the Commanders of the following Sub Task Groups Incident Management Task Group (CIMTG).
and representing the essential components of
critical incident management, thus:

1)Intelligence and Investigation(Negotiation) STG

2) Operations (Assault) STG

3) Service Support STG

4) Public Affairs STG (Spokesperson et al)

d CIMTG issues orders for the implementation of d. Establish and control the Crisis Management
Critical Incident Management Operational Operations Center (CMOC).
Procedures (see figure 11).

Table 3: Police Authority from Civilian Authority during Crisis

CIMTG

Intel/Invest Negotiation) STG

Fig. 11: The Organizational Structure of Critical Incident Management Task Group

relative

to

the

Step 3. Main Action Phase - The CIMTG under the close supervision and control of the CMC shall
undertake Tactical Response (see table 4).

CIMTG CMC

a.Task Group Commander - assumes command, a. Monitor, supervise and direct CIM from the
control and jurisdiction over all Crisis Management Operations Center (CMOC)
components/forces involved and all actions
1) Must give and receive all communications
crisis/emergency situation. 1) Ensures that
through the Task Group Commander only
incident scene is isolated (with police line as
boundaries) with the use as of barricades and 2) Coordinate all government actions to ensure
possibly by sight barriers to prevent media interoperability of all tasked agencies
coverage of sensitive areas/actions
2) Establishes On-Scene Command Post/Media
Broadcast Holding Area/Staging Areas, etc.

3) Establishes communication with the CMC and

On-Scene Commander

. 4 Directs and supervises the On Scene

Commander

b. On-Scene Commander-Directs/ supervises all b. Deliberate and decide on the demands raised by
the action of the following units/teams hostage-taker

1) Negotiation Sub Task Group (see segment 4/ for c. May elevate the management of the crisis to
detailed actions from receipt of warning order to higher level CMC
end of operations)
d Confirm the use of final option
2) Public Affairs Sub Task Group (see segment 5)
for detailed actions from receipt of warning order
to end of operations)

3) Operations Sub Task Group (Assault Team) (see

segment 6) for detailed actions from receipt of
warning operations) order to end of operations

4. Other Components of Operations STG (Security

Team, Traffic Management and Control
Intelligence Team, Investigation Team and S0C0
Team)

5) Service Support STG

Table 4 Tactical Response of CTG

Operations STG

Service Support STG

Public Affairs STG

4. Post Incident - Actions (either the incident is resolved through successful negotiation or final option
(assault) (see table 5).

CIMTG CMC

Each Sub Task Group will carry out pot incident a. Initiate actions for the immediate restoration of
actions pursuant to respective SOPs among others peace and order.
(see segment 4-7):

a. Clearing Operations by EOD b. Facilitate management of post traumatic stress

disorder of survivor/s

b. First aid and evacuation of injured persons by c. Direct the prosecution of offender/s.
Medical Team

c. Scene of the Crime Operations (SOCO) d. Coordinate free legal services to all parties
Investigation Team (see segment 7, 7.5) for involved in the crisis management task group that
detailed actions from receipt of warning order to might be charged criminally, administratively and
end of operations). civilly either by individual or their collective
actions.

d. Turn Over of the crime scene to the e. Review after operations reports
Investigation Team

e. Processing and Disposition of Hostages f. Review of existing policies and procedures based
on the outcome of the recent crisis situation

e. Regrouping/Accounting and Consolidation of g. Recommend revisions in policies, procedures,

the Assault Team and all other Tactical plans, budget if needed based on assessment after
Components (and respective equipment). crisis

g. Report back to Camp/HQ. h. Request for additional budget allocation

intended for the procurement of the state of the
art equipment and facilities for the best response
during crisis situation

h. Conduct of Post Critical Incident Management Render Final report to higher authorities
Assessment Debriefing / Assessment/Evaluation of
operations and learning lessons from lapses

i. Render report to higher Headquarters

Table 5: Post Incident Actions

Segment 4. Negotiation Sub-task Group

As a national policy, the government shall exhaust all peaceful means in seeking a resolution to a crisis
to minimize, if not prevent, the loss of life and destruction of property. The Negotiation Team shall be
organized to mediate between the hostage-taker/s and the government authority for peaceful
resolution of the crisis.

4.1. Upon receipt of a warning order, the following actions are to be undertaken by the Negotiation
Team:

4.1.1. Consolidation of the following Team Members;

a Team Leader/Coordinator

b) Primary Negotiator

c) Secondary Negotiator

d) Liaison

e)intelligence/Recorder Negotiator

f) Board person

g) Interpreter

h) Psychologist/Psychiatrist

4.1.2. Report to the On-Scene Command Post (OSCP) for briefing/instruction by the On-Scene
Commander;

4.1.3. Team situation briefing:

4.1.4. Designation of special tasks;

4.1.5. Negotiation proper, and

4.1.6. Debriefing

42. The following are procedures to be followed during Negotiations:

4.2.1. In negotiation, the safety of the hostages shall always be paramount;

4.2.2. Stabilize and contain the situation

4.2.3 Select the right time to make contact with the hostage-taker
4.2.4. Take time when negotiating:

4.2.5. Allow hostage-taker to speak;

4.2.5. Don't offer the hostage-taker anything. What he will ask Will be part of the negotiation,

4.2.7. Avoid directing frequent attention to the victims when talking to the hostage-taker. Do not call
them hostages;

4.2.8. Be as honest as possible, avoid tricks; be sincere,

4.2.9. Never dismiss any request from the hostage-taker as trivial or unimportant,

4.2.10. Never say "NO":

4.2.11. Soften the demands

4.2.12. Never set a deadline: try not to accept a deadline;

4.2.13. Do not make alternative suggestions not agreed upon in the negotiation;

4.2.14. Do not introduce outsiders (non-law enforcement officers) into the negotiation process, unless
their presence is extremely necessary in the solution of the crisis. Provided that, they shall be properly
advised on the do's and don'ts of hostage negotiations;

4.2.15. Do not allow any exchange of hostages, unless extremely necessary. Particularly, do not
exchange a negotiator for a hostage;

4.2.16. Avoid negotiating face-to-face; and

4.2.17. Law enforcement officers without proper training shall not be allowed to participate in hostage
negotiations.

Segment 5. Public Affairs Sub-task Group

In view of systematic media coverage of the ongoing crisis situation, Public Affairs STG shall be organized
for this purpose. The following protocol shall guide the police authorities (Public Affairs STG
spokesperson) in dealing with the media, especially in releasing information to the public as well as in
allowing reporters access or coverage of critical incident.

5.1. Actions to be taken by Spokesperson:

5.1.1. Proceed to the scene and report to the Task Group Commander order to act as and ask for
instructions.
5.1.2. A soon as you get the Task Group Commander's spokesperson, meet and organize your Media
Team

5.1.3. Determine and recommend to the Task Group Commander the location of the media area and
broadcast area, establish same upon approval.

5.1.4. Call the media to the designated media area and issue an in prepared statement. Then allocate a
very short time, not too long as to distract your ongoing operations for the deputy PIO), to meet with
the media and answer questions. Also, to agree to the basic rules of coverage for the particular
crisis/emergency situation (If no prior protocol has been established yet).

5.1.5. In agreeing on the "rules" of the coverage, it is important that you stress to the members of the
media the importance of staying out of the line of fire, not only for their safety, but also for the security
and success of the operation.

5.1.6. Such rules may include also requesting the media not to describe positions of snipers and other
activities of police operatives within the area.

5.1.7. Advise the media that you (PIO or unit chiet/commander) or your representative will give them
updates on the situation, after a specific period (e. g. how many minutes after).

5.1.8. Continue to give updates at regular intervals, when it will not jeopardize the operation or
endanger lives. This is to ensure you satisfy the media's curiosity, and avoid getting them restless and
trying to get the information themselves at the risk of jeopardizing the operation.

5.1.9. Advise media prior to firing gas (in cases where the situation calls for the act).

5.1.10. Advise media personnel to watch their lights, as this may interfere in the operation, particularly
when the incident occurs

5.1.11. if damage has to be estimated for press Immediately, confine statement to general description of
what was destroyed.

5.1.12. Eliminate obstacles wherever possible. Most reporters will agree that the more obstacles they
find in their way, the harder they will work to ferret out the real story - from any source possible. They
will almost always use something they have uncovered, and you have no control over what they may
uncover.

5.1.13. Have needed records available for your reference if possible.

5.1.14. Any information that goes to one source in the crisis is fair game to all. Don't play favorites.

5.1.15. Keep cool. If reporters get snappy, chances are it's because they are under considerably more
pressures at the moment, hence try to cooperate to the extent possible.

5.1.16. Always accentuate the positive.

5.1.17. At the conclusion of the operation, particularly if it is successful, never fail to acknowledge the
cooperation of the media.
5.1.18. As much as possible, never declare unwarranted judgments especially in front of the media
concerning the mental condition of the suspect. Instead, it can be answered in a safer and diplomatic
way by saying: "it is not yet known what prompted the suspect(s) to do this" or "He is said to have
imbibed generous amount of alcohol".

5.1.19. Note, tactical moves you are planning to take should be confidential, and the media should be
made to appreciate this Be sure that during the initial press briefing, the media is made to understand
that there might be some information that you cannot give them in advance, or if they gain access to it
by other means, ensure you have their cooperation and commitment not to let go the information until
it is safe for the operation to do so.

5.1.20. Remember, until after the operation is concluded, the identity of the suspects or the hostages (in
a hostage situation) should be confidential information, more so their addresses. This is to preclude
media conjecture on the motives and possibilities, and also creating undue panic particularly in
instances of mistaken names and identities.

5.1.21. Regularly check observance of the protocol.

5.1.22. At the end of the crisis, conduct an after-activity press con

5.1.23. Thank the media

5.2. Protocol on Media Coverage of a Critical Incident (Hostage Negotiation)

This protocol was entirely formulated by the Western Visayas Media. It was adopted formally in a
Memorandum of Agreement signed its members and witnessed by RD, PRO6 on October 4, 2010 in
Camp Delgado, Iloilo City.

The following guidelines are to be followed by the media in covering a crisis/hostage situation, thus:

5.2.1. Report immediately to law enforcers the occurrence of a hostage/critical incident.

5.2.2. Look for the designated spokesperson upon arrival at the scene of the crime. If none, stay at the
police designated media and broadcast area (outside of the police line).

5.2.3. Always put in mind personal safety. If no police line has been established yet, look for a safe place
and refrain from making moves that may aggravate the situation.

5.2.4. Always assume that terrorists, gunmen, hostage-takers have access to the reporting (radio,
television). Live coverage (blow-by blow account) is discouraged except for the following:

a. News flash/breaking news; and

b. Regular updates from the designated PNP spokesperson.

5.2.5. During live coverage the following are encouraged:

a. Before releasing information seriously weigh benefits to the public as against the potential harm the
information may cause;

b. Avoid inflammatory catchwords and phrases;

c. Avoid making telephone calls to interview terrorists. gunmen, hostage-takers, etc.;

d. Do not report police operational plans to include assault plan, weapon, tactics or positions of Special
Weapons and Tactics (SWAT) team or similar units

e. Do not report any information intercepted from police communication;

f. Explain to listeners/viewers why certain information is being withheld by the police authorities

g. Give no information be it factual or speculative about the mental condition or reasons of the hostage-
taker for such a standoff;

h. Aside from reporting on the demand of the hostage taker, refrain from giving analyses or comments
on the demand;

i. Exercise care in interviewing family member or friends of those involved in standoff

situations;

1. Be cautious in reporting the medical condition of hostages until crisis has concluded;

k. Go beyond the basic story of hostage taking or standoff. Focus on other angles of the incident:

5.2.6. Television crew can shoot footages to be aired after the incident or to establish that a crisis is
taking place (for flash news or breaking news only);

5.2.7. While taking footages do nothing to further endanger the lives of hostages such as turning on spot
lights, camera lights, etc;

5.2.8. Fight the urge of becoming a player in any standoff or hostage situation such as becoming a
negotiator. (Journalist will be the last resort only or if requested by the hostage-taker. Provided that a
clearance has been secured from the news organization of the journalist and ground commander, the
journalist requested has knowledge on hostage negotiation and the later directing the course of the
tone of the negotiation);

5.2.9. Keep helicopters away from where the standoff as it may affect any on-going negotiations;

5.2.10. Observe protocol at all times

Segment 6. Operations Sub-task Group (Assault)

The Operations STG shall be organized and mobilized to carry out the contingency plans of the Task
Group, particularly the execution of the final option. The following are the operational procedures to be
observed:

Assault Process - Upon receipt of the warning order, the Assault Commander must carry out the
following:

PHASE I-Pre Assault:

1. Alert/Recall Procedures and Assembly;

2. Issue Warning Order;

3. Advance Party Deploys:

a. Pre-designated personnel proceed directly to the incident area

b. Select a suitable location to establish a tactical holding area

c. Coordinate with first responder at the scene;

d. Begin collecting information/intelligence;

e. Conduct target survey:

f. Reports to tactical team leader; and

g. Main body deploys.

4. SWAT Commander reports to the On-Scene Commander and receives instructions;

5. SWAT Establish Tactical Holding Area (THA):

a. SWAT Commander briefs team leaders on latest development;

b. SWAT Commander deploys observer/sharp shooter team;

C. SWAT Commander and Team Leaders collect and analyze intelligence information;

d. Conduct leader's recon on the crisis site;

e. Conduct target analysis;

f. Formulate Assault Plan;

g. Prepare equipment;

h. Complete preparation for an emergency assault; and

i. Team members ready to carry-out assigned tasks.

6. Complete/confirm the Assault Plan

7. Conduct Rehearsals based on the Confirmed Assault Plan:

a. Full dress;

b. Talk through/Walk through/Run through; and

c. Brief backing (Performance Evaluation/Quality Control).

PHASE 11- Movement from Tactical Holding Area to Final Assault Position:

1. Team arrives at released point (Last Covered and Concealed Position) at the same time.

2. Controlled by SWAT Commander through the Team Leaders

3. Individual and team movement technique observed.

4. Observer/Sharpshooter team watches and provides fire support.

5. Cover and concealment used when possible (Armor cars/Smoke)

6. Baching equipment/charges are prepared at the last covered and Concealed Position [LCCP)

7. Compromise authority it delegated to the tactical commander

8. Team moves from Last Covered and Concealed Position (LCCP to Final Assault Position (FAP).

9. SWAT is prepared to execute the assault at any time after departing from the Lest Cover and
Concealment (LCC)

10. Charges/Special equipment is placed at the breaching position

See figure below/ Fig 12: Tactical Movement of Assault Teams

(THA)

Tactical Holding Area

(LCC)

Last Covered and Concealed Position

(FAP)

Final Assault Position

PHASE III - Assault

1.Initiated on command by the On-Scene Commander or by sniper fire

2. involve all intervention tactics

a Gain simultaneous entry through multiple entry points:

b. Use speed, surprise, shock and aggressive action to clear the crisis

c. Avoid friendly fire hazards

d. Secure hostages, evidence, etc

e. Alternate entry points

F. Officer down procedure

g. Reinforcement procedure.

h. Perform hostage processing/search

PHASE IV-Post Assault

1. Arrest of Suspects

2. Recovery of Hostages

3. Security of EOD and Medical Teams

4. Preservation of crime scene

5. Accounting of Personnel and equipment

6. Redeploy to the Tactical Holding Area (THA)

7. Conduct immediate debriefing of all personnel to determine

a. 5Ws and 1H, and

b. Make preliminary notes as memory aid;

8. Return to base

9. Preparation of After Operation Report

Segment 7. Service Support Sub-task Group (STG)

The Service Support STG shall be organized and mobilized to provide vital services and support to the
other components of the Critical Incident Management Task Group (CIMTG)

Among others, it shall ensure that pr security is established to exclude and isolate the incident scene
from people/kibitzer/traffic, intel, and investigative support is provident Crime Laboratory
Specialists/SOCO; Communications Specialists Medic responders; and fire fighting are readily available
(see figure 13

Service support STG

Fig. 13: Component Teams under the Service Support

The following step by step guidelines shall be followed by the rent service support teams from the time
an order is issued by the 6 Commander to commence actions, thus:

71. Security Team

7.11. Receive instructions from the Task Group Commander

7.1.2. Assess the area then organize appropriate number of personnel to be deployed;

7.1.3. Deploy security/CDM personnel and set-up police line and other available barricades/barriers
(with the help of engineers) within the perimeter to isolate the incident scene and keep unauthorized
persons out.

7.1.4. Control the crowd and prevent unauthorized persons to penetrate the incident scene;

7.1.5. Provide the On-Scene Commander regular situation update,

7.1.6. Disperse the crowd if needed to preserve the scene and prevent contamination;

7.1.7. Arrest any person who obstructs the incident scene except the act of arrest might irritate the
hostage-taker/s;

7.1.8. Do not leave/abandon the crime scene unless cleared/ordered by the On-Scene Commander, and
7.1.9. Attend debriefing

7.2. Traffic Management and Control Team

7.2.1. Report to the Service Support Commander for instructions and brief him on present traffic
situation.

7.2.2. Coordinate with the team leader of the perimeter security regarding traffic plan and its
implementation

7.2.3. Put-up barrier and traffic signs

7.2.4. Identify the parking areas) for vehicles involved in the ant-hostage operation.

7.2.5. Make sure to give priorities to incoming and outgoing emergency vehicles from the scene like
assault vehicles ambulances and fire trucks

7.2.6. Ensure that roads or driveways going in and out of the incident scene are open and free from any
obstruction.

7.2.7. Take note of the plate numbers of the vehicles immediately leaving the hostage area.

7.2.8. Coordinate for the availability of towing truck.

7.2.9. After the incident, account personnel and equipment.

7.2.10. Conduct team debriefing and attend over-all debriefing to be conducted by the Ground
Commander.

7.3. Intelligence Team

7.3.1. Report to Operations Sub-Task Group Commander for instructions.

7.3.2. Conduct background check of the hostage-taker and the hostages (nationality, personality traits,
education, training employment history, etc.).

7.3.3. Interview witnesses within hostage area prior to the incident

7.3.4. Act as liaison to the immediate family for possible intervention in the hostage situation.

7.3.5. Make assessment on the security environment surrounding the scene of incident.

7.3.6. Assist in identifying hostage-takers conspirators and supporters as well as to contain hostile
kibitzers.

7.3.7. Assist in determining the best approach in neutralizing the hostage taker and rescue/release of
hostages by coordinating with the owner or concerned agency for blueprints of house of building/mall,
type or make of vehicle (dealer's/user's manual

7.3.8. Casing of the incident scene.

7.3.9. Provide other significant information in relation to the hostage taking.

7.3.10. Attend debriefing.

7.4. Investigation Team

7.4.1. Report to Operations Sub-Task Group instructions.

7.4.2. Investigation team will conduct the following

a. Negotiation Period:

1) Assess the situation;

2) Identify possible witnesses and conduct interview;

3) Identify the hostage taker/s;

4) Identify victim/s; and

5) Record all significant incidents.

b. After Hostage Incident:

1) Receive the hostage taker/s and hostages for questioning:

2) Request security escort for the transport of the suspect/s, victims and witnesses;

3) Coordinate with the Medical Team for first aid and evacuation and SOCO for processing of the crime
scene;

4)Take sworn affidavits of the Suspect/Witnesses/Victims;

5) Prepare all documents needed for the filing of the case against the suspect/s in coordination with
medical/legal/SOCO;

6) File appropriate charges against the suspect/s;

7) Transfer of custody of the suspect to the BJMP upon receipt of commitment order;

8) Release of crime scene; and

9) Submit written report to higher headquarters.

7.4.3 Attend debriefing.

7.5 SOCO Team

7.5.1. Report to Operations Sub-Task Group Commander for instructions

7.5.2. After the incident, set-up SOCO police line and start processing the incident scene:

a. The team leader will conduct initial survey at the crime scene and brief the team;

b. Photographer will take pictures on the crime scene

c. Searcher will search for the physical evidence and sketch the crime scene;

d. Collector will collect and mark evidence recovered

e. After collection, the team leader will conduct the final survey

f. The team leader will release the crime scene to investigator for further investigation.

7.6. Engineering (Utility) Team

7.6.1. Report to Service Support Commander for instructions.

7.6.2. Ready to provide blue prints or lay out plans of ar buildings/houses, commercial centers, terminals

And transportations buses as reference for assault plans.

7.6.3. Install/setup barricades, police lines and sight barriers, etc.

7.6.4. Control of electricity and water supply facilities.

7.6.5. Provide the Engineering Tools and Equipment:

a. Heavy equipment;

b. Generators/Batteries;

c. Snake Camera;

d. Jaws of Life (Hydraulic Spreader); Apparatus

e. Electric Bolt Cutters;

f. aerial and collapsible ladder

g. Sledge Hammer

h. Shovel

i. Lightings equipment

j. Thermal Scanner/image
k. Chain Saw,

l. Life detecting

m. Transportations;

n. Ropes and Hook Chain;

7.6.6. Build 'improvised On-Scene-Command-Post' if needed.

7.6.7. Help build mock incidents areas (bus, rooms, etc.) for rehearsals.

7.6.8. Dismantle all mock up facilities and account for all equipment before returning to HQ.

7.6.9. Return to barracks/HQ.

7.6.10. Attend debriefing.

7.7. COMMEL Team

7.7.1. Report to Service Support Commander for instructions

7.7.2. Setup communication link between and among CMC, key players, and hostage-taker.

7.7.3. Provide Communication Equipment and Gadget

a. Base & hand held radios;

b. Telephone lines and internet connections:

c. Mobile or satellite phones;

d. Megaphones; and

e. Laptops

7.7.4. Attend debriefing

7.5. Medical Team

7.8.1. Report to the Service Support Commander for instructions

7.8.2. Provide Medical Teams and Ambulances at the incident scene.

7.8.3. Coordinate with the nearest hospitals for possible admission

7.8.4. Contact additional Psychiatrists and Psychologists in the locality for possible assistance.

7.8.5. Conduct physical/medical assessment to victims and evacuate if necessary to the nearest hospitals
7.8.6. Consolidate list of victims/casualties and their whereabouts

.8.7. Conduct post incident trauma management.

7.8.8. Submit report to the Ground Commander.

7.8.9. Attend debriefing.

7.9. Fire fighting Team

7.9.1. Report to the Service Support Commander for instructions.

7.9.2. Prepare fire fighting plan.

7.9.3. Provide fire trucks and fire fighting teams.

7.9.4. Coordinate with other Fire Volunteer Groups for the availability of fire trucks and other special
rescue equipment.

7.9.5. Proceed to staging area and be ready for action.

7.9.6. Extinguish fire, rescue victims / building occupants and turn over them to the medical teams for
treatment.

7.9.7. Conduct clearing operation and turn-over the incident scene to the local police.

7.9.8. Provide support to CDM Unit for crowd dispersal.

7.9.9. Attend debriefing (Revised Procedures, 2010).