INMATE SUPERVISION

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INMATE SUPERVISION

• NCCRC
• 2007

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• THIS CLASS SHOULD BE NAMED WITH THREE DIFFERENT
  TITLES..

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OFFENDER SUPERVISION
INMATE MANIPULATION
INMATE CON GAMES
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Code Of Professional Personal Conduct And
Ethical Responsibility

• I will not discuss employee relations with
  incarcerated inmates nor with anyone outside the
  employment of this institution.
• I will honor confidentiality of all
  communications to me in the course of my
  employment or by other employees, inmates or
  others concerning personal, private, and business
  matters.
• I will not discuss personal, family, or other
  private matters concerning myself or other
  employees with inmates.

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Conduct Ethics Cont

• 4. I will not discriminate unfairly by
  dispensing of special favors to anyone for any
  reason and never accept for myself, my family, or
  others any favors or benefits from any inmates or
  others which could possibly reflect an influence
  upon my conduct of duty and responsibility.
• 5. I will avoid unnecessary social conduct with
  inmates whether inside or outside of the
  institution.
• 6. I will never discuss other employees with
  inmates, including their work, personal lives and
  habits, or associations with others.

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Conduct Ethics Cont

• 7. I will support fellow employees at all
  times.
• 8. I will not engage in horseplay or
  fraternization with inmates, nor will I allow my
  name to be used as in support or opposition of
  inmate proposals concerning the operation of
  NCCRC, NDSP, JRCC, MRCC, or RRI.
• 9. I will not complain about my employment
  either in public, with co-workers or to the press
  without first addressing my concerns with the
  Director or their designee.

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Conduct Ethics Cont

• 10. I will always treat other staff with
  respect, kindness, and tolerance. I will be
  professional, maintain self-control and
  discipline, and exercise patience and discretion
  in my dealings with others.
• I will not abuse my sick leave privileges and
  will not report to work while under the influence
  of alcohol or other drug, nor will I consume or
  use alcohol or other drugs to such and extent
  that it will preclude me from reporting to duty
  when assigned.
• I will report to the Administrator any
  significant changes in my personal affairs.
  Example Arrests, court appearances, and other
  affairs which might in some way affect my
  employment status.
• I will not wear my uniform in public when I am
  not on duty, and I will be courteous to the
  public at all times.

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• Jails are totalitarian communities places where
  people are held against their will and forced to
  live with their controllers. Freedom of speech,
  choice and movement are restricted. They are
  communities where one is told when to arise, when
  to retire, what to eat, what to wear and what is
  acceptable behavior.

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• In society, if a person doesn't like the way he
  is treated, he can quit, walk away. If an
  organization doesn't like the way a person
  behaves, they can fire them. In both situations,
  a conflict is avoided, but in a correctional
  setting these options are not available. We must
  learn to manage all persons under our care in a
  professional manner to avoid conflicts which make
  our jobs easier, provide a better environment for
  the staff and inmate and will better serve our
  community.

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Performance Objectives

• After listening to the lecture and viewing the
  film, each participant will be able to
• 1.Identify legal considerations of inmate
  supervision.
• 2.Identify ways the human mind can be
  manipulated.
• 3.Identify traits associated with people who are
  targets for manipulation.

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Performance Objectives

• 4.Identify the five steps of a "setup" of staff.
• 5.Identify five of the eight tools used to setup
  staff members.
• 6.Identify eight of the twelve protectors staff
  can use to avoid setups.

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Definition Supervision

• A. Supervision is a relationship in which one
  person controls the activities of one or more
  persons or things.
• The correctional officer's task is primarily to
  supervise people. This is most often
  accomplished through written and/or verbal
  communication. Communication is a training topic
  in itself. The importance of effective
  communication cannot be over-emphasized.
  Effective supervision will break down without it.

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Supervision of inmates by Correctional Officers

• B. Supervision by correctional officers should
  influence inmates to achieve specific goals
  and/or to function within defined guidelines.
• 1. The defined guidelines shall be in writing if
  consistency is to be maintained.
• Specific goals must be available to the
  correctional officers as well as to the inmates.
  
• 2.KEEP YOUR WORD
• Your word is your bond! If you say something,
  back it up! If you can't back it up, don't say
  it! If you want to lose respect--if you want to
  cause more problems--just tell an inmate you will
  do something and then fail to do it!

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Supervision

• 3.Through ineffective supervision, some or many
  inmates are placed on report which may result in
  disciplinary action when, in reality, the
  infraction was administration or correctional
  officer caused.
• An officer may cause an inmate to be insolent
  through lack of empathy or failure to
  communicate, thus causing anger.
• 4.Our job is to manage and report behavior.
• Reports can be a management tool, but should not
  be the only resource in the tool box. If your
  only tool is a hammer, then everything will look
  like a nail".

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LEGAL CONSIDERATIONS

• North Dakota State Statutes and Jail Rules
  require that inmates be held under the
  supervision of a correctional officer 24 hours a
  day.
• The North Dakota Century Code requires that "a
  correctional officer be available at all times to
  respond to the reasonable NEEDS of an inmate."

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LEGAL CONSIDERATIONS

• The North Dakota Jail Rules require that "each
  inmate must be personally observed by a
  correctional officer at least every 60 minutes on
  an irregular basis.
• The North Dakota Jail Rules require that inmates
  who exhibit suicidal tendencies, who manifest
  emotional distress, or who have specialized
  medical problems such as severe intoxication,
  shall be observed by a correctional officer at
  more frequent intervals (than in C above) as
  their condition requires.

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LEGAL CONSIDERATIONS

• Federal and state courts have consistently held
  that correctional officers have a duty to protect
  inmates.
• A breach of that duty which results in injury to
  the inmate can/will lead to successful litigation
  against the governing authority, the facility
  administrator, and/or the officer(s) involved.

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LEGAL CONSIDERATIONS

• F. The correctional officer must maintain general
  order and security.
• This is accomplished by being aware of all inmate
  activities and movements.
• Supervision is the key to maintaining order and
  security. You are the key.
• Locks do not provide security, only you do!

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CONFLICT BETWEEN KEPT AND KEEPER

• A. When an offender enters the prison community
  they are preconditioned to animosity, hatred and
  contempt for authority. They soon learn that by
  acting out, refusing to cooperate, or disobeying
  rules and being willing to do these things
  regardless of the punishment, gives them status
  among their peers.

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CONFLICT BETWEEN KEPT AND KEEPER

• This is an inmate's way of adapting his
  free-world survival tactics to his new jail
  environment.

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EMPLOYEE/INMATE BEHAVIOR

• Administrators strive to hire personnel of strong
  moral character people that inmates can emulate
  and learn acceptable habits from people they can
  learn to respect and through whom they can find
  value in their own lives.

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EMPLOYEE/INMATE BEHAVIOR

• B. Employees are directed to be friendly, but not
  overly familiar and not to give anything to or
  accept anything from inmates or the inmates
  friends or family.
• C. Inmates are provided with copies of rules and
  regulations and in most cases are more familiar
  with them than employees

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EMPLOYEE/INMATE BEHAVIOR

• D. When an inmate breaks a rule, he expects the
  employee to follow the proper procedures for
  disciplinary action.
• By following the proper procedure, the employee
  shows the inmate that unacceptable behavior will
  not be tolerated. Inmates usually have no
  respect for staff members they can lower to their
  own level of behavior.

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EMPLOYEE/INMATE BEHAVIOR

• E. If the employee fails to follow the rules, he
  has lost effective control
• the inmate is calling the shots, not the
  employee.
• The inmate will now try to take advantage of the
  situation to gain contraband or status among his
  peers.

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THE MANIPULATION PROCESS

• A. The human mind can be manipulated in a variety
  of ways fatigue, threat, isolation, hunger,
  sleep deprivation and fear.
• B. One reason that people are vulnerable to
  manipulation is the fact that they readily accept
  information without question when it appears to
  be consistent with their hopes or beliefs.

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THE MANIPULATION PROCESS

• C. Some of the traits associated with people who
  are targets for manipulation are
• 1.Naiveté - "Having or displaying a simple or
  trusting nature lacking in experience, lacking
  in careful judgment or analysis and being
  unsophisticated.
• 2.Excessive friendliness and over-familiarization
  - such as discussing personal problems or
  financial matters.

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THE MANIPULATION PROCESS

• Correctional Staff should develop an attitude of
  helpfulness while maintaining the necessary
  professional barrier.

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TECHNIQUES OF THE SET-UP

• A. The Observation Process
• 1.Body Language Observation - the manner and
  method in which correctional officers carry
  themselves gives off messages.
• a. Body Movements - Posture and walking can
  indicate an employee's demeanor.
• b. Nervousness/Ease- Nervous actions such as
  biting lip or fingernails, excessive scratching
  or shifting from foot to foot.
• c. Manner of Dress - Partial uniform, unpressed
  clothing or buttons left open indicate
  sloppiness. Inmates assume this person will
  allow the taking of liberties.

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TECHNIQUES OF THE SET-UP

• 2. Listening Observation
• Whether prison staff members like it or not,
  their conversations are constantly monitored.
• a. Information gathering locations
• Officer's dining areas - casual conversation
  while eating
• Phone conversations - How you respond to
  superiors, peers and inmates while using the
  phone
• Hallways - who is listening or watching you?

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TECHNIQUES OF THE SET-UP

• b. Kinds of desired information
• Likes and dislikes - conversation is styled
  around topics employee shows interest in.
• Personal date - home address, phone number,
  spouse's job, number of cars, etc., help
  formulate a lifestyle picture.
• Personal history - employees' experience and
  educational background.

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TECHNIQUES OF THE SET-UP

• 3. Verbal Observation - Preliminary testing
  begins.
• a.Inmate engages the employee in conversations
• Confirm theories and predictions from listening
  observation.
• Gathers more information.
• b.Inmate suggests minor rule violation
• (1) Looks for signs of approval or disapproval -
  does this type of conversation make employee feel
  uncomfortable or can inmate feed the employee's
  ego?
• (2) Employee's response indicates his
  control/lack of control. Needs to be aware of
  the message the inmate is really getting

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TECHNIQUES OF THE SET-UP

• 4. Action Observation
• a. Inmate actually violates a rule to determine
  if theory on employee's reaction is correct.
• b. Forms of action observation that deliver
  messages to inmates are
• (1) Methods of command
• (2) Responses to emergencies
• (3) Levels of tolerance
• (4) Satisfaction with the job
• c. Situations can/will be created to see how a
  potential victim acts under certain conditions.

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Selection of a victim

• 1. Intentional Selection
• The following characteristics could indicate
  weakness.
• a. Excessive friendliness and over-familiarity.
• b.A naive and trusting nature.
• c.Lack of experience - lack of understanding of
  the prison environment and the inmates mindset.

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Selection of a victim

• 2. Accidental Selection
• a. Hidden weakness - any trait possessed by an
  employee that inmate's construe as a weakness.
• b. Change of job assignment or family status can
  affect employee.

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Selection of a victim

• 3. Inmate manipulators place correctional Staff
  into 3 categories
• a. The SOFT type
• (1) Usually very trusting
• (2) Overly familiar and naive
• (3) Understanding, Sympathetic
• (4) Strong desire to help those in need
• (5) The inability to say NO or take command of a
  situation could produce a person susceptible to
  manipulation.

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Selection of a victim

• b. The HARD type
• (1) Goes strictly by the book
• (2) Grants inmates no leeway
• (3) Inmates may perceive that the hardness may
  hide a weakness in the individual.

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Selection of a victim

• c. The MELLOW type (Professional)
• (1) Knows when to be soft/hard
• (2) Knows how to use these traits at appropriate
  times
• (3) The mellow officer is usually left alone,
  because the manipulation process would take too
  long.

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TOOLS OF A SET-UP

• A. The Support System
• Series of praises designed to befriend and
  develop a sense of togetherness and
  understanding.
• 1. Nonverbal - Inmate attempts to make himself
  indispensable.
• a. Prompt in reporting to work
• b. Enthusiastic about his assignment
• c. Performing well
• d. Making employee job easier

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TOOLS OF A SET-UP

• 2. Verbal - Ego uplifting to strengthen
  friendship.
• a. Compliments on clothing or appearance
• b. Offers of help
• c. Promises of loyalty
• d. Agreeing with employees ideas and philosophies
• e. Pledges of faith and devotion

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TOOLS OF A SET-UP

• B. Empathy and/or Sympathy
• 1.Empathy - based on a shared understanding,
  experience or vicarious experience of feelings,
  thoughts or attitudes.
• a. A sameness of feeling
• b. Sharing common experiences (i.e. religion,
  marriage, divorce, etc.)
• c. Two people who think alike form a mutual
  respect because they see the good qualities in
  each other.

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TOOLS OF A SET-UP

• 2.Sympathy - Demonstrate a feeling without
  necessarily having had the experience that
  induced the emotion.
• a.Pity or compassion for another's troubles
• b.Attempt to establish a you/me situation in
  order to evoke sympathy
• C.The plea for help - Employees help inmates by
  using appropriate methods or channels.

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TOOLS OF A SET-UP

• C. Rehabilitation/Change of life style
• 1. I need your help"
• b. "I'm a failure/I lack confidence"
• c. "You're the only one who can help me"
• 2. Confidentiality
• a. Inmate requests confidentiality

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TOOLS OF A SET-UP

• D. The We/They Syndrome - An attempt to separate
  the victim (the Staff Member) from the rest of
  their co-workers.
• Also called "Divide and Conquer". Staff with
  low self esteem, not liked or respected by other
  staff and/or have little or no support outside of
  the job are prime targets for manipulation.
  Staff with marital/relationship problems are at a
  particular high risk to be targeted.

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TOOLS OF A SET-UP

• E. The Offer of Protection
• 1. Minor Offers
• a. Friendliness - "I'll get this done for you"
• b. Trust I'll take the heat"
• 2. Serious Offers
• a. Attempt to instill a feeling of fear in
  employee
• b. Stage an event that indicates a need for
  inmate protection
• c. Create a grateful victim

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TOOLS OF A SET-UP

• F. Allusions to Sex
• 1. If the victim is female
• a. Creating an false image of themselves
• (1) "Out there, I'm a nice guy"
• (2) Allusions to sex are directed toward
  employee, but away from manipulator
• b. Employee responses
• (1) If employee offers no comment the inmate
  assumes freedom to make further comments
• (2) If response is "I've had enough- the inmate
  may act as if feelings are hurt, but will most
  likely not try this again

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TOOLS OF A SET-UP

• 2. If the victim is male
• a. Communicate on nonprofessional level to form
  common bond
• (1) Dirty joke
• (2) Pornographic story
• (3) "Girly" magazine
• b. Desired results
• (1) Employee relates personal information
• (2) Manipulation lever obtained

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TOOLS OF A SET-UP

• G. The Touch System
• 1. Male
• a. Hand shaking
• b. Pat on the back
• c. Hand on the shoulder

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TOOLS OF A SET-UP

• 2. Female
• a. Flicking of dirt speck from woman's clothing
• b. Straightening of blouse collar
• c. Touching of shoulders
• d. Touching becomes more frequent and prolonged
• e. The "Accidental Touch" happens

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TOOLS OF A SET-UP

• H. The Rumor Clinic
• Rumors produce a "Gut Level
  Feeling" of validity.
• 1.The isolation process - Staff is pulled away
  from the victim.
• a. Rumor is begun in area away from victim's work
  area
• b. Rumor gains force
• c. Peer attitudes begin changing
• d. Peer contacts with individual become less and
  less frequent
• e. Inmates become "only friends"

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TURNOUTS

• A. The Shopping List
• 1. Request for contraband or favor
• a. Drugs, tobacco, alcohol, money, weapons, sex
• b. Solicited on a "one-time only" basis
• c. Request becomes a demand if the victim refuses.

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TURNOUTS

• 2. Employee Reaction
• a. Shock or disbelief
• b. Decision must be made at this time whether to
  succumb to the demands or do the right thing
• 3. Inmate Exposure
• a. Risks disciplinary action for making the
  request/maybe more jail time
• b. Never considers backing out

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TURNOUTS

• B. The Lever
• 1. Creation of the lever
• a. Can be obtained anytime during the first
  eleven steps of the set-up.
• b. Employee may be unaware a lever has been
  obtained.

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TURNOUTS

• 2. Lever is applied
• a. Victim is reminded of an earlier indiscretion
  and exposure may be threatened
• b. Compliance means freedom - pressure is lifted
  - for now
• c. "If caught, I'm in trouble, refuse and so are
  you"

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TURNOUTS

• 3.Employee Reaction
• a. Must make acceptance/refusal decision
• b. Undergoes a definite personality change
• Either cant trust anyone again, scared of own
  shadow, becomes hard lined about everything and
  everyone, etc.

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TURNOUTS

• C. The Sting
• 1.Force is threatened
• a. "Do as you're told and you won't be harmed
• b. Force is usually used as a last resort

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TURNOUTS

• 2. Outcomes
• a. If employee submits
• (1) Inmates have won battle of the minds
• (2) They possess the will of the victim
• (3) May be forced to resign in disgrace
• (4) Faces possible termination or prosecution
  when discovered
• (5) Injury or death

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PROTECTOR STEPS

• Employees set the stage.
• 1.The employee approaches the inmate on the
  inmates level.
• a.Some employees approach the inmate on the
  inmates level.
• (1) They Use profanity around and with inmates
• (2) Use prison jargon (inmate slang)
• b.Relegating to the inmates level.
• (1) Staff think What you're doing and saying must
  be ok because they are doing/saying it also.
• c.Inmates need and even desire good examples.

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PROTECTOR STEPS

• Protector 1
• Always Be Professional
• Protector 2
• Learn to recognize the steps to a set-up.
• Nip it in the bud!

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PROTECTOR STEPS

• Protector 3
• 1. Understand that all communication consists of
  a sender and a receiver.
• a. Messages sent and received by inmates are
  different than "free world" messages
• b. Monitor your and the inmates seeming casual
  remarks
• c. Ask yourself "What would I do if????

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PROTECTOR STEPS

• Protector 4
• 1. Learn to say NO and mean it.
• a. Be firm
• b. No room for negotiation
• c. No hesitating
• d. Not in a vindictive or punitive manner

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PROTECTOR STEPS

• Protector 5
• 1.Be in command of your area
• a.Inmates are always willing to "fill in" new
  employees
• (1) Leads to over-familiarization
• (2) Remember to seek advice from staff only
• b.Staffs Uniform Appearance
• (1) Can be a valuable tool in control and
  deterrent of trouble
• (2) It cannot command or control only the person
  wearing it can do that
• c.Be firm but fair and consistent.

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PROTECTOR STEPS

• Protector 6
• 1. Be knowledgeable of institutional rules and
  policies not covered in the officer rules or the
  inmate handbook.
• a. Inmates usually know if you can grant a favor
  or not
• b. Ask yourself Is the requested help part of my
  job or a "friend to friend" type of request?

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PROTECTOR STEPS

• Protector 7
• 1. Keep everything in the open
• a. This is a key element in stopping the set-up
• b. Tell someone. Make sure to advise the COS
  and/or Administrator
• c. If you notice someone else being manipulated,
  tell them and them report it to your Supervisor
• d. Manipulators do not want "Openness" because
  another staff member may expose the "set-up".

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PROTECTOR STEPS

• Protector 8
• 1. Do not get into a you/me situation
• a. A secret gives one or the other a chance to
  take liberties if the secret is to be kept a
  secret
• b. The inmate will take the liberties
• c. New employees are easily subjected
• d. Do not say to or do anything to the inmate you
  would not do if the warden were standing beside
  you.

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PROTECTOR STEPS

• Protector 9
• 1. Victims should let someone know they feel they
  are being cultivated and let the inmate involved
  know that you have told someone.
• a. Silence or inaction could mean approval on
  your part, whether involved or not
• b. If manipulators can get by with it, why should
  they stop?
• c. This action will let them know where you stand.

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PROTECTOR STEPS

• Protector 10
• 1. Put it in writing
• a. If it isn't recorded, it isn't so.
• b. When do you record it?
• (1) As soon as possible
• (2) To procrastinate is to either approve or try
  to cover it up.

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PROTECTOR STEPS

• Protector 11
• 1. Know what to do in a crisis situation
• a. Presentation of shopping list
• (1) Buy some time
• (2) Remain noncommittal until out of danger
• (3) Report to supervisor immediately
• b. Other situations
• (1) Riot
• (2) Fire
• (3) Fight

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PROFESSIONALISM AND BEING A PROFESSIONAL

• A. What is professionalism
• 1. Communicating and acting in a manner that
  distinguishes a person of skill and knowledge
  from an amateur.
• 2. Emanates from a learned effort
• 3. Specialized terminology
• 4. Requires a special body of knowledge and skill
  as a basis for uniform performance.
• 5. Practices are based on a specialized training
  and conscious research and study

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PROFESSIONALISM AND BEING A PROFESSIONAL

• 6. Require a high degree of personal
  responsibility.
• 7. Requires a high degree of allegiance to its
  many facets, code of ethics and public interest.

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PROFESSIONALISM AND BEING A PROFESSIONAL

• B. Being professional will help stop some of
  these games because.
• Professionals
• 1. Believe in themselves and exude
  self-confidence without the slightest hint of
  brusqueness or conceit.
• 2. Are reliable and emotionally stable able to
  accept responsibility and take independent
  action.
• 3. Control their situation instead of their
  situation controlling them.

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PROFESSIONALISM AND BEING A PROFESSIONAL

• Professionals
• 4. Are firm but fair which means adherence to the
  rules in a patient, constructive, creative
  manner.
• 5. Are not anxious to impress or cherish inflated
  ideas of their own importance.
• 6. Display good manners and speech.
• 7. Are unselfish and not touchy.

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PROFESSIONALISM AND BEING A PROFESSIONAL

• Professionals
• 8. Search for the truth instead of spreading
  rumors or gossip.
• 9. Do not keep account of evil or gloat over the
  wickedness of others.
• 10. Are neat in appearance and develop a friendly
  personality without becoming over-familiar.
• 11. Analyze their own speech and actions as well
  as the speech and actions of others.

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PROFESSIONALISM AND BEING A PROFESSIONAL

• Professionals
• 12. Are humble, sympathetic and understanding
  without divulging their own personal affairs or
  problems or without allowing themselves to be
  distracted or given to favoritism.
• 13. Adapt to change, maintain enthusiasm, dispel
  prejudice and show allegiance to their employers.
• 14. Are alert, quick to response, able to make
  decisions accurately and fairly, and concern with
  the welfare of both staff and inmates.

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PROFESSIONAL INTERACTION WITH INMATES

• Three steps to facilitate a professional working
  relationship with inmates.
• 1. Be firm, fair and consistent
• 2. Be assertive (Authoritative).

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PROFESSIONAL INTERACTION WITH INMATES

• When relating to an inmate on a professional
  level, your attitude should always be
• 1. Neutral
• 2. Objective

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PROFESSIONAL INTERACTION WITH INMATES

• When addressing inmates
• 1. Use their last names whenever possible (Inmate
  Jones)
• 2. Never use nicknames or ethnic terms
• 3. Do not use profanity
• a. It is Not professional
• b. It Puts you on their level
• c. Inmates will use it against you if they can
• d. Inmates will not respect you as much

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PROFESSIONAL INTERACTION WITH INMATES

• Work Detail Supervision
• 1. Give orders in a normal tone of voice
• a. Never yell or shout
• b. Never curse
• 2. Be authoritative, expect to be obeyed
• 3. Be sure to give clear instructions

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PROFESSIONAL INTERACTION WITH INMATES

• 4. Never countermand an order given by another
  officer
• 5. Never argue with an inmate
• Just send them back to their cell
• 6. ALWAYS
• a. Be Fair
• B. Be Firm
• b. Be Consistent
• c. Be Impartial
• d. Never play favorites

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THE END!