Special Weapons and Tactics- Policies
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100.3 POLICY
It shall be the policy of this department to maintain a Special Response Team and to provide the equipment, manpower, and training necessary to maintain the team. The team should develop sufficient resources to perform three basic operational functions:
(a) Command and Control
(b) Containment
(c) Entry/Apprehension/Rescue
It is understood it is difficult to categorize specific capabilities for critical incidents. Training needs may vary based on the experience level of the team personnel, team administrators and potential incident commanders. Nothing in this policy shall prohibit individual teams from responding to a situation that exceeds their training levels due to the exigency of the circumstances. The preservation of innocent human life is paramount.
It shall be the policy of this department to maintain a Special Response Team and to provide the equipment, manpower, and training necessary to maintain the team. The team should develop sufficient resources to perform three basic operational functions:
(a) Command and Control
(b) Containment
(c) Entry/Apprehension/Rescue
It is understood it is difficult to categorize specific capabilities for critical incidents. Training needs may vary based on the experience level of the team personnel, team administrators and potential incident commanders. Nothing in this policy shall prohibit individual teams from responding to a situation that exceeds their training levels due to the exigency of the circumstances. The preservation of innocent human life is paramount.
100.3.1 POLICY CONSIDERATIONS
A needs assessment should be conducted to determine the type and extent of missions and operations appropriate to this agency. The assessment should consider the team's capabilities and limitations and should be reviewed annually by the SRT Commander or his/her designee.
A needs assessment should be conducted to determine the type and extent of missions and operations appropriate to this agency. The assessment should consider the team's capabilities and limitations and should be reviewed annually by the SRT Commander or his/her designee.
100.3.2 ORGANIZATIONAL PROCEDURES
This department shall develop a separate written set of organizational procedures which should address, at minimum, the following:
(a) Locally identified specific missions the team is capable of performing.
(b) Team organization and function.
(c) Personnel selection and retention criteria.
(d) Training and required competencies.
(e) Procedures for activation and deployment.
(f) Command and control issues, including a clearly defined command structure.
(g) Multi-Agency response.
(h) Out-of-jurisdiction response.
(i) Specialized functions and supporting resources.
This department shall develop a separate written set of organizational procedures which should address, at minimum, the following:
(a) Locally identified specific missions the team is capable of performing.
(b) Team organization and function.
(c) Personnel selection and retention criteria.
(d) Training and required competencies.
(e) Procedures for activation and deployment.
(f) Command and control issues, including a clearly defined command structure.
(g) Multi-Agency response.
(h) Out-of-jurisdiction response.
(i) Specialized functions and supporting resources.
100.3.3 OPERATIONAL PROCEDURES
This department shall develop a separate written set of operational procedures in accordance with the determination of their level of capability, using sound risk reduction practices. The operational procedures should be followed by the SRT Team. Because such procedures are specific to SRT members and will outline tactical and officer safety issues, they are not included within this policy. The operational procedures should include, at minimum, the following:
(A) Designated personnel responsible for developing an operational or tactical plan prior to, and/or during SRT operations (time permitting). 1. All SRT team members should have an understanding of operational planning. 2. SRT team training should consider planning for both spontaneous and planned events. 3. SRT teams should incorporate medical emergency contingency planning as part of the SRT operational plan.
(B) 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.
(C) Protocols for a sustained operation should be developed which may include relief, rotation of personnel and augmentation of resources.
(D) A generic checklist to be worked through prior to initiating a tactical action as a means of conducting a threat assessment to determine the appropriate response and resources necessary, including the use of SRT. (E) The appropriate role for a trained negotiator.
(F) A standard method of determining whether or not a warrant should be regarded as high-risk.
(G) 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.
(H) Post incident scene management including: 1. Documentation of the incident. 2. Transition to investigations and/or other units. 3. Debriefing after every deployment of the SRU team.
(I) After-action team debriefing provides evaluation and analysis of critical incidents and affords the opportunity for individual and team assessments, helps to identify training needs, and reinforces sound risk management practices.
(J) Such debriefing should not be conducted until involved officers have had the opportunity to individually complete necessary reports or provide formal statements.
(K) In order to maintain candor and a meaningful exchange, debriefing will generally not be recorded.
(L) When appropriate, debriefing should include specialized units and resources.
(M) Sound risk management analysis.
(N) Standardization of equipment deployed.
This department shall develop a separate written set of operational procedures in accordance with the determination of their level of capability, using sound risk reduction practices. The operational procedures should be followed by the SRT Team. Because such procedures are specific to SRT members and will outline tactical and officer safety issues, they are not included within this policy. The operational procedures should include, at minimum, the following:
(A) Designated personnel responsible for developing an operational or tactical plan prior to, and/or during SRT operations (time permitting). 1. All SRT team members should have an understanding of operational planning. 2. SRT team training should consider planning for both spontaneous and planned events. 3. SRT teams should incorporate medical emergency contingency planning as part of the SRT operational plan.
(B) 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.
(C) Protocols for a sustained operation should be developed which may include relief, rotation of personnel and augmentation of resources.
(D) A generic checklist to be worked through prior to initiating a tactical action as a means of conducting a threat assessment to determine the appropriate response and resources necessary, including the use of SRT. (E) The appropriate role for a trained negotiator.
(F) A standard method of determining whether or not a warrant should be regarded as high-risk.
(G) 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.
(H) Post incident scene management including: 1. Documentation of the incident. 2. Transition to investigations and/or other units. 3. Debriefing after every deployment of the SRU team.
(I) After-action team debriefing provides evaluation and analysis of critical incidents and affords the opportunity for individual and team assessments, helps to identify training needs, and reinforces sound risk management practices.
(J) Such debriefing should not be conducted until involved officers have had the opportunity to individually complete necessary reports or provide formal statements.
(K) In order to maintain candor and a meaningful exchange, debriefing will generally not be recorded.
(L) When appropriate, debriefing should include specialized units and resources.
(M) Sound risk management analysis.
(N) Standardization of equipment deployed.
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