WHEN THINGS GO WRONG, REALLY WRONG June 24, 2016 Seminar For Recently Appointed Correctional Administrators

Welcome to ASCA!

“What I need is a list of specific unknown problems we will encounter.” (Lykes Lines Shipping)

Some Possible Critical Incidents Riot/DisturbanceMass casualties Escape Mass evacuations FireEpidemic Staff assault/deathNatural disaster Hostage takingMan-made disaster Terrorist attack Utility failure Bomb threatEarly release STG activitiesCrime spree Sexual assaultStaff malfeasance Job action/Strike Employee crimes Bad legislationBudget crisis

Some Possible Consequences Loss of life(inmate, staff, citizen, police) Significant property damage May fail public safety mission/ public threatened You may lose control of your system Loss of confidence by public, legislature, etc. Staff morale adversely affected Everyone investigates Budget problems Court action is likely inevitable Someone eventually loses their job (maybe you)

Critical Incidents Prevention of Planning for Resolution of Aftermath

Prevention of Critical Incidents Set a clear vision and agenda Assess your system and facilities Address areas of concern Failure to set a clear vision, failure to assess system/facilities and failure to address areas of concern put you and your agenda at risk.

Corrections Basics Is the system/facility secure? Absence of escapes/walkaways, security audit results Is the system safe? Assault rates, misconducts, positive drug tests, contraband finds, suicides, death, staff assaults, gang violence, tool control, classification, etc. Is the system humanely run? Overall cleanliness, food quality, grievances, abuse complaints, excessive force, law suits, etc. Does your system provide opportunity? Education, employment, meaningful programs, limited idleness, etc.

The original Colorado State Penitentiary, 10/3/1929 – 8 Officers And 5 Inmates Killed, Physical Plant Destroyed Alcatraz Island, California, 5/1946 – 5 Killed Attica Prison Riot, 1971 – 43 Killed Oklahoma State Penitentiary riot, 7/1973 – 3 inmates killed; 24 buildings damaged, only 4 left useable NEW MEXICO STATE PENITENTIARY RIOT, ‐ 33 KILLED, OVER 100 INJURED OKLAHOMA STATE PENITENTIARY "DISTURBANCE", 1985 ATLANTA PRISON RIOTS, NOVEMBER, 1987 SOUTHPORT CORRECTIONAL FACILITY, NEW YORK, JUNE 29, ‐ 27 PEOPLE INJURED SOUTHERN OHIO CORRECTIONAL FACILITY, EASTER SUNDAY, ‐ 9 INMATES KILLED, 1 CORRECTIONS OFFICER ETC. List of notable prison riots:

What is important to remember about the reasons prison riots happen is that they are always a symptom of a flaw in a prison system.

Corrections Basics Is the system/facility secure? Absence of escapes/walkaways, security audit results Is the system safe? Assault rates, misconducts, positive drug tests, contraband finds, suicides, death, staff assaults, gang violence, tool control, classification, etc. Is the system humanely run? Overall cleanliness, food quality, grievances, abuse complaints, excessive force, law suits, etc. Does your system provide opportunity? Education, employment, meaningful programs, limited idleness, etc. What about the local management?

Good management is probably the most critical element of good operations. Poor management is often at the root of most serious events. Include a Review of Local Management in Your Assessments

Daily, weekly and/or monthly reports Regular tours, visits and inspections Audits Vulnerability analysis/drills Combat complacency and convenience Security system tests Put into policy Use PBMS Monitor Your System

Critical Incidents Prevention of Planning for Resolution of Aftermath

Preparation Emergency and contingency plans – avoid preventable emergencies; – provides a framework for responding; – may save lives and property; – reduces reaction time; – provides a basis for formal coordination of response; – can be used to train; – demonstrates the importance of teamwork to staff; and – Know in advance who’s in charge

Preparation Training – Initial and refresher Drills and exercises – Conducted regularly – Live or table top – Monitor compliance – Helps to combat convenience and complacency

Preparation Equip for it – Have you purchased the necessary equipment? – Is it state of the art? – Less than lethal capability? – Restrictions on lethal options? – Proper staff training and certification? – Liability issues? Community response planning and training Interagency agreements and MOUs Press relations Test the systems you have in place

Preparation A possible framework for responding: NIMS – National Incident Management System An outgrowth of the Incident Command System Provides command and control Clear lines of authority Standardized equipment and communications Standardized terminology Many states have adopted Allow you to interface with other agencies in responding to a broad range of emergencies

Critical Incidents Prevention of Planning for Resolution of Aftermath

Resolving Critical Incidents Properly assess the nature and extent of the situation Rapid response is essential Contain to smallest area and least number of people Show of force is often effective Use of armed force is often effective

Critical Incidents Prevention of Planning for Resolution of Aftermath

Handling the aftermath of critical incidents Why is this important? When should you begin planning for deactivation and what is included? Don’t let accolades or criticisms get in the way Assess damage as quickly as possible Develop plan during resolution phase Maintain an armed presence as long as necessary Take care with the press – the inmates are listening

In summary: Assess system Review management Address areas of concern Establish systems to monitor Combat convenience and complacency Plan for disorder and its aftermath Train and properly equip staff Periodically test your plans Monitor compliance Pay attention to basics Empower staff to manage Put the important things in policy

Thank You! Bob Lampert Wyoming DOC Office: (307) Cell: (307)