Hostage Negotiation Strategies PDF

Lesson Proper for Week 13 PRIORITIES DURING HOSTAGE INCIDENT § To preserve lives § To apprehend the captors § To recover or protect properties STAGES OF HOSTAGE INCIDENT 1. Alarm Stage · most traumatic and dangerous · hostage’s taker emotion is in highest peak · rationalizatio...

Lesson Proper for Week 13 PRIORITIES DURING HOSTAGE INCIDENT § To preserve lives § To apprehend the captors § To recover or protect properties STAGES OF HOSTAGE INCIDENT 1. Alarm Stage · most traumatic and dangerous · hostage’s taker emotion is in highest peak · rationalization and proper thinking are low · may be aggressive to any perceive threat. 2. Crisis Stage · start of negotiation · outrageous demands · unpredictable emotion. 3. Accommodation Stage · Boredom · Moments of terror · Longest yet most tranquil · Stockholm syndrome will likely to occur between captors and victims. 4. Resolution Stage · Hostage taker is stressed out or fatigue of the situation · Losing interest of the situation · Low tension between the hostages, hostage taker and crisis negotiator TYPES OF HOSTAGE TAKER 1. Instrumental behavior – criminal type 2. Expressive behavior – emotionally disturbed individuals · Mentally Disturbed · Psychosis · Delusion · Hallucination · Paranoia · Schizophrenia · Neurosis · Manic Depressive personality · Inadequate personality · Anti-social personality · Estranged person PROCEDURES ON HOSTAGE INCIDENT/BARRICADED SITUATIONS (POP Rule No. 32) 1. A Critical Incident Management Committee shall be activated immediately; 2. Incident scene shall be secured and isolated; 3. Identify and secure the stronghold; 4. As much as possible, ensure the control of communication lines, and cut off all other lines; as well as electricity and water supply to allow for more bargaining; 5. Unauthorized person shall not be allowed entry and exit to the incident scene; 6. Witnesses’ names, addresses, and other information shall be recorder; 7. Witness shall be directed to a safe direction; 8. Evacuate all victims/injured persons immediately when the opportunity permits; 9. The arrest of the perpetrator shall be the last paramount concern; 10. Conduct debriefing immediately after the conclusion of the incident. The Ground Commander/On-Scene Commander · At least a senior Rank · With experience in hostage/crisis situation or relative training THE NEGOTIATOR/NEGOTIATION TEAM – designated and under the command and control of the Ground Commander. 1. Negotiation Team Leader (NTL/Coordinator; 2. Primary Negotiator; 3. Secondary Negotiator; 4. Intelligence liaison/recorder; and 5. Board Negotiator THE ASSAULT TEAM · Alerted for deployment in case negotiation fails. · Wear authorized and easily recognizable uniform. THE SUPPORT PERSONNEL · Ambulance with medical crew · Fire truck TYPES OF PLANS 1. Emergency Response Plan – will depends on the threat posted by the hostage-takes and need of the Negotiation Team and On-scene Commander. 2. Breakout Plan – possibility of breakout shall be considered immediately upon drawing up negotiation strategy. 3. Delivery Plan – in case the hostage takers change plans in the middle of the execution. 4. Surrender Plan – should be drawn up in a way that the hostage’s lives will not be jeopardized. 5. Hostage Reception/Release – for security reasons, released hostages should be contained and isolated. 6. Collection Plan – safety of the police personnel involve is the priority consideration. COORDINATION · Proper coordination with all participating elements shall be done to consolidate efforts in solving the crisis. SAFETY OF HOSTAGE/S · In negotiating for the release of hostage, the safety of the hostage shall always be paramount. Lesson Proper for Week 14 APPROACHES IN HOSTAGE NEGOTIATION 1. Bargaining Negotiation Approach – viewed in terms of an exchange or distribution of resources. 2. Expressive Negotiation Approach – focused on the emotional state of the hostage taker as a powerful tool to resolve the crisis incident.  (Psychology and Human relations) 3. Communication-based Negotiation Approach – founded on interactive assessment of the crisis incident.  (Negotiator and Hostage taker) GUIDELINES DURING NEGOTIATIONS (PNP Operational Procedures) 1. Situation must be established first and contained before the start of negotiation. 2. All relevant tools and information that can strengthen a negotiators position and create a favorable climate for a successful negotiation must be prepared. 3. Do not introduce outsiders (non-law enforcement officers) into the negotiation process, unless their presence is extremely necessary in the solution of crisis. If so introduced, they shall be properly advised on the do’s and don’ts of hostage situations. 4. In case the negotiator breaks down or he/she finds himself in a deadlock, it is recommended to employ the services of mediator. 5. Police officers without proper training shall not be allowed to participate in hostage negotiations. 6. Whatever the scale of an incident and the extent of resources deployed, it is essential that proper liaison exist between Tactical /Assault Team, Support Team and the Negotiation Team. 7. All activities on the scene, even delivery of food to stronghold, must have tactical coordination with the Negotiation Team Leader/Coordinator. ROCEDURES DURING NEGOTIATION 1. Stabilize and contain the situation 2. Select the right time to contact the hostage taker 3. Take time when responding. 4. Allow hostage taker to speak 5. Don’t offer the hostage to offer anything. What he will ask will be part of the negotiation. 6. Avoid directing frequent attention to victim when talking to hostage taker. 7. Do not call them hostages. Be honest as possible; avoid tricks, be sincere. 8. Never dismiss any request from the hostage taker as trivial or unimportant. 9. Never say “NO”. 10. Soften the demands. 11. Never set deadline. Try not to accept deadline. 12. Do not make alternate suggestions not agreed upon in the negotiation. 13. Avoid negotiation face to face 14. Law enforcement officer without proper training shall not be allowed to participate in hostage negotiations. TELEPHONE NEGOTIATION The negotiator shall initiate to established contact with the hostage taker. In this approach, the time of negation process is under control of the negotiator. Impossible demands require enough time for discussions and decision making with the proper authority. Telephone negotiation is advantageous due to the following: 1. Easier to decline demands 2. Easier to end the conversation 3. Conversation is quicker 4. Important points are easier to communicate. 5. Caller has the advantage. PROCEDURES DURING FACE-TO-FACE NEGOTIATION 1. Don’t be overanxious. 2. Wear body armor. 3. Provide tactical back up (sniper). 4. Look for traps at doors or windows. 5. Make sure that guns are not pointed on you upon entry. 6. Maintain proper distance and observe the movement of the hostage taker. 7. When moving out of the area, face the hostage taker while slowly backing out towards the door. EFFECT OF TIME IN HOSTAGE INCIDENT Lengthening the process of negotiation will provide enough time for the crisis/incident management team to formulate and consolidate an effective approach in resolving the crisis. The following factors are also developed to wit: 1. Hostage taker will be emotionally, psychologically exhausted as the situations stays longer. 2. Demand for food and water increases. 3. Anxiety subsides, thus giving them chance to realize the situation. 4. Rationality increases 5. Relationship between hostage taker and negotiator is more established 6. Demands may be reduced 7. Stockholm syndrome may be developed. DO’s DURING HOSTAGE INCIDENT NEGOTIATION (M. Rox,2014, wisebread.com) 1. The negotiator must be emphatic, reassuring and credible. 2. Can control his emotion, stress and voice 3. Keep hostage taker talking. 4. Keep the hostage taker in decision making mode. 5. Encourage a positive outcome 6. Understand any demands 7. Talk on the level of the hostage taker. 8. Keep any hostage as human 9. Listen to the hostage taker 10. Gather information DON’TS DURING HOSTAGE INCIDENT NEGOTIATION (M. Rox,2014, wisebread.com) 1. Talk too much 2. Ask off-the-wall questions 3. Argue 4. Be pushy 5. Use trigger word 6. Be defensive 7. Get angry 8. Make promises 9. Get caught in a lie DEMANDS THAT CAN BE PROVIDED TO HOSTAGES TAKER (M. Rox,2014, wisebread.com) 1. Food and water 2. Money 3. Cigarettes 4. Room or building climate control 5. Clothing 6. Religious materials 7. Vest/helmet DEMANDS THAT CANNOT BE OFFERED (M. Rox,2014, wisebread.com) 1. People 2. Weapons 3. Ammunition 4. Medications/drugs 5. Media attention 6. Vehicles RULES IN RESPONDING TO THE DEMANDS OF THE HOSTAGE TAKER 1. Delay your response – empress them that even simple demands is hard to get. 2. Get something in return – ask for aged, sick, or young hostages. 3. Don’t give concessions at once – to avoid being misinterpreted NEGOTIATION THROUGH MEDIATOR 1. The mediator will act as a referee, helping the negotiators resolve their differences. 2. The mediator must be well-versed about the issues in order to be able to eventually recommend an effective solution. 3. The main objective is to reconcile the negotiator with Lesson Proper for Week 15 THE INCIDENT COMMAND SYSTEM   Standardized, on-scene, all-hazard incident management concept.   Allows users to adopt an integrated organizational structure to address complexities and needs of types of incidents.   Non-permanent organization, activated only during disaster or emergencies. INCIDENTS HANDLED BY THE INCIDENT COMMAND SYSTEM   Natural disasters – typhoon, earthquakes, volcanic eruption, floods and tsunamis.   Man-made crisis – hostage taking, armed conflict, terrorism and bombing incidents.   Fires, hazardous materials incident and traffic accidents.   Human and animal disease outbreaks.   Planned events - Fiestas, parades, sports events, conference and concerts MANAGEMENT CHARACTERISTICS OF INCIDENT COMMAND SYSTEM 1. Common Terminology (Organizational Function, Resources Descriptions, Incident facilities) 2. Modular Organization 3. Management by Objectives 4. Incident Action Plan 5. Span of Control 6. Incident Facilities and Location 7. Resource Management 8. Integrated Communications 9. Establishment and Transfer of Command 10. Chain of Command and Unity of Command 11. Unified Command 12. Accountability 13..Dispatch/Deployment 14. Information and Intelligence Management PNP INCIDENT COMMAND SYSTEM Incident Command/Incident Commander – designated by the Crisis Management Committee chairman to provide the overall supervision and management in handling incident response operations (human and resources). Command Staff – provides technical advice to the Incident Commander.   Safety Officer – monitors safety condition and formulate measures to assure safety of assigned personnel.  Public Information Officer – conduit for information to internal and external stakeholders.   Liaison Officer – primary contact for supporting agencies.   Negotiation Team – communicate/negotiate with suspects during hostage taking incident. General Staff – provides planning and operations direction and supervision, resources procurement and allocation, and support services.   Operations/Plans Staff – directing of all actions to meet incident objectives.   Intelligence and Investigation Staff – collection and display of incident information primarily consisting of the status of all resources and over all status of the incident.   Budget and Logistics Staff – tracking of incident related costs, personnel records, requisition and administration of procurement contracts.   Administrative Staff – in charge with the supervision of all human resources and other administrative services and support requirements. ALERT LEVEL FOR HUMAN-INDUCED CRISIS INCIDENT  Level 1 (Low) – No information to suggest a specific man-made Critical Incident may occur.  Level 2 (Moderate) – Man-made Critical Incident is possible but not likely.  Level 3 (High) – There is a strong possibility that man-made Critical Incident may occur within a short period of time.  Level 4 (Extreme) – man-made critical incident has just occurred or has just been preempted; or incidents are expected STAGES IN DISASTER MANAGEMENT 1. Pre-Disaster Stage – Pro-active Assessment (Level 1 – Green) - No Calamities or disaster.   Conduct of Risk Mapping and identification of disaster-prone areas;   Identification of staging area, evacuation routes and evacuation centers;   Conduct of disaster drills, simulation drills and trainings.   Holding of regular Task Group and Sub-Task Groups meeting together with respective levels of NDRRMCs.  Capability enhancement – (Manpower, Machines, Materials, Money, Method)  Introduction and distribution of Information Education campaign materials.   Conduct of community organizational work for various purposes (sewerage clean-up, de- clogging of water waste/canal/esteros, cleaning of squatter shanties and unauthorized occupants in disaster prone areas, and other community mobilization activities). 2. Disaster Response Stage – Disaster Incident Management (Level 2 – Red) – When there is official forecast of incoming disaster and sudden occurrence of unexpected disaster.   Activation of Disaster Incident Management Task Groups in areas expected to be hit by weather disturbance 24 hours prior to expected landfall or occurrence.   Employment of alarm or warning system as stipulated under DILG MC- 2009-165, such the use of police sirens and other portable warning systems capable of producing loud wailing sound.   Activation of PNP Disaster Incident Management Committee.   Coordination with NDRRMC to support its disaster response.   Activation of PNP SCDM National Disaster Operations Center to be co-located at NHQ PNP National Operation Center. In flood prone   Activation of the Command Post by Task Group whose are is hit by disaster.   Forced relocation, preempted evacuation of residents in flood-prone areas in coordination with corresponding LDRRMC.   Conduct of timely and rapid disaster response in accordance to the needs in the disaster/calamity area such as search and rescue operation, evacuation & relief operation, emergency medical services and security & traffic management operation in support and coordination with NDRRMC. 3. Post-Disaster Stage – Support to Recovery and Rehabilitation Effort (Level 3- White)   Get reports from concerned DRRMC the Damage Assessment and Needs Analysis of affected areas.   Deployment of relief personnel for relief operation.   Provide security and traffic assistance to returning evacuees   Submit After Disaster Response Report to Chief PNP copy furnished DRRMC   De activation of the PNP SCDM by the Chief PNP through the Chairman/Task Coordinator, PNP SCDM when the situation is already manageable in disaster stricken area. THE PEACE AND ORDER COUNCIL CRISIS MANAGEMENT COMMITTEE - The Crisis Management Committee is primarily concerned with formulation of crisis management procedures, integration and orchestration of government, military, and public efforts towards the prevention and control of crisis incidents. THE PNP NHQ CRITICAL INCIDENT MANAGEMENT COMMITTEE 1. Sub Committee on Criminality 2. Sub-Committee on Destabilization/Public Disturbance 3. Sub-Committee on Terrorism 4. Sub-Committee on Disaster Management. THE CRITICAL INCIDENT MANAGEMENT TASK GROUP – In charge with human-Induced Critical Incidents:  Abduction of prominent personalities (national and local government officials, foreign nationals).   Incidents involving national security (attacks on vital installations, communities and prominent personalities).   Jailbreaks   Assassinations, ambush on prominent personalities   Robbery hold-up, armored van robbery, and bank robbery perpetrated by syndicated groups.   Election-related incidents  Surrender of enemy personalities and notorious criminals wanted by law.   Coup d’tat   Other similar mam-made critical incidents that may result to human casualties and or destruction of proper. THE DISASTER INCIDENT MANAGEMENT TASK GROUP - Serves as special operating task group of PNP SCDM during occurrence of natural disasters.   Floods   Landslides   Volcanic eruption   Earthquake   Tidal wave   Tsunami   Drought   And other natural hazards Lesson Proper for Week 16 POLICIES DURING RALLIES AND DEMONSTRATIONS 1. The PNP shall respect and protect human dignity, maintain and uphold the human rights of all persons, and limit the use of force to situations where it is strictly necessary and to the extent required for the performance of duty. 2. No permit is needed for the activity on public assemblies held at freedom parks or private property. Public assembly with permit or held in a freedom park or private property shall not be dispersed as long as it remains peaceful and no incidence or violence occurs. 3. Police assistance shall be provided only when requested by the leaders or organizers to maintain peace and order or to ensure the safety of participants of public assemblies held in freedom parks or on private property. 4. A permit issued by the city or municipal mayor with jurisdiction over the place is required for public assembly held in a public place. 5. A public assembly held with or without a permit may be peacefully dispersed. A public assembly with a permit may be dispersed if being held in violation of the terms and conditions imposed in the permit. Dispersal operation shall be conducted upon notification to concerned organizers and leaders of public assembly. 6. Lighting demonstrations or rallies in areas where public assembly is prohibited shall be dispersed peacefully. Refusal to voluntary dispersal or violation of any law or ordinances during unauthorized public assembly shall place them in police custody and appropriate charges shall be filed. 7. The Ground Commander shall be responsible in determining if there is a permit for holding the public assembly. 8. Close coordination with the mayor of the city or municipality or his representative, where the public assembly is being held should always be maintained especially when a permit has not been issued but an application has been filed prior to the holding of the public assembly. 9. Maximum tolerance shall be exercised in the conduct of dispersal operations. Violators of the law shall be apprehended and brought to the nearest Police Station for proper disposition. Prohibited Acts for Police Officers During Peaceful Assembly 1. Obstructing, impending, disrupting, or otherwise denying the exercise of the right to peaceful assembly. 2. Unnecessary firing of firearms to disperse the public assembly. 3. Acts committed within 100 meters from the area of public assembly to wit: · Carrying of a deadly or offensive weapon or device (firearm, pillbox, bomb). · Carrying of bladed weapon. · Malicious burning of any object in the streets or thoroughfares · Carrying of firearms of CDM contingents · Interfering with or intentionally disturbing the holding of a public assembly by the use of motor vehicle, its horn or loud sound systems. · Drinking liquor or alcoholic beverages. · Gambling. POLICE RESPONSES DURING PUBLIC ASSEMBLY 1. Planning stage · Initiate dialogue with leaders to ensure the peaceful holding of public assembly, including among others, the detail of police escorts. · Prepare security and CDM contingent plans. 2. Initial and Peaceful stage · Public Assembly Held with permit/in freedom parks/private properties ü PNP personnel shall not interfere with the public assembly ü Assign CDM contingent 100 meters from the area to ensure public safety. · Without or revoke permit ü Ground shall immediately inquire if the public assembly is covered by permit or not. ü Exhaust all peaceful remedy to persuade demonstrators to disperse. ü CDM contingents may commence dispersal in case of failure in negotiation and refusal of demonstrator to peacefully and voluntarily disperse causing public inconvenience. 3. Breach of Peace/Confrontational stage (with or without permit) · The Ground Commander of the PNP contingent shall call the attention of the leaders of the public assembly to prevent any possible disturbance, upon notice of an impending violence. · If rock or other harmful objects from the participants, are thrown at the police officers or at the noni-participants or at any property that caused damage, the Ground Commander shall audibly warn the participants that if the disturbance persists, the public assembly will be dispersed. · If the violence continues, the Ground Commander shall audibly issue a warning to the participants of the public assembly, and allows reasonable time before he order the immediate dispersed. The rank of demonstrators shall be disbanded, contained and isolated from each other and should be prevented to regroup through the CDM formation. · Water cannons and not sticks maybe use to repel aggression and disperse demonstrators and reserve CDM contingents may be used when situation requires. · Leader, organizer or participants shall not be arrested, unless there is violation of law, statute or ordinances during the assembly. 4. During Violent stage · Non-lethal weapons and equipment may be used to suppressed violence, to protect lives and prevent further damage to properties. Shield and Truncheon – may be used to push back demonstrators and not as an instrument to strike individuals. Water Cannons – may be utilized when demonstrators become unruly and aggressive forcing troops to fall back to the secondary positions. Tear Gas – may be used to break up formations or groupings of demonstrators who continue to be aggressive and refuse to disperse despite earlier efforts. · PNP security elements shall be tactically deployed to provide immediate assistance to CDM contingents. 5. Post-conflict stage · Withdrawal of CDM contingent after clearing the area for possible danger to public safety. · Maintain sufficient number of police force to ensure peace and order in the area. GUIDELINES DURING ASSEMBLIES, RALLIES, DEMONSTRATIONS AND MARCHES 1. Ensure the protection, safety and welfare of the public and demonstrators. 2. A Ground Commander shall always be designated in the area. 3. Apply slow dispersal technique whenever it is applicable. 4. Provide medical team if needed. 5. All CDM operations shall be properly recorded (video or photograph). 6. Strict observance on the respect for human rights and equal protection. 7. Observe maximum tolerance. Lesson Proper for Week 17 GENERAL GUIDELINES FOR CIVIL DISTURBANCE MANAGEMENT OPERATIONS 1. Police units assigned to maintain peace and order shall not interfere with the holding of public assembly. 2. Civil Disturbance Management contingent headed by a police captain or higher shall be assigned and positioned at least 100 meters from the place of public assembly. 3. The Ground Commander should exert effort to motivate demonstrators who hold public assembly without permit from the LGU to peacefully disperse and vacate the area. 4. Dialogue with leader/organizers of lighting rallies and demonstration shall be initiated by the Ground Commander to encourage them to voluntary dispersal. 5. Orderly dispersal and arrest of responsible individual shall be conducted in case of failure of an arrangement for voluntary dispersal. SPECIFIC GUIDELINES FOR CIVIL DISTURBANCE MANAGEMENT OPERATIONS 1. The members of CDM shall be in prescribe uniform without firearm but may be equipped with baton or riot stick, crash helmets with visor, gas mask, boots or ankle-high shoes with shin guards. 2. Use of tear gas, smoke grenades, water cannons, or any similar anti-riot device is allowed only when there is an actual or serious threat of violence or deliberate destruction of property during the public assembly. CDM contingent shall always observe maximum tolerance in dealing with demonstrators. 3. The selection and deployment of CDM contingents, shall be in accordance with existing PNP rules and regulations. HUMAN RIGHTS ADVISORY FOR PNP PERSONNEL ON CROWD CONTROL/CDM OPERATIONS (hrao.pnp.gov.ph) 1. The PNP units tasked to maintain peace and order shall not interfere with the holding of public assembly. To ensure public safety and to maintain peace and order, the police CDM contingent under the command of a PCO preferably with the rank of Police Senior Inspector may be detailed and stationed in a place at least one hundred (100) meters away from the area of activity. 1. CDM contingent shall be in prescribed uniform without firearm but may be equipped with baton or riot sticks, shield, crash helmets with visor, gas masks, boots or ankle high shoes with shin guards and CDM protective gear and must observe the policy of “maximum tolerance”. 1. During the violent dispersal stage, only hit the resisting person(s) on fleshy or thick portions of the arms, torso, thighs, and legs. Avoid hitting the head, face, eyes, neck, throat, collar bones, elbows, knees, spinal column, feet, ankles, genitals and other very sensitive body parts. Baton strikes to these parts may cause long-term or permanent damage. 1. Tear gas, smoke grenades, water cannons, or any similar anti-riot device shall not be used unless the public assembly is attended by actual violence or serious threats of violence, or deliberate destruction of property. 1. Always use proper control and handcuffing techniques. Never drag protestors by the hair or leg. Use two-man or four-man carry techniques to control and transport resisting protesters from the protest area to the mobile patrol car or police vehicle. 1. No arrest of any leader, organizer or participant shall be made unless he violates during the assembly a laws, statute, or ordinance. Arresting officers must use the Miranda Warning cards to inform arrested protesters of their rights and preferably use plastic/cable/flexi strap instead of metal handcuffs to avoid unnecessarily harm or injury on the part of the arrested person; 1. Police officers must take extra care in the conduct of arrests or in the use of non-lethal weapons since minors and innocent civilians might be unnecessarily harmed or affected during dispersal or any other necessary police action. 1. Designate PNP personnel to take photo/video coverage for documentation on the arrest as proof/evidence and for whatever legal purposes it might serve later on. 1. To have on standby medical team who will conduct physical and medical examination and/or treatment as may be required not only for the arrested person but to the PNP contingent;  1. To have ample number of investigators on standby to facilitate the filing of cases against person arrested for violations of law and in compliance of Article 125 of the Revised Penal Code (Delay in the Delivery of Detained Person to the Proper Judicial Authorities). APPROACHES IN CIVIL DISTURBANCE MANAGEMENT OPERATIONS (Revised POP 2021 pnp.gov.ph) 1. The commitment of CDM contingent must be viewed as a last resort. Their role, therefore, should never be greater than what is necessary under the circumstances. This does not mean though that the number of troops employed should be minimized. Doubts concerning the number of troops required should normally be resolved in favor of deployment of large number since the presence of such large number may prevent the development of situations in which the use of excessive force would be necessary. A large reserve of troops should be maintained during civil disturbance operations. 2. In selecting an operational approach to a civil disturbance situation, the Ground Commander and his personnel must adhere to the “minimum necessary force” principle. 3. Efforts should be exerted to create the image of a restrained and well-disciplined force, the sole purpose of which is to assist in the restoration of law and order. Further, while CDM contingent should be visible, any activity which might excite rather than calm should be avoided when possible. 4. Consistent with the controlling principle “that he must use the minimum necessary force to accomplish his mission”, the Ground Commander shall equip the CDM contingent only with rattan stick, shield, Kevlar helmet and handcuffs. 5. In situations requiring the use of batons/truncheons, only target fleshy parts of the body such as arms, torso, legs, and thighs. Hitting protesters with the baton or truncheon on the head, face, neck, shoulder blades, elbows, fingers, groins, knees, and ankles must be avoided since strikes to these parts may cause serious to permanent injuries, or even death. 6. Arrested protesters must be restrained, handcuffed and brought safely to the police station for processing. 7. In any CDM deployment, there should be trained and equipped female CDM personnel. OPERATIONAL TASKS DURING CIVIL DISTURBANCE MANAGEMENT OPERATIONS 1. Isolate the area 2. Secure likely targets 3. Control crowds 4. Establish area control 5. Neutralize special threats