Military Police contains information about military police functions in maneuver and mobility support, area security, law and order, internment/resettlement, and police intelligence operations.
Issue link: https://militarypolice.epubxp.com/i/115206
In most situations, the hostage negotiator must make developed courses designed to teach ¿rst responders to contact with the suspect through the use of a bullhorn; a maintain communications with hostage takers. First responder vehicle-mounted, public-address system; or a hostage phone courses are not designed to train of¿cers to resolve situations after the hostage phone has been thrown to the suspect through on their own, but they teach of¿cers to calm the suspect for a an open window. Any of these forms of initial contact tend to short period of time until the hostage negotiator arrives and heighten the suspect's state of emotional instability, placing establishes the hostage negotiation cell and communications the negotiator at a disadvantage. The heightened emotional can be seamlessly transferred. Garrison and provost marshal instability caused by these ill-advised methods of initial commanders greatly bene¿t by sending ¿rst responders to contact may prompt the suspect to kill hostages or take his these courses—even if those of¿cers are never called upon to or her own life before the hostage negotiator has a chance use the training. The FBI and CID currently offer a Negotiation to open the lines of communication. If the ¿rst responder Concepts for Commanders Course, which provides incident maintains communications with the suspect, it is possible to commanders, unit commanders, and provost marshals with the avoid—or at least decrease the chance same resources and capabilities of the of—the suspect reaching a heightened hostage negotiators. Together, the ¿rst "First responder courses are not responder courses and the Negotiation state of emotional instability. Hostage negotiators are then more likely to designed to train of¿cers to resolve Concepts for Commanders Course gain the trust of, and achieve a rapport situations on their own, but they provide incident commanders with with, the suspect. Once a rapport has bringing teach of¿cers to calm the suspect valuable knowledge aboutsuccessful been established, the negotiator can hostage/crisis incidents to a take control. This improves the chance for a short period of time until the resolution. of ending the situation according to the hostage negotiator arrives and A growing number of civilian incident commander's intent. establishes the hostage negotiation police agencies have taken steps to If the ¿rst responder maintains cell and communications can be train and certify ¿rst responders. communications with the suspect, seamlessly transferred." Police agencies that have sent of¿cers critical information can be more to this training have done so to quickly retrieved and provided to augment existing hostage negotiation the incident commander. The ¿rst teams or to compensate for a lack of responder may be able to observe the number, make, and trained negotiators within their agencies. Although scienti¿c model of the weapons possessed; the number, gender, and studies to determine the effectiveness of these courses at these description of hostages taken; the nature of injuries that police agencies have not been conducted, police chiefs from have occurred; and the demeanor and body language of the some of the agencies (Dallas Police Department, New York hostage taker. This information serves as vital input to the City Police Department, San Francisco Police Department) incident commander's decisionmaking process regarding the have observed advantages of the training and have already establishment of security and the deployment of assets. And expressed their approval. the incident commander needs this information immediately. Installation provost marshals will certainly face a hostage/ The more information and the faster it is provided, the better crisis situation during their tenure and should, therefore, the incident commander can execute the mission. concentrate on the most effective way to handle the situation. The successful transfer of communications from the initial responder to the hostage negotiator enables a smooth delivery of the hostage phone to the suspect. The hostage negotiator has the opportunity to explain the purpose of the hostage phone to the suspect and to ensure that the suspect does not become frightened when the SRT delivers the phone. If the hostage negotiator can convey the point that the delivery is meant for the suspect's safety, rather than for violence, the suspect is more likely to be receptive and less likely to engage the SRT. The transfer of communications from the ¿rst responder to the hostage negotiator also allows the command cell and the SRT to assess the situation and to plan the delivery of the phone, the release of hostages, and the medical treatment of injuries. Unfortunately, most ¿rst responders fail to maintain initial communications with the suspect because they are not con¿dent that they are suf¿ciently trained or that they have the experience necessary to effectively handle the situation. Although this may be somewhat true, there are several additional training courses available. The FBI, the Federal Bureau of Prisons, and many civilian agencies across the country have MILITARY POLICE . 19-13-1 It is time for installation provost marshals to take a hard look at their ¿rst responders. They should assess their training and skills and seriously consider sending them to ¿rst responder training so that they may more effectively complete their mission. Obtaining training slots and requirements for ¿rst responder courses is as simple as contacting a local FBI hostage/crisis negotiation liaison through the local CID of¿ce. Chief Warrant Of¿cer Three Aucestovar is an assistant special agent in charge assigned to the 76th Military Police Detachment (CID), 11th Military Police Battalion (CID), Fort Bliss, Texas. He holds a master's degree in criminal justice administration from the University of Louisville, Louisville, Kentucky. 13