by Dean Scoville

POLICE MAGAZINE

www.PoliceMag.com





























HOW TO START A
SWAT TEAM




















































2
HOW TO START A SWAT TEAM



A specially trained
tactical unit could
be the winning
weapon in your
agencys arsenal

Special Weapons and Tactics (SWAT) teams have been a
part of the public consciousness since "S.W.A.T." made its
television debut in 1975. The images of their real-life
counterparts are also embedded in our memory: shooting it out
with the Symbionese Liberation Army descending onto the
grounds of a Colorado high school campus; deploying at a North
Hollywood bank robbery.
To the appreciative hostage whose life they have saved,
SWAT team members are knights in shining ballistic armor. To
their critics, they are gung-ho macho men, prone to wrong
house entries and preemptive shootings. Somewhere between
the images, the perceptions, and accusations lies a truth: If ever
an entity embodied the philosophy of "hope for the best, but plan
for the worst," it is the SWAT unit.
The new millennium has brought with it the omnipresent
threats of school shootings, acts of workplace violence, and
terrorist activity. It would seem that in this day and age a vast
majority of police departments would have some SWAT support
available to them. But of the 2027 police agencies contacted by
phone in a recent study, 843 (41%) did not have a full- or-part-
time SWAT/tactical unit.


















































3
There are several reasons for this. First, not every agency has
the resources to man its own SWAT team. Fear of liability is
also of great concern. Yet, despite the cautionary parables that
might give pause, many police agencies are creating their own
SWAT teams. For many, it's a smart call.
But convincing the brass that a SWAT team would be
beneficial to your department and your community is a
complicated matter.
Justifying a Need
Quantifying the good that comes from having a SWAT unit is
difficult. For example, evaluating what might have otherwise
happened in the absence of a successful SWAT deployment is
speculative at best; and how many SWAT officers' lives have
been saved as a result of their SWAT training is impossible to
know.
Tracking the deployments of SWAT teams' is a relatively new
practice and obtaining information is often difficult, as many
frustrated analysts working with the National SWAT database
have found out. But of those agencies responding to requests
for statistics, the numbers are impressive: of 759 SWAT
deployments audited, 702 were resolved without shots being
fired by SWAT.
If you think a SWAT team might be good for your agency, but
you're still on the fence, you might note that not having one can
present its own problems. The failure to develop and maintain a
SWAT unit, where viable, can be costly. Courts may not
mandate that an agency have a SWAT team, but they can
encourage its creation.
A 1982 barricade situation ended with an Anchorage patrol
officer taking a suspect's life. The court ruled the officer's
actions justifiable, but concluded that the absence of mitigators,
i.e., a SWAT unit, limited the police department's options in
resolving the situation. The city was held liable for the suspect's
death. Such was the impetus that gave rise to the Anchorage
(Alaska) Police Department's SWAT team.

The failure to
develop and
maintain a SWAT
unit, where viable,
can be costly
HOW TO START A SWAT TEAM


















































4
As the National Tactical Officers Association (NTOA) notes,
"Any community can be a victim of a major violent incident and
there must be a system in place to respond immediately." This
means that any agency could have to deal with incidents
requiring expertise and equipment beyond that normally found in
any given shift's field force.
Getting Started
Once it's been established that a SWAT team would benefit
your community, how does your agency fund a unit and
maintain it? What makes for a good SWAT team?
The National Tactical Officers Association (NTOA)
recommends a step-by-step process that starts with community
evaluation and projected costs. To determine how to develop
your SWAT team, ask yourself the following questions.
What are the demographics of the area? Does its population
change radically within any 24-hour period (e.g., such as in a
city heavily populated with businesses)? What venues offer a
strong potential for a tactical call out? Are there any prisons or
half-way houses in the area? Mental institutions? Large scale
sporting or entertainment events? What kind of environmental
conditions can affect a team's response; in fact, precipitate it?
Unfortunately, the same sales points in favor of the
development of a SWAT unit can become sticking points.
Politicians may have a financial stake in venues posing greatest
tactical concerns, creating a situation rife with perceived
conflicts of interest. And regardless of the nature of the
reticence, if city hall and residents are not supportive of a unit's
development, they are apt to prove resentful once its need is
realized.
This is why the police department and the community it serves
need to be candid from the outset about their respective
concerns, reservations, and what can-or can't-be accomplished.

If city hall and
residents are not
supportive of a
unit's development,
they are apt to
prove resentful
once its need is
realized

HOW TO START A SWAT TEAM


















































5
HOW TO START A SWAT TEAM
Agencies can apply
for grants, such as the
federally sponsored
Bullet Proof Vest
grant, which will pay
for half of an agency's
body armor
Operating costs, while substantial in the short run, may
ultimately prove much cheaper than lawsuits that may be
incurred in the long run. Although front-end costs may be more
obvious, additional capital needs to be set aside for recurrent
training and equipment replacement. Training is one of the
biggest operational costs, and a legitimate one.
A SWAT team has to acquire enough tactical versatility to
address a variety of volatile situations. This reality, coupled with
the prospect of arming personnel with weapons capable of firing
10 or 15 bullets with one pull of the trigger underscore the need
for ongoing training. Especially when these bullets are capable
of passing through walls or windows while other officers and
citizens are in the area. There is no getting by "on the cheap."
As Lt. Douglas Cave of the Fullerton (Calif.) Police
Department puts it, "If money is that much of a concern in
developing a SWAT team, you're better off delaying, or
foregoing, the start of a SWAT unit than to promulgate an
inevitable failure."
That's not to say that agencies should not explore getting
financial assistance wherever available. Agencies can apply for
grants, such as the federally sponsored Bullet Proof Vest (BPV)
grant, which will pay for half of an agency's body armor.
Additional grant sources are available through the National
Institute of Justice and the Bureau of Justice Assistance.
Depending upon a SWAT unit's collateral training needs, some
funding may be available through the Department of Homeland
Security. Also, civic groups and local businesses may sponsor
equipment requisitions.
Once undertaken, no aspect of the SWAT unit should be left
open to speculation. It is imperative to have clear-cut lines of
responsibility, whether it is a mission statement, a selection
process, or an organizational chart. If something goes wrong,
you don't want anyone to be able to second-guess your team's
tactics.


















































6
HOW TO START A SWAT TEAM

Deciding on a Team
As with every aspect of starting a SWAT team, cover all your
bases-for the safety of your team members and the community.
There should be no question that the right type and size of
SWAT team for your area has been chosen.
Agency size is subordinate to the availability of qualified
personnel, and many agencies composed of 70-100 officers
have proven capable of fielding 10-member teams, although a
24-person squad would be a preferred complement.
Regardless of the number of officers assigned to a SWAT unit,
the NTOA asserts that the selection process must be based
upon performance standards, not quota appeasement. Similarly,
written standards should be in place for safety equipment, team
incident reports, and after-incident critiques. Mutual aid policies
should also be clearly defined.
Recognize that police agencies evolve at different rates.
Larger police agencies have the luxury of being able to field
regular SWAT rosters 24/7, availing them an opportunity to train
with greater consistency. For smaller agencies incapable of
individually fielding SWAT units, a regional selection process
drawing from several departments may offer a collective solution
and defray costs.
An example of a multi-jurisdictional team experiencing
success is the North (Orange) County SWAT team in California.
Lt. Douglas Cave, assistant unit commander, says that the year-
and-a-half old team has proven to be mutually beneficial to all
agencies involved.
"Any one of the departments-Fullerton, Brea, La Habra, or
Placentia-would otherwise face severe constraints in providing a
SWAT team whenever one was needed," Cave notes.
"Certainly, maintaining the integrity of sensitive cases would be
compromised if we weren't capable of serving warrants at
multiple locations simultaneously. So far, it's worked out for the
betterment of all involved."

For smaller agencies,
a regional selection
process drawing from
several departments
may offer a collective
solution and defray
costs

















































7
HOW TO START A SWAT TEAM

Cave says, the agencies involved in the North (Orange)
County SWAT team have each brought something to the table.
"By pooling our resources together, we have brought online a
SWAT unit that is cost effective and tactically effective.
Logistically, we're better situated than any one of us would be
otherwise. We had a mobile command post; Placentia brought
in a Hostage Rescue Vehicle. Each agency brings something to
the table that another might not have, but needs," he explains.
When deciding which type of SWAT team will work for your
department or region, take into account the needs of the area
your unit will service. Maintaining a high level of service
necessitates extensive and continuous training.
Maintaining a disciplined SWAT team is a heady enough
proposition. The LAPD SWAT team requires each team member
to attend a minimum of four days of training each month with the
.45 caliber automatic alone, in conjunction with other weapons
(two days with long rifles).
Advanced tactical drills include shooting on the move,
engaging moving targets, one-hand shooting, pistol-retention
drills, transition drills (from shoulder weapon to .45 caliber),
malfunction drills, multiple target drills, speed loading, flashlight
technique, prone positions, kneeling positions, barricade
positions, target selection problems, and hostage-rescue
targets.
It follows that their equipment is designed to handle a variety
of contingencies. Common tactical gear includes a two-piece
Nomex flame-retardant combat suit, adaptable load-bearing
gear, a plate-blank tactical vest with insertable ceramic plates,
and a helmet equipped with an integrated Motorola personal
radio/microphone.
Ask for Help
Lt. Blair Ulring oversees the Stockton (Calif.) PD SWAT unit.
He recommends that any department contemplating the
development of a SWAT unit contact agencies of comparable
size that already have teams in place and look at how they
Maintaining a high
level of service
necessitates extensive
and continuous
training

















































8
HOW TO START A SWAT TEAM

recruit, train and equip their units. "There is no use reinventing
the wheel. Learn from those who have already taken the
necessary steps to put a successful team together. Learn from
their setbacks and their victories."
Fullerton PD's Cave echoes this sentiment. "The handball
games of the '84 Olympics were held at Cal State Fullerton, and
that served as the catalyst for our department to create its own
team. We relied quite a bit on LAPD, and I can't tell you how
helpful NTOA Board member Ron McCarthy was toward that
end."
Lessen Liability
Whether an agency decides to go with its own SWAT team, or
to be part of a multi-agency unit, it has to make sure that it has
enough qualified personnel, equipment, and opportunity for
training for the long haul. "Otherwise, it's just opening a can of
worms for itself," says Ulring. "Accidents will happen. But the
important thing is to do everything possible to minimize the
likelihood of accidents while maximizing the opportunity of
success in every deployment."
Ulring cautions that agencies should also anticipate that the
actions taken by a SWAT team are apt to be second-guessed
by the community. "And that's appropriate. Any time a life is
taken there ought to be some Monday morning quarterbacking.
If you're doing things right and you've done the right training,
you have effectively diminished your legal anxieties."
To further ensure that its decisions and actions are proper, the
Stockton SWAT unit meets regularly with other SWAT
commanders. In addition, the members keep up to date on legal
issues through its city attorney's office on everything from
"knock-and-notice" requirements to issues surrounding the
deployments of percussion grenades.
While keeping on top of federal and statewide legal issues is
important, a SWAT team also needs to be aware of the specific
needs of the area it serves.



















































9
Each city has its own unique personality, some of which can
be schizoid in nature. As Sgt. Anthony Henry with the
Anchorage SWAT unit notes, his city has a relatively small
population throughout most of the year, but that changes during
the summer months due to tourism.
Though geographically isolated from the continental United
States, Anchorage is readily accessible through rail lines, ports,
and an international airport. Because of the nature of the work
that takes place in and around Anchorage, there's also a greater
likelihood of confronting suspects armed with explosives than in
some more metropolitan areas. All of these factors-plus the
ubiquitous alcohol-have at one time or another played into the
departments SWAT call outs.
And when a SWAT call out necessitates officers' presence in
25 to 30 degrees below zero temperature, environmental factors
play a role in determining what type of equipment it needs to
field.
While recognizing the tactical merits of one autoloader
shotgun routinely deployed by SWAT teams, Sergeant Henry
prefers the modified Remington 870 currently fielded by their
team. "It's more environmentally compatible. A unit's decision to
go with a semiauto, or a pump-action, is going to be dictated by
its unique needs. For us, the Remington shotgun affords us
more options when it comes to 'action/carry' decision-making."
Selecting SWAT Members
Regardless of a SWAT unit's size, configuration, or
equipment, the team begins and ends with the officers selected
to work this assignment. While the prestige and excitement
promised by working the SWAT unit assures no shortage of
interested applicants, special premiums are placed on good
working attitudes and the ability to work within the team
environment.
That environment and the duties expected of team members
varies based on the type of team. Whereas the LAPD SWAT
team can focus its attentions on entering a location quickly
The environment
and duties expected
of team members
varies based on the
type of team
HOW TO START A SWAT TEAM


















































10
and securing it, then disarming bad guys, other units may end
up having to pull double- and triple-duty. They may, in fact, be
the detectives and investigators responsible for authoring the
same search warrants they are serving.
When it comes to personnel, Lt. Ed Drain, commander of the
Plano, Texas, SWAT team, places a premium on "the ability to
think in crisis situations. You want someone who will not get too
pumped up and will be able to think calmly through the
adrenaline rush." To this end, applicants for the Plano SWAT
team go through rigorous psychological and physical
assessments. Drain wants to make sure that his officers have
both emotional and physical stamina.
Stockton SWAT's Blair notes, "Every officer on my team is a
range master and a firearms instructor. Not only does this
ensure a higher degree of proficiency in each team member's
performance, but it affords some latitude in scheduling of
training for other departmental events."
As Capt. Kim Kolluch with the Lincoln, Neb., SWAT team
notes, team members are not immune to observing incidents
while off duty. Beyond giving agencies additional latitude and
resources, training benefits personnel away from work, as well.
"Because of their knowledge and the availability of equipment
in their vehicles," Kolluch explains, "they've been able to take
action they might not otherwise have been able to-in effect,
solving problems before lives were lost, or before situations
escalated out of control."
The dividends of developing a SWAT unit can be
considerable. Aside from the inevitable responses to the
situations for which they've been trained, SWAT members enjoy
collateral benefits, as their participation in attendant training
exercises doubtlessly fosters better officer safety practices for
those officers still working patrol. Competency and morale are
boosted. Liability is lessened. And community goodwill is
fostered through their success.
As Anchorage SWAT's Henry explains it, "Contrary to the
views held by some, a SWAT team doesn't enhance the
likelihood of deadly force it decreases it."
You want
someone who will
not get too pumped
up and will be able
to think calmly
through the
adrenaline rush
HOW TO START A SWAT TEAM


















































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Copyright 2003 POLICE Magazine
HOW TO START A SWAT TEAM

Contacts for Starting a SWAT team
National Tactical Officers Association (NTOA)
P.O. Box 797
Doylestown, PA 18901
800-279-9127
membership@ntoa.org
www.ntoa.org
R.M. McCarthy & Associates, Inc.
1385 Calle Avanzado
San Clemente, CA 92673
949-369-8181
mccarthy@rmmcarthy.com