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Unit 1 Introduction Lesson 1 Correctional Officer Training Program Overview Lesson Goal You will learn how to obtain your Florida correctional officer certification and how to avoid losing it. Think About This Every person who enters this training program has one goal in mind: to become a c...

Unit 1 Introduction Lesson 1 Correctional Officer Training Program Overview Lesson Goal You will learn how to obtain your Florida correctional officer certification and how to avoid losing it. Think About This Every person who enters this training program has one goal in mind: to become a certified correc- tional officer in the state of Florida. This lesson explains how you achieve the goal of certification. It also explains the penalties you may face if you do not use your authority as a correctional officer in the right way. Correctional officers are the most important members of the correctional system. Every day, they are responsible for ensuring the safety of inmates, fellow officers, staff, and the public, as well as their own safety. This training program introduces students to the most critical features of being a correctional officer in a Florida correctional institution. This chapter provides an overview of the correctional officer training program and the require- ments for becoming a certified officer. It also lays a legal foundation so that students may begin to function as correctional officers and understand their responsibilities in relation to inmate rights. Students will learn about basic criminal justice values, ethics, professionalism, and the command structure within a criminal justice agency. ✅ CO111.1. Know the responsibilities of a correctional officer A correctional officer’s profession is governed by federal and state law, state rules, local regula- tions (for county officers and facilities), and agency and facility policies and procedures. You can find the law that defines a correctional officer in s. 943.10, Florida Statutes: Correctional officer means any person who is appointed or employed full time by the state or any political subdivision thereof, or by any private entity which has contracted with the state or county, and whose primary responsibility is the supervision, protec- tion, care, custody, and control, or investigation, of inmates within a correctional institution; however, the term “correctional officer” does not include any secretarial, clerical, or professionally trained personnel. Correctional officers are often mistakenly referred to as guards; this designation does a disser- vice to the profession. Correctional officers do far more than guard inmates. They interact with Chapter 1 Introduction to Corrections / 3 inmates on a daily basis, act as initial responders in emergency medical situations, perform basic law enforcement duties within the custodial environment, act as role models, and work toward the larger goal of inmate rehabilitation. ✅ CO111.2. Know the personal characteristics supervisors look for in new officers Correctional officers are considered professionals in their field, and much is expected of them as they provide care, custody, and control of inmates. Some of the personal characteristics supervi- sors look for in new officers include the abilities to: work alone with little or no supervision perform tasks without getting distracted independently make decisions and stand by those decisions learn new techniques and procedures adapt to change without incurring undue stress be attentive to their environment be responsible for actions taken as well as the consequences of inaction interact appropriately with others ✅ CO111.3. Know the regulations that define your authority and job Officers who work for the Florida Department of Corrections and its entities are governed by the requirements and rules set out in the Florida Statutes and the Florida Administrative Code (F.A.C.), which is the body of law that oversees public regulatory agencies. By contrast, officers who work for county agencies and facilities are governed by the Florida Statutes and the Florida Model Jail Standards (FMJS), standards set by the Florida Sheriffs Association and with which all local jails must comply. It is important to understand this basic distinction; the type of agency an officer serves determines which regulatory codes govern their work and agency’s policies and procedures. Criminal Justice Standards and Training Commission In addition to the Florida Statutes and F.A.C. or FMJS, certified correctional officers are overseen by the Criminal Justice Standards and Training Commission (CJSTC). The CJSTC, also referred to as the Commission in this textbook, was created to oversee the certification, employment, training, and conduct of Florida law enforcement, correctional, and correctional probation officers. The CJSTC meets quarterly and works “to ensure that the citizens of the state of Florida are served by the most qualified, well-trained, competent, and ethical criminal justice officers in the nation.” 4 / Florida Basic Recruit Training Program (CO): Volume 1 Primary Responsibilities of the CJSTC ✅ CO111.4. Understand the statutory role of the CJSTC Section 943.12, F.S., explains the CJSTC’s duties as follows: establish uniform minimum standards for the employment and training of full-time, part- time, and auxiliary law enforcement, correctional, and correctional probation officers establish and maintain officer training programs, curricula requirements, and certification of training schools and training school instructors certify officers who complete a Florida Basic Recruit Training Program or who are diversely qualified through experience and training and who meet minimum employment standards review and administer appropriate administrative sanctions in instances when an officer, instructor, or training school is found to be in violation of Florida Statutes and Commis- sion standards set forth rules and procedures to administer the requirements of ss. 943.085–943.255, F.S. conduct studies of compensation, education, and training for correctional, correctional probation, and law enforcement disciplines maintain a central repository of records of all certified criminal justice officers develop, maintain, and administer the State Officer Certification Examination (SOCE) for criminal justice officers The Criminal Justice Professionalism (CJP) Division within the Florida Department of Law Enforce- ment (FDLE) supports and assists the CJSTC in the execution, administration, implementation, and evaluation of the CJSTC’s powers, duties, and functions. CJP manages the administrative functions involved in the certification and decertification of criminal justice officers in Florida. CJP writes and updates each of the basic and post-basic training courses that certified officers receive in Florida. It also maintains the Automated Training Management System (ATMS) for all officer records. Officer Certification Correctional officers, like all criminal justice personnel, are held to the highest standard. The knowl- edge and skills that you learn during basic recruit training will prepare you for a rewarding and satisfying career. The CJSTC, the training center, and the employing agency are devoted to ensur- ing that each recruit is fully trained and ready to assume the duties of a Florida correctional officer. Chapter 1 Introduction to Corrections / 5 ✅ CO111.5. Know the requirements to become a certified officer in Florida Section 943.13, F.S., sets the minimum requirements and standards that a person must meet before being employed or appointed as a full-time, part-time, or auxiliary correctional officer. An officer must: be at least 18 be a U.S. citizen be a high school graduate or its equivalent not have been convicted of any felony or misdemeanor that involves perjury or a false statement, regardless of withholding of adjudication or suspended sentence not have received a dishonorable discharge from any of the Armed Forces of the United States not have pleaded guilty or nolo contendere (when a person does not accept or deny responsibility for the charges but agrees to accept punishment) or been found guilty of any felony or misdemeanor that involves perjury or a false statement after July 1, 1981 have processed fingerprints on file with the employing agency have passed a physical examination by a licensed physician, physician assistant, or certi- fied advanced registered nurse practitioner, based on specifications established by the Commission have a good moral character as determined by a background investigation under proce- dures established by the Commission submit an affidavit-of-applicant form, adopted by the Commission, attesting to compli- ance with s. 943.13(1)-(7), F.S. satisfactorily complete a Commission-approved course of basic recruit training satisfactorily pass the SOCE A recruit has four years from the starting date of the basic recruit training to complete the certi- fication process. To become certified as a correctional officer, you must do all of the following: meet all the minimum requirements and standards complete the approved basic recruit training pass the SOCE become actively employed with a correctional facility in an auxiliary, part-time, or full- time officer position 6 / Florida Basic Recruit Training Program (CO): Volume 1  L Simply completing the basic recruit training and passing the state officer certification exam does not mean that a person is a certified officer. For example, if Rob Recruit begins basic recruit training on July 1, 2024, he must meet all the mini- mum requirements and standards, complete the approved basic recruit training, pass the SOCE, and become actively employed with a correctional facility as a certified officer by June 30, 2028. If Rob Recruit does not meet all these requirements by June 30, 2028, he will have to repeat the basic recruit training, and a new four-year period begins. State Officer Certification Examination Upon completion of a basic recruit training program, you must pass the SOCE to be employed or appointed as a correctional officer. You must pass the SOCE within three attempts. You can find more information on the SOCE on the FDLE website, including SOCE registration infor- mation and exam topics. Officer Compliance Before you are hired by a correctional facility, the hiring agency will conduct a thorough background investigation to determine your moral character. If you have entered the program before employ- ment, you are subject to the same moral character requirements as active certified officers and may be denied certification by the CJSTC if evidence indicates you do not meet these requirements. Disciplinary Action In addition to certifying criminal justice officers, the CJSTC has the authority to impose discipline on your certification if you fail to maintain the required standards of conduct. ✅ CO111.6. Know when the CJSTC will discipline an officer The CJSTC may take action against your certification if you do any of the following: plead nolo contendere, plead guilty, or are found guilty of any felony plead nolo contendere, plead guilty, or are found guilty of a misdemeanor involving perjury or false statement fail to maintain good moral character as defined by the Florida Statutes and Florida Admin- istrative Code (CJSTC Rule 11B-27.0011, F.A.C.) commit any act constituting a felony offense, regardless of criminal prosecution test positive for controlled substances by a urine or blood test, in accordance with the requirements for testing reliability and integrity set forth in Rule 11B-27.00225, F.A.C. are found guilty of excessive use of force under color of authority under Rule 11B-27.0011(4) (c)1, F.A.C. Chapter 1 Introduction to Corrections / 7  engage in sexual harassment involving physical contact or misuse of official position misuse your official position as defined by s. 112.313, F.S. engage in sex while on duty have unprofessional relationships with an inmate, detainee, probationer, parolee, or community controlee; have written or oral communication that is intended to facilitate conduct that is prohibited by Commission rule; engage in any physical contact not required in the performance of official duties that is normally associated with the demonstration of affection or sexual misconduct as defined in s. 944.35, F.S. make false statements during the employment process commit conduct that subverts [undermines] or attempts to subvert the SOCE process in accordance with Rule 11B-30.009, F.A.C. commit conduct that subverts or attempts to subvert the Commission-approved train- ing examination process or an employing agency’s promotional examination process in accordance with, but not limited to, acts described in Rule 11B-27.0011(4)(c)9., F.A.C. ✅ CO111.7. Know the penalties the officer discipline process can impose The CJSTC follows an established set of disciplinary guidelines when it imposes discipline on an officer’s certification. These penalties could include written reprimand, probation, suspension, or revocation of certification. When the CJSTC revokes an officer’s certification in accordance with s. 943.1395, F.S., the officer can no longer work as a certified correctional officer in the state of Florida. In cases of criminal violation, an officer can also be criminally prosecuted. While these guidelines are specific to certified officers, the CJSTC and your training center expect you to adhere to the same standards of conduct during basic recruit training. Violations may result in the denial of officer certification. 8 / Florida Basic Recruit Training Program (CO): Volume 1  Unit 1 Introduction Lesson 2 Criminal Justice Values and Ethics Lesson Goal You will be equipped to make ethical decisions in all personal and professional situations. Think About This Officer Roberts has just caught an inmate stealing some books that belong to another inmate. In- stead of reporting the incident, he only verbally reprimands the inmate. Later that night, the same inmate is caught trying to steal the books again. Only this time, he is caught by the other inmate, who severely beats him. Now a formal investigation has to be conducted, a crime scene has to be processed, and the inmate needs medical attention. Could the officer have done something differ- ent in this situation? Officer Ethics ✅ CO112.1. Understand how values and ethics apply to a correctional officer’s behavior Values are principles, standards, or qualities considered worthwhile or desirable. They are core beliefs or desires that guide or motivate a person’s attitude and actions. Values determine how people behave in certain situations; they reflect what people care about and what they think is important. These convictions may be based on many factors, including cultural background, personal experiences, organizational values, or personal beliefs. For correctional officers, honesty, truthfulness, and fairness are especially important values and should always be practiced both on and off duty. Ethics are defined as the moral principles that govern a person or group. These principles are based on society’s understanding of right and wrong. Values and ethics are interrelated; both are essen- tial in the correctional officer’s personal and professional life. As a correctional officer, you must always act within the boundaries of your authority and uphold the recognized standards of your profession’s code of ethics. Ethical behavior is principled, values-based decision-making that is practiced daily. Correctional officers should behave ethically on and off duty and avoid conflicts of interest. Examples of ethical behavior are obeying all laws, policies, and procedures; protecting the civil rights of all inmates; respecting confidential and privileged communication; and treating persons who may be different from you with courtesy and fairness. Ethical violations can result in disciplinary action by your agency and the CJSTC, including termina- tion of employment and decertification. Chapter 1 Introduction to Corrections / 9 ✅ CO112.2. Know the American Correctional Association’s Code of Ethics The American Correctional Association Code of Ethics Preamble: The American Correctional Association expects of its members unfailing honesty, respect for the dignity and individuality of human beings and a commitment to professional and compassionate service. To this end, we subscribe to the following principles: Members shall respect and protect the civil and legal rights of all individuals. Members shall treat every professional situation with concern for the welfare of the individuals involved and with no intent to personal gain. Members shall maintain relationships with colleagues to promote mutual respect within the profession and improve the quality of service. Members shall make public criticism of their colleagues or their agencies only when warranted, verifiable and constructive. Members shall respect the importance of all disciplines within the criminal justice system and work to improve cooperation with each segment. Members shall honor the public’s right to information and share information with the public to the extent permitted by law subject to individuals’ right to privacy. Members shall respect and protect the right of the public to be safeguarded from criminal activity. Members shall refrain from using their positions to secure personal privileges or advantages. Members shall refrain from allowing personal interest to impair objectivity in the performance of duty while acting in an official capacity. Members shall refrain from entering into any formal or informal activity or agree- ment which presents a conflict of interest or is inconsistent with the conscientious performance of duties. Members shall refrain from accepting any gifts, service, or favors that are or appear to be improper or imply an obligation inconsistent with the free and objective exer- cise of professional duties. Members shall clearly differentiate between personal views/statements and views/ statements/positions made on behalf of the agency or Association. 10 / Florida Basic Recruit Training Program (CO): Volume 1  Members shall report to appropriate authorities any corrupt or unethical behaviors in which there is sufficient evidence to justify review. Members shall refrain from discriminating against any individual because of race, gender, creed, national origin, religious affiliation, age, disability, or any other type of prohibited discrimination. Members shall preserve the integrity of private information; they shall refrain from seeking information on individuals beyond that which is necessary to implement responsibilities and perform their duties; members shall refrain from revealing non- public information unless expressly authorized to do so. Members shall make all appointments, promotions, and dismissals in accordance with established civil service rules, applicable contract agreements, and individual merit, rather than furtherance of personal interests. Members shall respect, promote, and contribute to a workplace that is safe, healthy, and free of harassment in any form. Influences on Ethical Problem-Solving ✅ CO112.3. Know the factors that influence your ethics and decision-making Many factors affect how people solve problems and whether they do so in an ethical manner. Some officers come from families that emphasize strong values while others are taught that everything is acceptable as long as they are not caught. Some people grow up in violent neighborhoods, possi- bly exposed to unethical activities. The influence of family members and peers can greatly affect how officers solve problems. Values instilled during childhood can affect an officer’s decisions in adulthood. Officers’ pasts are by no means the only things that influence their current problem-solving abili- ties. Home life is especially important—it can affect everything from officers’ views of the world to their behaviors and decision-making. A good support system in place at home can give officers confidence in their opinions. Honest communications and working out differences at home enhance an officer’s ability to communicate with others on the job. Co-workers can influence the way officers respond to a problem by their attitudes alone, whether they are positive and upbeat or cynical and negative. The way officers view their roles and the roles of their co-workers can have a large impact on their actions. Officers’ time in the academy can also influence how they respond to situations both in and outside the criminal justice field. Instructors should display professionalism and act as mentors and role models, extending respect and courtesy to all members of the academy. Students should be respect- ful and take advantage of the fact that instructors are experts in their fields. Chapter 1 Introduction to Corrections / 11 Behaviors to Avoid When interacting with inmates and others, correctional officers should avoid demonstrating unpro- fessional behaviors. ✅ CO112.4. Understand the consequences of stereotyping Stereotyping is judging a group of people who are different from you based on your own or others’ opinions or encounters. Labeling people, whether positively or negatively, may limit your ability to interact with inmates or work effectively with colleagues. Both positive and negative stereotypes hurt because they categorize people unfairly; therefore, they are not acceptable practices. ✅ CO112.5. Understand why you should treat all people fairly and with dignity Showing consideration for your co-workers lets others see that you handle your job professionally. You are expected to treat people fairly, with dignity and respect, regardless of their race, gender, creed, national origin, religious affiliation, age, or disability. ✅ CO112.6. Know inappropriate and unprofessional behaviors that you must avoid in the performance of your duties Bias or prejudice is a strong belief or feeling about a person, group, or subject, whether positive or negative, that is formed without reviewing all available facts or information. Prejudices may grow from learned behavior and attitudes. Officers who act with prejudice may exhibit inappropriate behavior toward people or groups who represent a race, color, ethnicity, religion, sexual orienta- tion, national origin, disability, advanced age, gender presentation, or other self-defining charac- teristic. This type of behavior may be destructive and can invite civil liability. Discrimination is the negative behavior toward a person or group that is based on color, race, sex, age, religion, ethnic and national origin, disability, or marital status. Discrimination occurs because people choose to act on their prejudices. Each person has the right to live free from discrimina- tion and prejudice. An assumption is a notion, statement, or belief about a person, group, or event that may or may not be factual. People make assumptions when they consider something to be true or false with- out proof or demonstration. Assumptions are interpretations of what experience reveals and may not always be accurate. The following are examples of often false assumptions: Young inmates are disrespectful to elders and authority. Older inmates pose less threat to officers. Using stereotypes and assumptions to judge people limits officers’ thought processes and can threaten safety. Stereotypes and assumptions may cause an officer to act on emotions rather than plan a response. Responsive behavior requires you to think, plan a response, and act appropriately using verbal and non-verbal skills. 12 / Florida Basic Recruit Training Program (CO): Volume 1 Ethical Decision-Making ✅ CO112.7. Use the Ethical Decision-Making Tool to make ethical decisions while on or off duty The Ethical Decision-Making Tool is an assessment tool that can assist you in making decisions in difficult ethical situations. It guides you through a series of questions that encourage you to think through what you plan to do. It analyzes alternative actions that can accomplish the goal. 1. Is my action legal? If no, stop! What action should I take? If yes, ask the next question. 2. Will the result of my action be good? If no, stop! If yes, ask the next question. 3. Will what I plan to do actually work? If no, stop! If yes, ask the next question. 4. Is there a less harmful alternative? If yes, stop and use the less harmful alternative! If no, ask the next question. 5. Does it undermine some equal or more important value? If yes, stop! If no, go ahead with the decision. 6. Does a good end ever justify a bad means? No! 7. Will I be able to justify my action if my decision is made public? If no, stop! If yes, go ahead with the decision. Chapter 1 Introduction to Corrections / 13  Unit 1 Introduction Lesson 3 Professionalism and Chain of Command Lesson Goal You will be able to behave professionally and work effectively within a chain of command. Think About This Place yourself in the shoes of an inmate for a moment. You are trying to find an officer who would be willing to sneak in a cell phone for you. You narrow down your search to two officers. One of- ficer is never late for a shift. His uniform is pressed and straight. He always looks well-rested and alert. He seems focused on his job and many other officers often come to him with questions. The other officer, on the other hand, usually arrives late. He has to be reminded to tuck in his shirt. He can be heard mumbling under his breath whenever he is given a direction by a supervising of- ficer. He spends a lot of his shift talking to the inmates about the previous night’s game or com- plaining about his girlfriend. Which of these two officers would you approach to sneak in a cell phone? Why? Professionalism is behavior that demonstrates good character and is marked by pride in one’s self and career. Examples of these characteristics include service, integrity, respect, quality, fairness, honesty, courage, compassion, moral and ethical leadership, trustworthiness, and common sense. ✅ CO113.1. Understand why professionalism is important to your role as an officer Professionalism requires that you respect the people you serve and maintain a personal commit- ment to the continued development of your skills in the job. Professionalism is also doing the right thing no matter who is looking or whose back is turned. This means applying appropriate values and ethics and knowing what to do in difficult situations. Having the right professional attitude can protect you from inmate manipulation and maintain the safety of you and your co-workers. Professional Behavior ✅ CO113.2. Know why you should be dependable and fulfill obligations Model professional behavior and perform the job to the best of your ability. Always show respect for inmates as well as staff, colleagues, and leadership. Take responsibility for your actions, admit and correct your mistakes, and maintain accountability. Be dependable, strive at all times to work efficiently and consistently, and fulfill your obligations. This includes reporting to your shift on time, wearing the proper uniform, being neat and clean, and consistently performing the best job 14 / Florida Basic Recruit Training Program (CO): Volume 1 possible. This behavior extends beyond the workplace to your personal life as well. For example, practice care and respect in your use of social media. ✅ CO113.3. Know why you must exhibit self-control in performing your duties Your professionalism comes through your image and demeanor, how you communicate, and how well you do your job. Just because an action or behavior is not prohibited in agency policies does not mean it is smart or appropriate to do it. Gossiping about co-workers, discussing personal family problems, using inappropriate language, or attending to personal business at work are not profes- sional behaviors. The work environment of a correctional officer can range from quiet to chaotic throughout the course of a shift. There will be times when you will have to make quick decisions in unexpected, stressful circumstances. Remain calm in these situations. Consider your actions, think through your profes- sional response, and recall skills and information you received during training, and apply agency policies and procedures in your decisions. A sense of professionalism should instill self-control to resist abusing your authority. Remaining fair and level-headed when dealing with others can help avoid escalating a situation into unnecessary violence and endangering inmates and officers. Organizational Structure Chain of command is the order of authority within an organization. It links the authority and respon- sibility of one level of an organization to another. Following a chain of command helps coordina- tion, reduces confusion, and enhances the efficiency of the organization. ✅ CO113.4. Know the chain of command as it is used in a criminal justice agency An organization is a group of two or more people who cooperate to accomplish one or more objec- tives. An organizational chart is a diagram that visually represents an agency and the connection between each position and its rank. Rank structure establishes boundaries between the different levels within the organization. In correctional agencies, this rank structure might be as follows: 1. Sheriff or Warden 6. Lieutenant 2. Undersheriff or Assistant Warden 7. Sergeant 3. Colonel or Chief of Security 8. Corporal 4. Major 9. Deputy or Officer 5. Captain ✅ CO113.5. Understand how chain of command facilitates communication within the organization Organizations use the chain of command to help with communication and make decisions. Ques- tions that officers might have are typically answered at the lowest level possible of the chain of command. You should go to your immediate supervisor for information and assistance. In some Chapter 1 Introduction to Corrections / 15 emergency situations, your direct supervisor may not be available to answer an important question or meet an immediate need. This is when it may be necessary to bypass the chain of command. If this happens, contact your supervisor as soon as possible. For example, in a medical emergency, contact medical or the communications center immediately, and then notify your supervisor. ✅ CO113.6. Understand why chain of command within a criminal justice agency should be followed As part of the chain of command and the organizational structure, an officer must be aware of the importance of following orders. Insubordination, which is a failure to follow lawful orders from supervisors in your chain of command, is considered a very serious offense; however, an order known to be illegal must not be carried out, and an officer refusing to follow an order must be absolutely certain that it violates the law. Otherwise, the officer will be subject to charges of insubordination. 16 / Florida Basic Recruit Training Program (CO): Volume 1