Special Weapons and Tactics

Transcription

1 Policy 408 Special Weapons and Tactics PURPOSE AND SCOPE The primary purpose of the Special Weapons and Tactics (SWAT) team is to preserve life. SWAT is comprised of two specialized teams: the Crisis Negotiation Team and the Special Weapons and Tactics Team. The unit has been established to provide specialized support in managing highrisk operations where critical or prolonged negotiations or special tactical deployment methods beyond the capacity of field officers, detectives or other units. This policy is written to comply with the guidelines established in the Attorney General s Commission on Special Weapons and Tactics Report (September 2002) and the POST SWAT Operational Guidelines and Standardized Training Recommendations (Penal Code ) SPECIAL WEAPONS AND TACTICS TEAM DEFINED The Special Weapons and Tactics Team is a designated unit of law enforcement officers that is specially trained and equipped to work as a coordinated team to assume responsibility for critical incidents that are hazardous, complex, or unusual, and exceed the capabilities of first responders or investigative units. Examples of such incidents include, but are not limited to, hostage taking, barricaded suspects, snipers, terrorist acts, and other high-risk incidents. As a matter of Department policy, the team may also be used to serve high-risk search and arrest warrants where public and officer safety concerns warrant the use of the SWAT team. The Crisis Negotiation Team has been established to provide skilled verbal communicators who may be utilized to attempt to de-escalate and affect surrender in critical situations where suspects have taken hostages, barricaded themselves, or have suicidal tendencies. The Negotiation Team may be utilized for any incident (including non-critical incidents) where negotiation expertise may help resolve the situation COMPOSITION/TRAINING COMPOSITION The Special Weapons and Tactics Team are comprised of a number of specially selected and trained personnel. The members will be drawn from regular and reserve officers; however, the role of a reserve officer will be limited during an operational deployment (e.g. command post operations, CNT, TEMS) TRAINING Training shall be coordinated by the SWAT training cadre and approved by the SWAT lieutenant. The Special Weapons and Tactics Team shall maintain proficiency through direct training in tactics and use of specialized equipment. The Special Weapons and Tactics Team tactical component will normally be required to train at least 16 hours a month as a team. Every year the team should participate in 40-hour in-service training, focusing on core competencies. Outside classes will also be incorporated to provide a more comprehensive range of training. Published with permission by Special Weapons and Tactics - 1

2 Team members shall maintain a state of operational readiness. Training is a core component of maintaining operational readiness in order to achieve the department s mission, while limiting liability. The command groups to who team members report for their primary assignment should give priority to SWAT training when scheduling personnel. Team members should not miss more than 40 hours in any twelve month period. Any member who has missed more than 48 hours of training during the course of a twelve-month period shall be evaluated by the SWAT command staff to determine if a conflict exists, which may be detrimental to the member s performance. Should such a conflict exist, the SWAT command staff will determine the appropriate action to be taken, which may include de-selection from the team. Exceptions to this requirement may be made by the SWAT Commander or SWAT Lieutenants. All tactical team members shall attend a basic POST approved special weapons and tactics course. All members of the negotiation team shall attend a basic POST approved negotiators course. All members of the tactical team shall be required to maintain a satisfactory level of personal physical fitness.each individual shall successfully complete a timed SWAT physical fitness obstacle course annually. This test will be announced in accordance with the team-training schedule. Failure to meet this qualification will result in a team member s placement on a 180 day non-operational status, unless the failure to meet the qualification was due to an injury incurred either during or prior to the test, in which case the team member will be required to meet the qualification during the next scheduled test after returning to full-duty. The team member will be retested within that 180 day period. Upon successfully meeting this qualification and upon completing any training on core competencies missed during the non-operational period, the team member will return to active status. Failure to pass upon retest shall be grounds for removal from the collateral SWAT team or removal from their assignment to the Special Enforcement Section TRAINING NEEDS ASSESSMENT The SWAT Lieutenant shall conduct an annual SWAT Training needs assessment to ensure that essential training is conducted within Department policy, and the training guidelines as established by POST (11 CCR 1081). The needs assessment shall be reviewed by the SWAT Commander to ensure all of the annual critical training goals are achieved SUPERVISION AND MANAGEMENT TRAINING Command and executive personnel are encouraged to attend training for managing the SWAT function at the organizational level to ensure personnel who provide active oversight at the scene of SWAT operations understand the purpose and capabilities of the team. Command personnel who may assume incident command responsibilities should attend a SWAT or Critical Incident Commander course or its equivalent. SWAT command personnel should attend a POST-certified SWAT commander or tactical commander course, or its equivalent. Published with permission by Special Weapons and Tactics - 2

3 408.3 POLICY It shall be the policy of this department to maintain a SWAT Team and to provide the equipment, manpower, and training necessary to maintain a team. The SWAT Team should develop sufficient expertise to perform three basic operational functions: Command and Control. Containment. Entry/Apprehension/Rescue POLICY CONSIDERATIONS With the concurrence of the Chief of Police the SWAT Commander will determine the type and extent of Special Weapons and Tactics Team missions and operations appropriate to this Department. The SWAT Commander should consider the team s capabilities and limitations and should assess the team s readiness annually. At the discretion of the SWAT Commander, or in his/her absence the SWAT Lieutenant, the LASD Special Enforcement Bureau will be requested to manage an incident when the circumstances exceed the ability or resources of this Department OPERATIONAL GUIDELINES This Department shall develop a separate written set of operational guidelines contained within the SWAT Manual which should address, at minimum, the following: (g) (h) (i) Specific missions the team is capable of performing. Team organization and function. Personnel selection and retention criteria. Training and required competencies. Procedures for activation and deployment. Command and control issues, including a clearly defined command structure. Multi-agency response. Out-of-jurisdiction response. Specialized functions and supporting resources OPERATIONAL PROCEDURES This Department shall develop a separate written set of operational procedures in accordance with the SWAT Team s capability, using sound risk management practices. The operational procedures should be patterned after the National Tactical Officers Association Suggested SWAT Best Practices. The operational procedures should include, at minimum, the following: Operational command and control structure. Designated personnel responsible for developing an operational or tactical plan prior to, and/or during SWAT operations (time permitting). Published with permission by Special Weapons and Tactics - 3

4 1. All SWAT members should have an understanding of operational planning. 2. SWAT training should include planning for both spontaneous and planned events. 3. SWAT should incorporate medical emergency and fire contingency planning as part of their operational plan. Plans for mission briefings conducted prior to an operation, unless circumstances require immediate deployment. 1. When possible, briefings should include the specialized units and supporting resources. Protocols for a sustained operation which may include relief, rotation of personnel, and augmentation of resources. A threat assessment to be completed prior to initiating a tactical action plan as a means to determine the appropriate response and resources necessary, including the use of SWAT. (g) (h) (i) (j) The appropriate role for a trained negotiator. A standard method of threat assessment in determining whether or not a warrant should be categorized as high-risk. A method for deciding how best to serve a high-risk warrant with all reasonably foreseeable alternatives being reviewed in accordance with risk/benefit criteria prior to selecting the method of response. Post incident scene management including: 1. Documentation of the incident. 2. Transition to investigations and/or other units. 3. Debriefing after every deployment of SWAT. After-action team debriefing provides evaluation and analysis of critical incidents and affords the opportunity for individual and team assessments, helps to identify training and equipment needs, and risk management issues. In order to maintain candor and a meaningful exchange, debriefing will generally not be recorded. When appropriate, debriefing should include specialized units and resources. 4. Command Staff debrief to evaluate critical decision-making and incident command issues. (This would not include warrant services unless there were unusual circumstances associated with the incident, such as death or serious injury) 5. After Action Report. Risk management analysis. Published with permission by Special Weapons and Tactics - 4

5 (k) Standardization of equipment deployed UNIFORMS, EQUIPMENT, AND FIREARMS UNIFORMS SWAT personnel should wear uniforms that clearly identify team members as law enforcement officers. It is recognized that certain tactical conditions may require covert movement. Attire may be selected appropriate to the specific mission EQUIPMENT SWAT members should be adequately equipped to meet the specific missions identified by the agency. Such as: Armored vehicle(s). Equipment truck. High risk safety equipment. Specialized weaponry. Current members of the SWAT team, who have received appropriate training, should be utilized to deploy or use any of the SWAT team s equipment, weaponry, or vehicles. At the discretion and approval of the SWAT Commander or SWAT Lieutenant, vehicles or equipment may be loaned to allied law enforcement agencies. The vehicle or equipment shall be inspected upon its return and prior to being placed back into Department service. In order to ensure the loaned equipment is used appropriately and in accordance with Pasadena Police Department policy, an element of SWAT personnel, consisting minimally of one SWAT team member, may be required to accompany, if deemed necessary, any SWAT vehicles or equipment loaned to allied law enforcement agency. Equipment needs should be continually evaluated to ensure they are contemporary within the SWAT community FIREARMS Weapons and equipment used by SWAT and the supporting members shall be agency-issued or approved, including any modifications, additions, or attachments. Such approval shall be obtained from the SWAT Commander or designee and the Department Rangemaster MANAGEMENT/SUPERVISION OF THE SWAT TEAM The SWAT Commander is generally the Criminal Investigations Division Commander unless otherwise selected by the Chief of Police SWAT COMMAND AND CONTROL STRUCTURE The SWAT tactical component is comprised of an authorized strength of at least twenty-eight personnel plus support team members: SWAT Commander Published with permission by Special Weapons and Tactics - 5

6 SWAT Lieutenants (2) SWAT Sergeants/Team Leaders (4) Assistant Team Leaders Team Members The SWAT team is comprised of several components. These components may be separate or integrated with other components: (g) (h) Sniper team. Entry team. Arrest/Rescue Team. Perimeter team. Less Lethal team. Crisis Negotiation team (CNT). Tactical Emergency Medical Support team (TEMS). K-9 Unit. The Crisis Negotiation Team is comprised of an authorized strength of 15 members: SWAT Commander CNT Lieutenant (1) CNT Sergeants (2) Negotiators (12) In a SWAT deployment, the CNT Lieutenant will subordinate to the SWAT Lieutenant and/ or SWAT Sergeant. In the absence of the SWAT Lieutenant and SWAT Sergeant, the CNT Lieutenant may assume command over tactical operations dependent upon prior tactical experience and the approval of the SWAT Commander. Personnel assignments are determined based on experience, qualifications, and ability to function within that team. Generally, sergeants will be assigned as team leaders of the various teams. The Crisis Negotiation Team supervisor s primary responsibility is to supervise the operations of the Negotiation Team, which will include deployment, training, first-line participation, and other duties as directed by the SWAT Commander. In the event that the supervisor possesses a particular skill set necessary for operational needs, he/she may be assigned to act outside of his/her normal supervisory function. The Tactical Team supervisors primary responsibility is to supervise the operations of the various components of SWAT, which will include deployment, training, first-line participation, and other duties as directed by the SWAT Captain. Published with permission by Special Weapons and Tactics - 6

7 408.6 SELECTION OF CNT PERSONNEL Interested sworn personnel, who are off probation, shall submit a memorandum of interest to the SWAT Commander and the CNT Lieutenant. Qualified applicants will then be invited to an oral interview. The oral board will consist of the CNT Lieutenant, a CNT Sergeant, and a third person to be selected by the two. Interested personnel shall be evaluated by the following criteria: Recognized competence and ability as evidenced by performance. Demonstrated good judgment and understanding of critical role of negotiator and negotiation process. Effective communication skills to ensure success as a negotiator. Special skills, training, or appropriate education as it pertains to the assignment. Commitment to the unit, realizing that the assignment may necessitate unusual working hours, conditions, and training obligations. The oral board shall submit a list of successful applicants to staff for final selection. Selected personnel must successfully complete a POST approved CNT basic training course SELECTION OF SWAT PERSONNEL The SWAT Team will select prospective members from the ranks of the Department. Personnel assigned to SWAT as a collateral duty receive no additional compensation. Applicants must meet the following criteria in order to be considered for assignment to SWAT: Must be intelligent, articulate, disciplined, of even temperament, and of unquestionable integrity. Must demonstrate experience reflecting sound judgment and ability to function in stressful situations. Must have a minimum of two years of law enforcement experience and be off probation at the time of appointment. Must have satisfactory job performance in present and previous assignments and demonstrate productivity, initiative, and motivation in all work assignments. Must possess good writing skills. Must be in good physical condition. Must demonstrate proficiency with departmental weapons. Must have the ability to work harmoniously within structured team environment and be compatible with the existing team personnel. All applicants must pass a departmentally administered selection process designed to determine suitability for assignment to SWAT. This selection process is outlined in the SWAT manual. Once accepted and assigned to SWAT, personnel must maintain acceptable standards of performance in both their regular and SWAT assignments. Published with permission by Special Weapons and Tactics - 7

8 TEAM EVALUATION Continual evaluation of a team member s performance and efficiency as it relates to the positive operation of the unit shall be conducted by the SWAT Commander and the SWAT Lieutenants. The performance and efficiency level, as established by the SWAT Lieutenants, will be met and maintained by all SWAT members. Any member of SWAT who performs or functions at a level less than satisfactory may be subject to removal from the collateral team or removal from their assignment to the Special Enforcement Section OPERATION GUIDELINES FOR SWAT The following procedures serve as guidelines for the operational deployment of SWAT. The Tactical Team and the Crisis Negotiation Team may be activated together or independently. This shall be at the discretion of the SWAT Commander or the SWAT Lieutenant APPROPRIATE SITUATIONS FOR USE OF SWAT The following are examples of incidents which may result in the activation of SWAT: Barricaded suspects. 1. Has committed a crime. 2. Is armed. 3. Has taken refuge inside a building, room, or a vehicle. This could include suspects in an open-air environment, depending upon other factors associated with the incident. 4. Refuses to surrender. 5. Has expressed suicidal ideations posing a threat to the community or officers. Hostage situations. 1. The illegal detention of one or more persons against their will by threat of force or fear. High risk arrest and/or search warrant service. Terrorist incidents. Special protection details. Any situation that could enhance the ability to preserve life, maintain social order, and ensure the protection of property that exceeded the capabilities of the field officers or investigative units OUTSIDE AGENCY REQUESTS Deployment of the Special Weapons and Tactics Team in response to requests by other agencies must be authorized by the Chief of Police or designee. Published with permission by Special Weapons and Tactics - 8

9 MULTI-JURISDICTIONAL SWAT OPERATIONS Members of the SWAT Team shall operate under the policies, procedures, and command of the when working in a multi-agency situation SWAT MANUAL A current copy of the SWAT Team Manual will be maintained on the Department network. All SWAT team members are responsible for knowing its contents. This Manual will contain the organizational and operational procedures of the team. The team staff members should review the Manual in January of each year, to ensure that the contents are kept current. Team members should review the Manual upon any updates or at least annually REFERENCE See PPD SWAT Manual located in PPD Manny "Manuals" file Published with permission by Special Weapons and Tactics - 9