CCJ 5700 Bethel University Administration of Corrections Organizations Questions There are three word documents attached. One document is the reading for t

CCJ 5700 Bethel University Administration of Corrections Organizations Questions There are three word documents attached. One document is the reading for the unit. A document with the assignment and a document pertaining to question 4 of the assignment. Read the following articles, along with the chapters in this section:
“Mock Prison Riot: The future of tactical corrections training”
http://www.correctionsone.com/CERT/articles/2065962-Mock-Prison-Riot-Thefuture-of-tactical-corrections-training/
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Emergency
Management
43
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Describe the role a prison administrator plays
R in emergency
preparedness.
,
E.A. Stepp
?
?
?
Explain the stages of response: planning, active management, and
aftermath.
Differentiate between emergency responseTand emergency
preparedness.
A
M
M
Prison and jail riots or disturbances continue toYbe the nightmare of institution
administrators. While events necessitating full-scale emergency response are rare,
they are ever-present in prison managers’ minds. Any number of small, isolated,
1
and seemingly unimportant events that occur frequently can mushroom into full5
blown emergencies. Emergencies can occur in isolated
portions of a facility or,
when not immediately contained, engulf the entire
prison.
2
Disturbances range from passive demonstrations by inmates (i.e., food or
1
work strikes) to violent acts against property, staff, or other inmates. Whether
T
an event is planned by a few individuals or orchestrated
by a large group, it can
escalate quickly into a worst-case scenario, suchSas a riot, hostage situation, or
escape.
How then do prison administrators operate safe and secure institutions?
How can staff move from routine daily operations to the highest level of emergency
response? After the events of September 11, 2001, how can prison administrators
prepare for traditional responses to prison emergencies and ensure that emergency
plans incorporate new response standards established by the federal government? To answer these questions, one must take a look at the entire process of
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PRISON AND JAIL ADMINISTRATION: PRACTICE AND THEORY
prison emergency preparedness and the new coordinated, all-hazards approach to
emergency management.
Planning
The planning stage of emergency response includes development of established,
specific emergency response plans, training, and assignment of resources. Before
anything happens, management must ensure that staff are prepared to recognize
and respond to a multitude of different emergencies. Each type of situation may
require an individualized, specific response plan. If the first stage of emergency
response is emphasized, a system of emergency preparedness can be established.
There is a huge differenceTbetween the emergency preparedness (preparation, planning, training, and budgeting) and emergency response (active management, inU
tervention, containment, and resolution). The goal of any administrator must
R preparedness program to ensure that actual emerbe to establish an emergency
gency response is effective.
N
The first step in preparing a response to emergency situations is to develop
E
site-specific plans for each type of emergency. An overall emergency plan for an
R contingency plans for specific emergencies. These ininstitution contains several
clude plans to resolve riots,
, escapes, hostage situations, weather emergencies, food
or work strikes, fires, and situations that could necessitate evacuation of inmates and staff from the institution. Planning for these and other types of emerT
gencies will require establishing
a contingency planning team consisting of different
staff experts from various
departments
within the institution.
A
M Contingency Planning
Internal Cooperative
Planning for emergencyM
response requires a “big picture” approach that examines all available resources.
Y All contingency plans must define the responsibilities of staff from various departments. This is true when planning for even small
situations. Plans must be developed through cooperative means, using the col1 from all departments within the institution. In cases
lective experience of staff
where emergency plans 5
are written by security staff, with little or no input from
other departments, unrealistic or dangerous assumptions may be made.
2
All emergency plans should cover certain general elements clearly:
? Communication of1the initial alarm. Once an emergency situation is identified, all staff must
T know how to alert management and others of the
situation.
S
? Securing the scene and initial containment of incident. Most emergencies begin small and spread quickly if initial containment actions are not effective. It is critical to the final resolution of any incident to contain the incident
to the smallest area possible by locking the affected area or building.
? Command structure. All plans should specify responsibilities for immediate emergency response command. Everyone must know who the initial
on-scene commander is prior to senior management staff arrival.
? Notification and call back procedures. Emergency situations must be communicated swiftly and clearly to the facility chief executive officer. A
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Emergency Management
?
?
standard process of timely and urgent recall of staff to the institution should
be in place.
Command center location and operation. The location of the command
center must be established clearly. Appropriate equipment and instructions
for activating a command center must be in place in a secure location.
Because predicting the location of an incident is impossible, the command
center should be located in an area inaccessible to inmates. In most cases,
this requires establishing a command center outside the secure portion of
the institution. Emergency plans, communication equipment, and enough
space for several staff to work are essential when planning for a command
center.
Preparation of emergency response teams. Before correctional administrators
can begin to develop strategies to resolveT
emergencies within their facilities, it is critical that decisions be made regarding resources that will be not
U
only needed, but dedicated to the emergency response.
R
N
Different levels of response are required, contingent upon the type of emergency
E
faced. For each level of response, different teams with incident-specific training
R levels of specialty expertise,
are required. Regardless of team membership and
common qualities apply to all. All teams must be ,composed of volunteers, receive
Emergency Response Teams
specialized training in specific skills and be highly trained in agency policy regarding use of force. All staff selected for membership on any team should be reT screening.
quired to pass physical, academic, and psychological
Traditional Disturbance Control Teams
A
The first level of response to disturbances is theM
traditional disturbance control
team (DCT). DCTs are trained in riot control formation and the use of defensive
M agents. DCTs are trained to
equipment such as batons, stun guns, and chemical
control and contain both large and small groupsYof inmates involved in disturbances. Application of “less lethal” technologies usually falls to DCTs. Extensive
training is necessary and should include minimum proficiency standards. A certification process must be included that requires1 a knowledge of agency policy
5 use of related equipment.
and emergency plans as well as proficiency in the
Armed DCTs
2
While traditional DCTs should be viewed as the
1 primary emergency response
team for incidents requiring containment and control, a higher level of response
T that has escalated to one that
may be necessary to deal with a difficult scenario
S
requires the use of deadly force. This type of incident
requires managers to respond with a specially trained team; the use of an armed DCT should be limited
to situations where staff or inmate lives are in imminent danger. Training and certification standards increase as the manager of the incident follows an escalating
use-of-force continuum. Use of armed DCTs implies that management has accepted that lethal force may be used.
Tactical Response Teams
Tactical response teams are the most highly trained and skilled emergency response staff. These teams, known as correctional emergency response teams, or
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PRISON AND JAIL ADMINISTRATION: PRACTICE AND THEORY
special operations response teams, are similar to traditional special weapons
and tactics teams found in most police departments. Tactical teams required advanced levels of training in barricade breaching, hostage rescue tactics, and precision marksmanship with pistols, rifles, and assault weapons.
External Cooperative Contingency Planning
Most emergency situations in correctional institutions require assistance from
outside law enforcement sources. Since September 11, 2001, there has been a renewed emphasis on cooperative contingency planning. This requires effective cooperation with entities outside of correctional agencies or departments. Historically,
correctional facilities have developed emergency plans with an emphasis on
self-directed and self-sustained response. Agreements with local, state, and federal agencies were oftenT
ill-defined or nonexistent. Failure to establish relationships with outside law enforcement agencies will contribute to an already chaotic
U
situation and prolong incident resolution.
R that institution emergency plans include mutually
Managers must ensure
agreed-upon cooperativeNcontingency plans with outside agencies. Plans may be
as simple as assistance with site access and traffic control, or as complicated as
E
meshing institution tactical teams with outside tactical resources and hostage resRof the level of assistance, preexisting memoranda of
cue attempts. Regardless
understanding establishing
, limits of assistance and command and control will reduce confusion and delay. Managers must be able to implement plans and take
actions to resolve the situation and not debate questions of philosophy regarding expertise, resources,Tor how to accomplish a given goal.
Cooperative contingency
A plans should be signed by the outside agency representative and the institution warden. Once this is accomplished, role definition
M
is achieved. Institution managers must also realize that coordination with local
M centers is important. Intelligence briefings regarding
or state emergency action
both domestic and international
terrorism threats can be provided so long as muY
tual assistance agreements exist. Outside groups such as terrorist organizations
may believe it newsworthy to target government facilities, including prisons.
1 no longer take an “inside out” approach to emergency
Prison administrators can
planning. Planning must5also include an “outside in” review and plan.
2 Exercises
Training and Mock
1 must include all key staff. Because not all staff will be
A realistic training program
available to respond during
T an emergency, managers must ensure that cross training of staff occurs. Staff will be much more prepared and effective when they can
S assume a variety of roles during an emergency.
perform multiple tasks and
For any emergency plan to succeed, all staff must be familiar with their responsibilities and management expectations. The only way to determine whether
a plan is effective is to conduct regular tests and analyze results. Management
must evaluate emergency plans, devise training scenarios, and analyze staff performance. Major exercises involving all staff and outside agencies should be
conducted at least annually. This type of mock exercise requires planning, use of
resources, and coordination with each cooperative contingency plan outside of
the agency. In most cases, however, emergency plans can be tested with little or
no disruption of normal institution operations.
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Emergency Management
Small, internal training exercises that test specific parts of plans also should
occur regularly. These tests include communication devices, staff recalls, command center set-up, and area containment. Having staff who are trained properly in their roles and in the requirements to implement emergency plans is the
goal, as it limits the amount of time required to contain and ultimately resolve a
crisis. The beginning of any emergency is the most critical time. There is often
an early window of opportunity to resolve, or at a minimum, contain the incident. Managers should demand effective, well-rehearsed emergency plans to ensure that confusion and delay do not become the reality of the response.
One of the most important aspects of emergency preparedness is knowing the
capabilities and limitations of various emergency response teams. Practice scenarios where each team participates with other groups, including outside agenT managers.
cies, will provide this critical information to crisis
Testing emergencies plans should include the
Ufollowing steps:
1. Identify those staff who are to respond
R and those to be used as role
players.
N
2. Ensure that staff are cross-trained.
E various roles.
3. Ensure that staff know how to assume their
Rthe exercise.
4. Assign monitors to evaluate and criticize
, should a real incident occur.
5. Provide a method of terminating the exercise
6. Establish a code word or signal to alert staff should an actual emergency occur.
T
7. Conduct a debriefing with all staff participants.
A
The debriefing is a critical component. This evaluation of the exercise and
M
should provide useful feedback from participants. Gathering information from
Mthe organization of emergency
training participants allows management to assess
teams, the adequacy of communication, and theYoverall use of resources. Based
on this feedback, administration can revise plans to achieve better results in actual emergencies.
1
5
Meeting Legal Requirements
2ensuring all prearranged agreeA final step in the training portion of preparation is
ments with other agencies have been reviewed by
1 the respective legal representatives. Short notice implementation of these agreements
will be required. Prior
T
to implementation, everyone in the institution should know what staff from other
agencies legitimately can and cannot do during S
a crisis.
Tactical Options
Tactical planning and preparation for crisis resolution is an important element
of overall emergency response training. Standard tactical plans will not be incident specific but will be based on certain known factors. These include agency
philosophy and goals and tactical capabilities of teams. Flexibility of response is
necessary. Standard, preexisting tactical plans based on agency management philosophy can then be tailored to specific situations as intelligence and information from the crisis develop.
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PRISON AND JAIL ADMINISTRATION: PRACTICE AND THEORY
A crisis manager can use any of the following three options to resolve major
incidents in a correctional setting:
1. Negotiation—involves the least amount of force
2. DCTs—involves non-lethal technologies and options such as chemical
agents and distraction devises
3. Use of deadly force—involves intervention by an armed team
An effective emergency management structure relies on the use of all resolution options, since options only work properly when used together. Negotiations
cannot succeed without tactical options. Tactical options cannot succeed without
information and intelligence obtained by negotiators. All components of the
emergency management structure must cooperate and train together to ensure success. Success for one is success
for the entire emergency management structure.
T
It is nearly impossible to plan a specific response to all the different crisis
U
situations that could arise in a correctional setting. However, an effective emerR should include plans for accessing all areas of the
gency preparation program
institution during an emergency.
Preplanned breach points and means of entry
N
provide the needed flexibility to develop an incident-specific tactical plan durE
ing active management of the emergency situation. Preestablished breaching plans
R
should include the following:
? Identification of a staging
area. There should be primary and secondary stag,
ing areas for teams that are not visible to inmates, media, or the public.
? Plan of approach. Primary and secondary approaches should exist to areas
T
that provide concealment.
? Preparation for entry.
A Again, primary and secondary points of entry into
all buildings should be established in advance of a crisis.
M
? Required physical hardware and equipment necessary to effect entry. Every
Msecure perimeter of the institution should have bluebuilding inside the
prints that identify
Y doors, windows, hatches, tunnels, and all locking devices. The type of construction and strength of walls, doors, etc., must be
known in advance.
1 method-of-entry options for opening or removing by
? Identification of the
force. Each entry point
5 must be planned in advance. All possible entry methods should be documented, including key rings, cutting tools, torches,
2
saws, and explosives.
? Assignment of primary
1 entry teams. Tactical teams must work together and
practice the techniques
before attempting forced entry in an actual situaT
tion. Incident-specific plans can then be developed based on known variS breach and forced entry plans.
ables in the preexisting
All staff members must understand the institution’s policy on use of force.
Managers plan the resolution phase during active management of a crisis in accordance with a use of force continuum. A use of force (particularly deadly
force) policy is based on the reasonable response from staff to actions by the inmate. A sequence of escalating steps lead to the top of a continuum. At each
level the policy should define clearly what response from staff is acceptable in
response to actions initiated by an inmate or group. Response by staff must meet
the threat level presented. The response and the policy are governed by law. Active
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Emergency Management
management of a crisis in a correctional setting does not include rules of
engagement—a military term that permits a more flexible strategy of response.
The response to each emergency is always governed by preexisting use of force
policy that remains consistent, and legally and morally acceptable, regardless of
the nature of the crisis or incident.
Prediction
Prediction is the phase of emergency preparedness that precedes the implementation of a well-planned emergency response. This phase will develop the methods to identify the possibility of an emergency, the probable type of incident,
and the best response. The prediction phase requires
T daily communication of risk
factors identified within the prison population. Emergencies can often be preU
dicted if disturbance factors can be identified and evaluated properly.
Prison administrators should develop a riskRanalysis mechanism designed
to predict the degree of possibility for an emergency.
N This risk analysis should
include intelligence information, an assessment of inmate grievances and comE
plaints, and a review of any possible common ground issues (factors that affect
the entire inmate population) discovered. TheseRissues may include:
? Medical care
,
? Food service…
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