Custodial Practice Manual (CPM) Introduction One of Prison Services critical priorities is 'getting the basics right'. We all accept the need for this priority because it is clear that if we do not get the basics right - this leads to the type of serious service failures which erodes both public and Ministerial confidence in the Department. 'Getting the basics right' for front line staff generally means complying with our core systems and processes, exercising sound judgement, and practicing common decency. For managers, 'getting the basics right' means leading teams - each and every day - to perform in a professional and safe manner. Prison Services energy and commitment is squarely focused on getting the basics right. We have to constantly consider our own performance and ask ourselves if we are complying with policies and procedures and supporting our team to achieve the PS goals. As an organisation, PS is subject to ongoing intense scrutiny. Together we will demonstrate by our actions that we are committed to delivering Prison Services of which New Zealand can be proud. It is very important that we are proud of the job we do, and of the team we are part of, who help us do it. This Custodial Procedure Manual contains the How to of the "core" duties of corrections officers. The purpose of this manual is to have it as an easy reference for all staff, with the intention that it is used as a parameter to ensure we are consistently performing our basic duties to a high standard. Custodial Practice Manual (CPM) Last Updated 31 Aug 2012 Page 1 of 1
Welcome message from author
This document is posted to help you gain knowledge. Please leave a comment to let me know what you think about it! Share it to your friends and learn new things together.
Transcript
Custodial Practice Manual (CPM)
Introduction
One of Prison Services critical priorities is 'getting the basics right'. We all accept the need for this priority because it is clear that if we do not get the basics right - this leads to the type of serious service failures which erodes both public and Ministerial confidence in the Department.
'Getting the basics right' for front line staff generally means complying with our core systems and processes, exercising sound judgement, and practicing common decency. For managers, 'getting the basics right' means leading teams - each and every day - to perform in a professional and safe manner.
Prison Services energy and commitment is squarely focused on getting the basics right. We have to constantly consider our own performance and ask ourselves if we are complying with policies and procedures and supporting our team to achieve the PS goals.
As an organisation, PS is subject to ongoing intense scrutiny. Together we will demonstrate by our actions that we are committed to delivering Prison Services of which New Zealand can be proud.
It is very important that we are proud of the job we do, and of the team we are part of, who help us do it.
This Custodial Procedure Manual contains the How to of the "core" duties of corrections officers. The purpose of this manual is to have it as an easy reference for all staff, with the intention that it is used as a parameter to ensure we are consistently performing our basic duties to a high standard.
Custodial Practice Manual (CPM) Last Updated 31 Aug 2012 Page 1 of 1
Mechanical Restraints
When can handcuffs be applied?
Correction Regulations 2005, Regulation 125 (1) prescribes the circumstances in which handcuffs may be used:
125. Prescribed circumstances for use of handcuffs and waist restraints
1. Handcuffs may be applied on a prisoner -a. By an officer for the purpose of escorting a prisoner out-side of a prison: and b. By an officer for the purpose of moving a prisoner within a prison only if the officer has
reasonable grounds to believe that it is necessary in the circumstance.
In addition, escort instructions may prescribe specific conditions for the use of mechanical restraints for escorts outside prison.
Custodial Practice Manual (CPM) - Mechanical Restraints Last Updated 04May 2017 Page 1 of 1
Handcuffs management
Related Links
Resources
• Handcuff register sample
Handcuffs and their keys must be managed in the same manner as security keys.
1. Access to handcuffs and handcuffs storage I press is restricted and controlled. 2. All prisons must have an up-to-date central register and up-to-date unit I area registers.(electronic and/or
hard copy). 3. Monthly checks of all handcuffs (central register) are conducted and the following information is recorded
in the register: a. date and time of the check b. name of the officer undertaking the check c. the result of the check, and d. name and signature of the person who witnessed the check.
4. Daily checks (2 checks per shift is the minimum standard) of all handcuffs (unit I area register) are conducted and the following information is recorded in the register:
a. date and time of the check b. name of the officer(s) undertaking the check c. the result of the check.
(e.g.: 2 handcuffs issued and 3 handcuff in press, total 5. All inserts accounted for. All handcuffs keys accounted for.)
Officer in charge of storing I issuing handcuffs
1. Maintains an up-to-date handcuffs register of all handcuffs, keys and related items (such as aluminium inserts, extension chains, extra keys, pouches) under his/her control.
2. Ensures all handcuffs, keys, etc., are in good working order and available to staff as required. 3. Ensures staff requesting them are competent to use the handcuffs before they are issued to them. 4. Issues handcuffs to individual staff, not shift I duties. (Emergencies exempted). 5. Issues handcuffs and keys in a manner that maintains the security and integrity of the items by utilising a
system of exchange of an approved identifying tag, card, etc.* 6. Accurately records the movement of handcuffs and explains discrepancies when required (e.g.:
handcuffs# 3, in used by transfer to will return them tomorrow AM). 7. Accounts for the whereabouts of handcuffs, keys and aluminium inserts by undertaking a check of the
handcuff press, at the beginning and the end of each shift**. 8. Reports anomalies, required replacements, additions or missing items to manager as soon as
practicable.
* Note: staff may have to be issued with an identification tag in order to exchange it to access and return handcuffs.
**Note: All shift change checks should be completed prior to handover.
Custodial Practice Manual (CPM) - Mechanical Restraints - Handcuffs management Last Updated 26 Mar 2014 Page 1 of 1
9(2)(a)
ro x OJ
3 -a ro-
HANDCUFFS REGISTER
Type/make/model Quantity Time Result
Normal 2 6AM Unit key press
High Security {Chubb) 1 6AM Escort to Mason Clinic. CO M.Porio. Tag# 038
Long chain (Ranger) 0 6AM NIA
Speed 2 6AM 1x by separates block. 1x PCO office
Normal 2 2PM Unit key press
High Security {Chubb) 1 2PM Unit key press
Long chain (Ranger) 0 2PM N/A Speed 2 2PM 1x by separates block. 1x PCO office
Complete static information {Co/um B, C and D) as well as Date, and print.
Retain completed hard copy (at least for 3 months) for auditing purposes
DATE: 01/01/2014 Check completed by
Notes/comments Name Signature
Will be returned approx 1 PM
9(2)
(a)
9(2)(a)
HANDCUFFS REGISTER Check completed by
Type/make/model Quantity Date Time Result Notes/comments Name Signature
Normal 2 1 6AM Located in Key press ro x High Security {Chubb} 1 6AM Escort to Mason Clinic. CO M.Porio. Tag# 038 Will be returned approx 1 PM "" 3
Long chain (Ranger) ::!. 0 6AM N/A ro
Speed 2 6AM 1x by separates block. 1x PCO office
9(2)
(a)
9(2)(a)
HANDCUFFS REGISTER Check completed by Check witnessed by
Type/make/model Quantity Date Time Result Notes/comments Name Signature Name Signature
Normal 3 01/01/2014 10.15 2 x in central storage, 1 x in Gate House 2 x keys per unit, all accounted for.
ro High Security {Chubb) 4 01/01/2014 10.15 1xunit2, 1x unit4, 2 x management unit
ii'i Sent to Mr W. Eider's shop, Approx retur 3 Long chain (Ranger) 2 01/01/2014 10.15 1 x sent for repairs, 1 x storage
"O 01/02/2014 ro Speed 6 01/01/2014 10.15 4x storage, 2 x in Management unit.
2 x Issued to Management unit until
further notice
9(2)(a)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
9(2)(a)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)6(c)
9(2)(a)
9(2)(a)9(2)(a)
9(2)(a)9(2)(a)
6(c) 9(2)(a)
6(c)
6(c)
6(c)
6(c)
6(c)
9(2)(a)9(2)(a)
9(2)(a)
9(2)(a)
9(2)(a)
9(2)(a)
6(c)
6(c)
6(c)
9(2)(a)9(2)(a)
9(2)(a)9(2)(a)
9(2)(a)
9(2)(a)
9(2)(a)
9(2)(a)
9(2)(a)
9(2)(a)
9(2)(a)
9(2)(a)
Custodial Practice Manual (CPM) – Writing Reports – Incident Reports Last Updated 25 May 2015 Page 3 of 3
He has been moved to another cell until repairs can be completed.
The Maintenance Team has been informed.
The Regional Movement Coordinator has been informed.
The summary must be completed by 12 midday.
Part of the purpose of completing these tasks is to ensure that errors in the information reports are picked up and the report writers / authors advised to correct them.
9(2)(a)
9(2)(a)
9(2)(a)
9(2)(a)
9(2)(a)
9(2)(a)
9(2)(a)9(2)(a)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
9(2)(a)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
9(2)(a)
6(c), 9(2)(b)(ii)
6(c)9(2)(b)(ii)
29(1)(a)
6(c)
9(2)(b)(ii)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
6(c)
9(2)(a)
6(c)
Custodial Practice Manual (CPM) – Drug identification information - Quetiapine Last Updated 19 May 2011 Page 3 of 3
9(2)(a)
9(2)(a)
9(2)(a)
9(2)(a)9(2)(a)
9(2)(a) 9(2)(a) 9(2)(a)
9(2)(a)
9(2)(a)
9(2)(a)
Related Documents
