Department of Corrections

1. Department of Corrections Critical Response and Emergency Response Manual DON’T LEARN SAFETY BY ACCIDENT!!

2. Emergency Response Do you know what you should do in the following situations? • Violence in the Workplace • Blackout/Power Failure • Earthquake/Floods • Acts of Terrorism • Tornado/Lightning Storm • Riot • Bomb Threat • Hazardous Materials Accident • Hostage • Fire/Explosion • Medical Emergencies • Critical Incidents

3. (1) A situation requiring immediate action to protect life or prevent an escape; (2) A situation when maintaining control of inmates or operations within the institution appears to be outside the capability of the institution’s resources; (3) Lives are in immediate danger or the large-scale destruction of state property is imminent; (4) Major disturbances including riots, mass escape, and disasters. What’s an Emergency?

4. Emergency Response • NDOC Policy, Facility Emergency Plans spells out the requirements for all NDOC facilities • Each Facility has their own site specific emergency plan • Get with your Supervisor to review your facility Emergency Procedures if you have questions

5. Emergency Phases • Yellow Alert = One short blast on the siren • Red Alert = Two short blast on the siren • Command Response Phase = Three blast • Resolution Phase = No alarm is given • All Clear = Fiveshort blast on the siren • Deactivation Phase = No alarm sounded

6. Internal Response • Do you know how to respond when assistance is needed within your facility? • What is your role during a response? • Is there a difference in levels of response? i.e: • “Code Red”vs. “Code Green” • “Mayday” vs. “Staff assistance”

7. Protocol During Response • If enough staff have responded to control the situation, no other staff should leave their post unless another call comes requesting additional staff. • When responding listen to communication that may indicate special instructions needed and/or “All Clear” • Safety First! Use caution when responding to an internal emergency - many work related injuries occur during response.

8. Tips When Responding • Its not a race against the clock. Take the time required to assess the situation & communicate with other staff responding. • There is always time to huddle and communicate a plan. • In the event that a physical intervention is already in progress when back-up arrives, staff will not become part of the intervention unless instructed by the lead person. • Shift Supervisor or designee will ensure that a debriefing occurs.

9. Role of Staff Responding • Back-up is Back-up- you are not in charge of the situation unless instructed to be. • Follow directionsand do what is asked. • Enterquickly but not aggressively. • Don’t leave until the situation is under control - and Debrief when necessary. • Use judgment and common sense.

13. Warning Signs • Unusual restlessness • Increased number of sullen or depressed inmates • Increasing amounts of disciplinary action • Increases in inmate store purchases - inmates stocking up in anticipation of a lockdown

14. Warning Signs • Racial segregation and grouping • Increase in contraband weapons discovery (during routine pat searches) • Increased number of transfer requests • Inmates spending large amounts of time inside their assigned cells

15. Warning Signs • Drop in number of inmate workers • Groupings with “point men” observing in all directions • Increasing numbers of inmate - staff confrontations • Inmates requesting Administrative Segregation

16. Warning Signs • Groups of inmates attempting to intimidate staff members • Veiled or open threats, i.e., “You will get yours” • Letters or phone calls from family concerned about individual inmates safety and security

17. Warning Signs • Demands for special security measures • Demands for safety from inmates • Increase in acts of violence • Unusually quiet or somber mood within facility • Inmates fearful of talking to staff members

18. Warning Signs • Inmates that you have previously had good rapport with avoiding eye contact • Jeering or verbal abuse from inmates • Increasing number of inmates at sick call • Anti-authority graffiti or posters • News media inquiries about prison conditions

19. Warning Signs • Obvious agitation • Increase in number of employee resignations or transfer requests • Specific inmate demands • Any overt warning or note

34. Action Imperative! ! ! Beware………

36. How to Improve Decision-Making Under Stress • Have a comprehensive crisis management plan • Have clearly defined objectives • Stay current on pertinent info • Include others in decision-making process

37. How to Improve Decision-Making Under Stress • Avoid the action imperative • Use action criteria • Conduct regular crisis simulation training • Learn to deal with stress

38. THE ENDThe End