This guide is a collection of the notes that I have taken over time and must be viewed as such. When taking any legal action it is necessary to refer to the current original source which is legally binding. While I stand behind the accuracy of the information contained in this guide, all policies, laws and procedures are subject to change at any given moment. This guide is intended for the promotional process, not as a legal reference.

Other than the areas that are obviously my words, speaking in first person, most of the material contained herein is an organized collection of the things I have been taught and the notes taken during that learning. My studies from Kaplan University (Criminal Justice, Law Enforcement B.S.), UMUC Leadership Certificate Program, Baltimore City Community College, BPD Sergeant’s Leadership Course, Marine Corps Institute, and Army Institute of Professional Development, my experiences as a United States Marine Corps Sergeant and Baltimore Police Department member, and my reading of the materials in the reference section all contributed to the information contained.

Foreword Foreword

While I was with my first and only squad as a Sergeant, in the Eastern District, there was a moment when I was sitting with my Lieutenant discussing various aspects of policing, as we often did. This particular Lieutenant, although I have been with many supervisors that I respected and some that I loathed, remains the member of the department that I respect the most. We came upon the subject of who on our shift would make Sergeant on the upcoming test. The Lieutenant began naming a few potential candidates, many of whom would have made excellent Sergeants. I laughed at him and stated that there was no way any of them would make Sergeant, because they were either aggressive Eastern District style (i.e. real police) police, more concerned with the art of their craft then getting promoted, or they simply lacked the initiative, intelligence, and / or desire.

The Lieutenant made attempts in roll call to provide practice test questions and provide a level of education to prepare the shift as a whole. While preparing one of the practice tests he wrote a question; which four things constitute an arrest? He asked me how many officers would get this basic question right; I guessed none and was right once again. The correct answer is (an intent to arrest, real or pretended authority, detention of person, detention is understood by person). I continued to doubt that questions would be answered correctly because I felt that the environment of the Eastern, and the department as a whole, had become so arrest oriented and not conviction oriented that officers became skilled in how to arrest versus how to convict. We lost that professionalism and the Lieutenant and I were too small, too unimportant to change that.

The Sergeant’s test came and went with few officers passing the written let alone getting through the oral and being promotable. There was one officer however; that I thought would make a good Sergeant. He had the courage to consistently stand up for the right thing, instead of following the status quo, and was a very effective

1 Foreword covert leader. I saw myself in him in that manner, because I always viewed myself in the same mold, which has gotten me in plenty of trouble with some supervisors, but especially as a Sergeant that is our role. It is the Sergeant’s role to speak up for their officers and stand firm to accomplish the right thing.

It was around this time that I began to realize that it is also the Sergeant’s role, my role, to lead those types of officers in their training in the promotional process. It was our failure that none of those officers on that shift were promoted; it was us who let them down. Sure, I did it on my own without any help from supervisors, but that certainly was no excuse for me to expect the same. For far too long, information has been protected by successful supervisors in this department, we all know it. Those that knew how to get through the testing seemed to protect that information and give it only to those that they liked and were close with. It is time for that to end. I became convinced that I had to find a way to change that.

The materials and education needed to get through the promotional process had to get through to anyone motivated to move up the ladder. False assumptions run rampant through this department just like the rumor mill. Officers do not apply for certain positions because they think they do not have a chance of making it, just as many do not take promotional tests, or apply themselves appropriately, because they do not think they can make it. I had to find a way to pull back the curtain on the process.

When I began to study for the Lieutenant’s test I realized that this was my opportunity to document the process and create the educational materials needed, and to create a single source for promotional preparation. I teamed up with my great friend and former Violent Crime Impact Division partner, James Shawn Glanville, and we began the process of creating this guide. It was a daunting project, but it would kill two birds with one stone as it had to also help me study for the Lieutenant’s test.

This guide cannot make you motivated to study and apply yourself to getting promoted, and motivation is a huge factor, but

2 Foreword everything you need other than that is here. When it comes to motivation consider a few things that should help you with that motivation. I will start with the most universal, money.

Without getting into overtime, pay raises, benefits, and so forth let us look at the difference in pay. Keep in mind that pay raises are usually done in percentages which only makes the gap grow. Using this guide, you can define your career path much better than how I did mine. I graduated from the academy in December of 2004, was promoted to Sergeant in June of 2009. I joined at 23 years of age and suppose a retirement at 43, death at 81. At this time, I will make at least $426,591 more than I would have as an officer. With a promotion to Lieutenant in 2013 I would make at least $729,630 more than I would as an officer. Three quarters of a million dollars should be serious motivation. That is an incredibly nice house, college for your children, vacations every year, ten corvettes, trips to the super bowl, enough money to make a significant change in life style. You owe that to yourself, your spouse, your children, or whoever else you provide for.

Backing up your criticisms is another motivation. We have all sat there and complained about our supervisor, marveled at how someone unworthy was promoted, and moaned about how we could do it better. Well whose fault is it that we have a bad supervisor, that someone unworthy was promoted, or why we are not the ones doing it better? It is OUR fault, no one else’s. It is our fault because we did not do it; we let some excuse get in our way. There is a certain amount of professionalism that we let slip from our department. Now is the time to eliminated those excuses, the things you need are right here, the only thing that can stop you is yourself.

Take this guide, learn it, live it, make it become everything you think about. Know our rules, regulations, laws, and procedures inside and out. Then when you get promoted remember what helped you get there and do not make the mistakes I made at first. Lead your officers and teach them every last thing that you know. Once those stripes are on you, remember my biggest lesson in leadership. Those stripes DO NOT make you respected and they do not make you a leader. Only you can make yourself a respected leader; those stripes are

3 Foreword just podiums for the opportunity to be better than all of those before you. Listen to your officers and make the squad a team, motivate them, you will never effectively lead police with an iron fist. You can only lead police with earned respect, earned, and not handed to you by the Commissioner and at the Quartermaster.

In order for true leadership to grow, we must look in the mirror and face our failures. We cannot be afraid to make mistakes because rarely is anything learned from success; it is in the failures that we learn. The results from the 2011 Lieutenant’s test were posted just as I completed this book. I have been in the Southern District, the Northern District, VCIS (VCID at the time), the Eastern, and Personnel, but I consider my home as the Eastern. So of the Sergeants that were in the Eastern when I was there, six of us will most likely be promoted to Lieutenant. Carrie Everett at 11, Joel Fried at 15, Steven Baublitz at 18, Ted Friel at 20, Me at 27, and Steve Harris at 37. So why is it that we did not have a ton of police officers get promoted to Sergeant? There was an element of leadership in which we failed.

Part of the purpose to this guide is to learn from those failures, to not be afraid of them as learning experiences. I am not telling you that I have done things perfectly. What I am doing is not being afraid to admit my failures, so that you can learn from them. The mistakes I made on the Sergeant’s test provided lessons that helped me on the Lieutenant’s test, and now my mistakes on the Lieutenant’s test will help all of us on both tests. I will get into those mistakes in the book but the main mistakes were that on the Sergeant’s test I did not take the written seriously enough, then on the Lieutenant’s test I tried to give perfect oral board answers. I learned that the written is one area you can completely control and should take it extremely seriously. I then learned that the time constraints do not allow perfection on the oral board questions; you must have a broad spectrum of knowledge, hit the major points, and then go into detail after that if there is time remaining.

This guide would never have been as complete as it is without the invaluable help of James “The Dancing Bear” Glanville, Jonathan “The Cerebral Assassin” Fitzgerald, Anthony “The Professor” Proctor,

4 Foreword Robert L. Brown Jr., Gordon “That SWAT Guy” Schluderburg, and those that began making guides before us.

Please send any comments, suggestions, requested additions or changes to [email protected]

5 Foreword

6 Supervisor Vocabulary List Chapter 1 Supervisor Vocabulary List

“Rank is a paycheck. Respect is earned. If you find yourself reminding people of your rank, then you are just a paycheck” -Michael A. Wood Jr.

I was once told that the above statement of mine was inappropriate and must be hiding a hidden agenda. It goes against some traditions, I admit. Anyone that has ever worked with me has to confess that I always backed up my belief in this. I never corrected someone for not calling me Sergeant and certainly not for forgetting to salute.

Look, I do not care what you call me, Mike, Sarge, Michael, Wood, Woody, Woodrow, as long as you are following my direction and guidance. I do not want to be respected and followed because of rank; I want to be followed and respected because of who I am. The running joke was, “Mike Wood b!&*#”. We made light of that principle, but I simply do not want my officers not thinking, I want them following people that will lead them properly, not just “Sarge”; don’t follow just anyone because of rank.

As police officers we truly are held to a different standard, we have to think, that is part of our oath. There have been many police and military members that committed civil rights violations and out right crimes because they were simply “following orders”. We will get into avoiding “yes men” later. “Yes men” are those afraid to speak up and just go along to get along. As a supervisor we need to listen to our officers and respect their input, being approachable is part of not reminding people of the rank separation because it can be a barrier to creativity. This first chapter is intended to get us all on the same page with the terms that we are discussing and what they mean.

7 Supervisor Vocabulary List

8 Supervisor Vocabulary List 42. U.S.C.: 1983 modern administrative regulation that allows federal civil complaints to be brought against persons who violate the legally or constitutionally guaranteed rights of any person under the color of law.

ACID Test: Term noting: Attention/ Curiosity/ Interest/ Desire.

Adjudicate: Adjudication is the legal process by which an arbiter or judge reviews evidence and argumentation including legal reasoning set forth by opposing parties or litigants to come to a decision which determines rights and obligations between the parties involved. Referring to a minor, the term adjudicated refers to children that are under a court's jurisdiction usually as a result of having engaged in delinquent behavior and not having a legal guardian that could be entrusted with being responsible for him or her.

Administrative Action: Corrective action taken by command / supervisory personnel.

Aggravation: In law, is "any circumstance attending the commission of a crime or tort which increases its guilt or enormity or adds to its injurious consequences, but which is above and beyond the essential constituents of the crime or tort itself."

BSI: Body, Substance, Isolation.

Civilian Review Boards: Composed of non-law enforcement personnel in government service, who examine or review conduct, complaint processing, policy changes, and operation of mediation centers.

9 Supervisor Vocabulary List Cleveland Board of Education v. Loudermill: Provides all but probationary officers with the right to be notified of the charges against them and to respond either verbally or in writing to those charges. This applies to all charges against an employee except a reprimand. The employee can give a statement and clarify any information or present any facts that could be exculpatory during an Internal Affairs investigation or could result in a reduced punishment to include dismissal of charges, but the employee cannot cross-examine witnesses as in a court setting. This mandates that the department prepare a charging document and give the employee ample time to respond with a union representative or attorney. There is no requirement to respond, however. This is a right because public non-probationary public employees are deemed to have a property right in their employment.

Closed Case File: File maintained at Inspections Section.

Code of Ethics: A statement of the organization’s values on behavioral, moral, and conduct issues.

Conniption: A fit of violent emotion.

Consistency: In logic, a consistent theory is one that does not contain a contradiction.

Contagious Fire (Sympathetic Fire): A contagious shooting is a sociological phenomenon observed in military and police personnel in which one person firing on a target can induce others to begin shooting. Often the subsequent shooters will not know why they are firing.

Concealment: Is obscuring something from view or rendering it inconspicuous, to be hidden from view of a suspect but not from the firearms of a suspect.

COP: Community Oriented Policing/ bring groups together to problem solve/ use SARA.

COPPS: Community Oriented Policing & Problem Solving; sees citizen as first line of defense.

10 Supervisor Vocabulary List Cover: The concept of cover refers to anything which is capable of physically protecting an individual from enemy fire. This differentiates it from the similar concept of concealment, in that an object or area of concealment only affords the benefit of stealth, not actual protection from small arms fire or artillery fragments. An example of "cover vs. concealment" would be sandbags vs. tall grass.

Cover team: 2 P/O’s that guard the entry team or other officers who are distracted from their surroundings.

De facto: Is a Latin expression that means "by [the] fact." In law, it often means "in practice but not necessarily ordained by law" or "in practice or actuality, but not officially established."

Delegation: (or Deputation) Is the assignment of authority and responsibility to another person (normally from a manager to a subordinate) to carry out specific activities. However the person who delegated the work remains accountable for the outcome of the delegated work.

Deliberate Indifference: The conscious or reckless disregard of the consequences of one’s acts or omissions.

Diligence: Is steadfast application, assiduousness and industry — the virtue of hard work rather than the sin of careless sloth. Diligent behavior is indicative of a work ethic / a belief that work is good in itself.

District/ Command File: File maintained within district.

Doctrine of Respondent Superior: Public agency is now liable for wrongful acts by employees.

Dogma: Is the established belief or doctrine held by a religion, or a particular group or organization. It is authoritative and not to be disputed, doubted, or diverged from, by the practitioners or believers.

Due Diligence: Refers to documenting events.

11 Supervisor Vocabulary List Early Intervention System (Early Warning System/Performance Management): A series of interrelated personnel management processes that help supervisors identify, assess, and evaluate employees’ performance for the purposes of addressing potential concerns in a timely manner.

Employee Assistance Program: A counseling service for employees and their eligible dependents who may be experiencing personal or work place problems.

Empty Pockets Doctrine: Useless to sue person with empty pockets.

Entry team: 3 to 5 P/O’s

Et Cetera: Is a Latin expression that means "and other things", or "and so forth".

Exonerated: An investigative finding that means an incident that has been investigated actually occurred, but the actions or behavior involved were lawful and proper and constituted no wrongdoing on the part of the accused.

Garrity: Garrity v. New Jersey is a constitutional protection that holds that public employee statements that are induced (compelled) by threat of dismissal or other discipline may not be used in a subsequent criminal prosecution.

Fitness for Duty Examination (FFDE): A physical or mental examination to determine if an officer is able to perform his or her duties.

Five Steps of Teaching: Introduction/ Presentation/ Review/ Application/ Test.

Fortitude: Is the ability to confront fear, pain, danger, uncertainty, or intimidation. "Physical courage" is courage in the face of physical pain, hardship, death, or threat of death, while "moral courage" is the ability to act rightly in the face of popular opposition, shame, scandal, or discouragement. 12 Supervisor Vocabulary List Freeway Therapy/ Transfer Treatment/ The Wheel: Transferring problem employees from command to command.

FTEP: Field Training & Evaluation Program.

Halo Effect: The tendency to judge somebody as being totally good because one aspect of his or her character is good.

Horn Effect: The tendency to judge somebody as being totally bad because one aspect of his or her character is bad.

Hound: Vehicle with tracking system to find rabbit.

Humility: Is the quality of being modest, and respectful. Humility, in various interpretations, is widely seen as a virtue in many religious and philosophical traditions, being connected with notions of transcendent unity with the universe or the divine, and of egolessness.

Immutable Characteristics: Race, gender, facial expressions, mannerisms.

Inertia: Resistance to change / motion.

Innuendo: An innuendo is a baseless invention of thoughts or ideas. It can also be a remark or question, typically disparaging (also called insinuation), that works obliquely by allusion.

Intelligence Led Policing: Is a policing model that has emerged in recent years which is “built around risk assessment and risk management.” Although there is no universally accepted understanding of what intelligence-led policing entails, the leading definition is that ILP is “a strategic, future-oriented and targeted approach to crime control, focusing upon the identification, analysis and ‘management’ of persisting and developing ‘problems’ or ‘risks.’" In simpler terms, “it is a model of policing in which intelligence serves as a guide to operations, rather than the reverse.

13 Supervisor Vocabulary List Ipso facto: Is a Latin phrase, directly translated as "by the fact itself," which means that a certain phenomenon is a direct consequence, a resultant effect, of the action in question, instead of being brought about by a subsequent action.

Lybarger Admonishment: If information is given to physiological examiners in a FFED, that examinee is told that information from the examination may not be used against him or her because it is mandatory, not voluntary.

Mitigating: To lessen in force or intensity, as wrath, grief, harshness, or pain; moderate, to make less severe: to mitigate a punishment.

Modus Operandi (M.O.): Is a Latin phrase, approximately translated as "mode of operation". The term is used to describe someone's habits or manner of working; as well as their method of operating or functioning. In English, it is frequently shortened to M.O. The expression is often used in police work when discussing a crime and addressing the methods employed by the perpetrators. It is also used in criminal profiling, where it can help in finding clues to the offender's psychology. It largely consists of examining the actions used by the individual(s) to execute the crime, prevent its detection and/or facilitate escape.

Negligent Retention: Allowing an officer to remain working when the department knew or should have known that he or she was a risk to the public.

Not Sustained: An investigative finding that means insufficient evidence was produced to substantiate the allegation.

Performance Inadequacies: Minor infractions of mission / commission by a member that violate a department policy or regulation. Infractions of this type do not include conduct that involves compliance to lawful orders, the veracity of a member, criminal or civil liability, or publicity which may adversely affect the department or its personnel.

14 Supervisor Vocabulary List POSDCORB: Planning, Organizing, Staffing, Directing, Coordinating, Reporting, & Budgeting.

PCM: Police Commissioner’s Memoranda.

POP: Problem Oriented Policing/ systematic thinking of problem by impacted groups / use SARA.

Prima facie (evidence): Is a Latin expression meaning on its first encounter, first blush, or at first sight. The literal translation would be "at first face", from the feminine form of primus ("first") and facies ("face"), both in the ablative case. It is used in modern legal English to signify that on first examination, a matter appears to be self-evident from the facts.

Promulgate: Is the act of formally proclaiming or declaring a new statutory or administrative law after its enactment. In some jurisdictions this additional step is necessary before the law can take effect.

Pseudofolliculitis Barbae: Also known as barber's itch, folliculitis barbae traumatica, razor bumps, scarring pseudo folliculitis of the beard, and shave bumps, is a medical term for persistent irritation caused by shaving.

Pygmalion Effect: The Pygmalion effect, or Rosenthal effect, refers to the phenomenon in which the greater the expectation placed upon people, often children or students and employees, the better they perform. The effect is named after Pygmalion, a Cypriot sculptor in a narrative by Ovid in Greek mythology, who fell in love with a female statue he had carved out of ivory. The Pygmalion effect is a form of self-fulfilling prophecy, and, in this respect, people will internalize their negative label, and those with positive labels succeed accordingly. Within sociology, the effect is often cited with regard to education and social class.

Rabbit: Transmitting device in stolen goods.

15 Supervisor Vocabulary List Reasonable Expectation of Privacy: Guide to determine obtainment of S & S warrant.

Reciprocity Agreements: Traffic Citations issued to residents of participating states.

SAFE Nurse: Sexual Assault Forensic Examiner.

SARA: Scanning, Analyzing, Response, & Assessing.

Sovereign Immunity/ Divine Right of Kings: Past public agency immunity from acts by employees.

Span of Control: 3 to 5 at top/ number broadens at bottom Stockholm syndrome: positive feeling hostage-taker has for hostage.

Sustained: An investigative finding that means sufficient evidence exists to substantiate the allegation.

SWIFT: City Wide Emergency Plan.

The Boiled Frog Phenomenon: Experiment citing the importance of change, where a frog jumps out of boiling water immediately but remains in warming water until it boils to death.

Transgression: Violation of a law, command, etc.; sin.

Unfounded: An investigative finding that means the allegation(s) made against the accused member are false or not factual.

Unsubstantiated or Not Sustained (Insufficient Evidence): The investigation failed to conclusively prove or disprove the allegation.

Weingarten Rule: In certain employment conditions, the right for a union representative to be present during an interview.

16 Supervisor Vocabulary List Unity of Command: Each individual participating in the operation reports to only one supervisor. This eliminates the potential for individuals to receive conflicting orders from a variety of supervisors, thus increasing accountability, preventing freelancing, improving the flow of information, helping with the coordination of operational efforts, and enhancing operational safety. This concept is fundamental to the ICS chain of command structure.

Unity of Effort: Is the state of harmonizing efforts among multiple organizations working towards a similar objective. This prevents organizations from working at cross purposes and it reduces duplication of effort. Multiple organizations can achieve unity of effort through shared common objectives. In military operations, unity of effort is similar to unity of command except it usually relates to coordinating organizations not in the same command, such as in interagency operations. In this case, unity of effort is often achieved through campaign plans or coordinating committees instead of through a unified commander.

Writ of Habeas Corpus / Body Attachment: Also known as the Great Writ, is a summons with the force of a court order; it is addressed to the custodian (a prison official for example) and demands that a prisoner be taken before the court, and that the custodian present proof of authority, allowing the court to determine whether the custodian has lawful authority to detain the person.

17 Supervisor Vocabulary List

Commissioner’s Action Plan (6 Five C’s of Management: R’s):

Restructuring Commitment

Refocusing Competence

Resourcing Candor

Re-engineering Courage

Rewarding Caring

Restoring

Confucius, “What I hear, I forget; what I see, I remember; what I do, I understand” (451 B.C.)

18 Supervisor Vocabulary List

19 Supervisor Vocabulary List

20 General Orders Chapter 2 General Orders

The General Orders chapter does not simply reprint the General Orders. There are many things that we do every day and we are clear about the General Orders pertaining to those situations. I tried to eliminate the repetitive things that we already know and focus on some of the more obscure, detailed, and less used General Orders.

A great deal of the General Orders will be used in the written test and must be followed in the oral board. Knowing these orders inside and out is part of the professionalism that we must have as supervisors, being an expert in the subject matter. Officers do not want to be led by people that have the same questions they do about what the General Orders say. We have to know as much of this as we can.

The written test portion of the promotional testing pulls questions from anywhere in the General Orders. Many get irritated because there are questions on the test that seemingly have nothing to do with real world work, but they are in the General Orders and so we must respect those questions.

In order to address that aspect of the written test, I had my wife assist in creating the questions and the results were astounding. Roughly 60% of the practice questions we created were actually on the written test, many of those questions I would have never thought to see on the test. The written test is created by people like her, not like us. Understanding this is one of the first mindset changes that must be created. Ace the test, not the practical application of the rules.

21 General Orders

22 General Orders A-3 Departmental Forms

 P & R will coordinate creation and maintenance of department forms (Forms Archive).  The Archive will include all forms currently in use.  All forms must have Control Number and be reviewed & approved by P & R.

A-4 Incident Reporting

 UCR eligible report – must report even if complainant / victim is uncooperative.  Oral code can only be made with first-hand information  Oral code is a police report.  Part one authored within 2 hours.

A-9 Accident Reports: Storage and Dissemination

 Advise requesters of the procedures for requesting a MAARS Report, to include: o The postal (Baltimore Police Department, Central Records Section, c/o 242 W 29th Street, Baltimore, Maryland 21211-2908) and web addresses (www.baltmorepolice.org). o In order to obtain a copy of a report by mail, a non- refundable $10.00 search fee is required for each requested report in the form of a check or money order with the “Director of Finance” as the payee. To process the transaction send a self-addressed stamped envelope. o The requester must supply sufficient information in order to locate the requested report. o In order to obtain a copy of a report online, a $14.00 fee is required for each report. A link is available on the Baltimore Police Department website. o The requester may complete and submit an Application for Report with their mail in request (Form 152). 23 General Orders B-2 Acting PC, designated order of succession / rank

 DPC Ops, DPC Admin, COP, Chief CID, Chief IID, Chief Admin.

B-7 Selection of OIC

 Position is open to all qualified officers; must display leadership skills.  Is able to organize and complete work. Demonstrate sufficient job knowledge and express a desire to be O.I.C.  Position should be rotated among qualified officers. They must wear insignia.  Oversee OIC while SIC then let them be OIC when you are off.

B-10 Boundaries

 A detail is made up of officers and supervisor.  East takes west. North takes south.  North and west are even numbers.  East and South boundaries of a district are that district’s responsibility.  East and South sides of a post are that post’s responsibility.

B-12 Field Training and Evaluation Program

 Provide instruction/ provide remedial training/ evaluate trainee’s ability.  Coordinator is under the FTEP coordinator but reports to the district commander.  Upon graduation from academy, they are still trainees because they are not certified.  Sergeant may assume duties of FTO to closely monitor trainee.  Sector Sergeant is also responsible for the investigation of misconduct of trainee.

24 General Orders  Findings are to be forwarded to district coordinator.  Upon successful completion of the FTEP, the trainee will: o Receive MPTC certification, o Receive permanent duty assignment, o Begin probationary period.  To qualify as a FTO, a member must: o Have at least 3 years of experience, o Be assigned to patrol, o Have endorsement of Sector Sergeant., Shift Commander, & District Commander (District Commander can make exceptions for 2 years of experience).

C-1 Standard of Ethical Conduct

 Highest commitment is to protect life,  Provide quality service,  Treat people with respect & sensitivity,  Adhere to democratic values,  Responsive to community priorities,  Be held accountable for actions,  Employee job satisfaction,  Maintain high integrity.

C-2 Rules and Regulations

 The overall idea concerning our Rules and Regulations is that they were formulated to facilitate decisions “in the best interest of the member, department & community.”  The Omnibus Bill of 1966 (AKA Subtitle 16) gives the Police Commissioner the authority to regulate attendance, conduct, training, discipline and procedures for all members of the Department and to make all other rules, regulations and orders as may be necessary for the good government of the Department and of its members....

25 General Orders  Charges may be placed against a member of the department for any violation, either by omission or commission, of the department rules, regulations, procedures, or for any conduct detrimental to the good order, efficiency or discipline of the department. This rule shall apply in every case, even though such offense may not be specifically defined or set out in the rules, regulations, or procedures of the department.

C-3 Disciplinary Process

 The objective is to protect the public & maintain integrity of the dept. and member.  Criminal offense, misconduct, neglect, & other violations must be reported to IID.  Matters not involving persons outside the dept. such as lateness, personal appearance infractions, and minor omissions in assigned duties will not be handled by IID; it will be the responsibility of Commanding Officer to handle.  Traffic tickets are not subject to process unless another infraction is alleged.  Minor offenses (lateness, uniform, court) are kept in house.  Report incidents to IID in reasonable length of time following receipt. Reasonable time means time necessary to determine the specific nature of complaint, but shall not exceed four hours. Four hours rule-if offense occurs during normal business hours then the rule applies. IID must be notified in a reasonable time (not to exceed 4 hours).  If after hours, misconduct investigations/ processing may wait until the next day.  Shootings, excessive force where the suspect is admitted to the hospital are subject to the four hours rule.  Allegations of Intoxication (requires 2 ranks or above). o Record appearance/demeanor o Visual test o Record lapse of time in minutes between initial report and observation of condition and test.

26 General Orders  The 2 hours rule is not applicable in allegations of narcotic use. o Record appearance/demeanor o Accompany accused to hospital o Accused ordered to submit to urinalysis or blood test/ (AKA- Reasonable Suspicion Test)  Article 27 includes Law Enforcement Officer’s Bill of Rights.  Law Enforcement Officer does not include probationary officers; Bill of Rights applies to Probationary Officers for brutality cases alleged while on duty.  Brutality Cases: o Must be duly sworn to by the aggrieved person, their family, witness or parent/ guardian of minor. o Complaint must be filed within 90 days.  IID has responsibility for alleged excessive force, gross misconduct or violations of criminal law cases.  Accused P/O must be notified in writing of investigation prior to interrogation.  Accused must be notified of the names of witnesses and all charges not less than ten days prior to any hearing.

27 General Orders C-4 Suspension from Duty & Suspension of Police Powers

Permanent rank (preferably one rank higher at minimum) suspend for:

Reason Purpose Suspension Example Suspension Hearing? Form Allegation of Revocation of YES Criminal 99/154 Misconduct member’s Arrest Suspension or Criminal authority to IID / Member from Duty Activity exercise sworn / Civilian duties, relieve report of member’s misconduct or police powers criminal and normal offense work obligations Allegation of Revocation of YES Involved in 99/154 Domestic member’s incident of Suspension Violence authority to domestic from Duty exercise sworn violence / duties, relieve Respondent in member’s Domestic police powers Violence and normal Protective work Order obligations Administrative Temporary NO Fail to Qualify 99/153 or Medical change in duty with Firearm Suspension of Reasons assignment, is Police Powers not a punitive for action Administrative or Medical Reasons

Suspend whenever judgment believes suspension is in the best interest of the department, the public, or an individual member, as well as members who do not meet specified medical, psychological, or training qualifications.

28 General Orders Supervisor  Immediately obtain from suspended member: o Departmental Firearm (s) with ammo, magazines, accessories. o Badge. o MPCTC Card. o Issued Body Armor. o Taser (ECD – Electronic Control Device). o Radio. o Consider other departmental items (cellphone, laptop, etc.).  Ensure that member signs the appropriate suspension form and understands: o Do not take police action; notify appropriate on-duty authorities. o Do not carry departmental firearm. o If have a concealed permit, do not carry in departmental facility. o Continue to obey all General Orders and policies other than those pertaining to police powers.  Upon initial suspension members shall report to work unless directed to do otherwise by Commanding Officer.  By next business day submit applicable items from suspended member to the armory, if closed secure safely at command until armory opens.  Permanent rank only, escort suspended member to obtain “A” ID card.  Complete administrative report (95) detailing the suspension to the Commanding Officer.

Suspension Hearing  Is conducted by member’s division chief as soon as reasonable with purpose of determining suspension continuation and continuance of pay status.  Is not a public forum, matters are confidential, not a judicial proceeding therefor limited to a presentation of circumstances not a fact finding or law determining obligation.

29 General Orders  Without pay status only with: o Charging of felony offense, AND o Suspension hearing chief determines without pay status. Medical Specific  Contact the PSI to schedule an appointment for the suspended member if psychological concerns are immediate and an emergency, attempt to contact PCA, if unavailable EP the member (not in G.O.).

C-5 BPD Mission Statement

The mission of the Baltimore Police Department, in partnership with the Baltimore community, is to protect and preserve life and protect property, to understand and serve the needs of the city's neighborhoods, and to improve the quality of life by building capacities to maintain order, recognize and resolve problems, and apprehend criminals in a manner consistent with the law and reflective of shared community values.

Standards of Performance/ Values that Guide Our Actions

Highest Commitment is protecting life.

Service We are committed to provide quality public service. We treat people with respect and sensitivity.

Our Mission We adhere to democratic values in performing our mission. We are responsive to community and neighborhood Neighborhood priorities. Priorities We are accountable to the community for our Actions actions.

We care about our employees’ job satisfaction. Our Actions We maintain the highest level of integrity in all our actions.

30 General Orders C-6 Command Discipline

 Purpose of Command Discipline: o Provide Commanding Officer with authority to discipline their member, o Reduce number of IID investigations. o For violations to be addressed in an efficient and fair manner without unnecessarily impacting promotion or professional development. o Early intervention and resolution of internal violations.  Command discipline is limited to offenses whose penalties do not exceed more than 3 days suspension/ loss of leave or fines up to $150.00.  Charging Committee includes: Chiefs of Legal Affair Section & IID; Directors of Inspections Section & EEOC Section, or designees.  Forward cases to IID when: o The facts of the incident warrant sanction beyond command authority. o Documented disciplinary history warrants enhanced sanction beyond command authority. o There is a conflict of interest.  Place unsubstantiated allegations and case dispositions in member’s district/command file and the Command Discipline Log. File is transferred to closed case file after one year and is maintained at the Inspections Section.  Prior to accepting any penalty, the member must waive in writing: 1) Rights under the Law Enforcement Officer’s Bill of Rights (LEOBR), Form 83-86 and 2) Right to enter the formal discipline process, be charged formally, and appear before a trial board (Form 00-247).

31 General Orders  Discipline Options Include: o Referral for formal charges. o 3 days suspension or loss of leave. o Fines from $1 to $150. o Restitution. o Psychological Services (PCA). o Change of Assignment within command. o Training and Education. o Non-punitive written counseling. o Verbal reprimand.

C-7 Civilian Review Board Complaint Procedures

 The Civilian Review Board was established by an Act of Legislature to have certain jurisdiction over allegations of abusive language, harassment, and excessive force complaints filed against police officers.  An individual who claims to have been subjected to, or witnessed, an act of abusive language, harassment or excessive force, or sustained an injury allegedly resulting from excessive force caused by a police officer, is to be informed that they may file a complaint at the Office of the Internal Affairs Division, the Legal Aid Bureau, the Maryland Human Relations Commission, the Baltimore Community Relations Commission, or any police district station.  If a member of this Department takes the complaint, it is preferred that the complainant writes out the circumstances in his/her own writing or words. The statement may be tape recorded with the permission of the complainant.  The Board will review the investigation conducted by the Internal Affairs Division and the Board’s investigative report, if any, and recommend to the Police Commissioner any of the following findings: o Sustained. o Not sustained. o Exonerated. o Request further investigation by the Internal Affairs Division. 32 General Orders C-8 General Disciplinary Process

 The Department seeks to exonerate the innocent, establish the guilt of wrongdoers, and justly determine disciplinary action in a timely and effective manner.  Civilian employees, Cadets, Police Officer Trainees, and Probationary Police Officers do not enjoy the protection of the Law Enforcement Officers’ Bill of Rights (LEOBR), nor are they afforded the process outlined in this General Order.  Assume the obligations of your rank and perform your duties in the investigation of any complaints of wrongdoing by members of the Department.  Cooperate fully and truthfully with any members of the Internal Investigation Division, the EEOC Section, any Command Investigation Unit, or any other government agency having authority to conduct such investigations.

Charged Member  Notify the member serving you with the Charging Committee package whether you intend to waive or exercise your right to review the investigative casebook.  You may review the investigative casebook prior to making any decision as to whether or not to accept the Charging Committee’s disciplinary recommendation(s).  If you choose to exercise your right to review the investigative casebook, submit an Administrative Report, via Official Channels, to the Chief, Legal Affairs Section, providing the name, address, and contact information where your legal counsel may receive the casebook.  Review the Charging Committee’s recommendation(s) for disciplinary punishment and determine whether you will accept or refuse the Committee’s recommendation.  If you accept the Committee’s recommendation, inform your Commanding Officer via established procedures.  If you refuse the Committee’s recommendation, inform your Commanding Officer via established procedures and provide, in writing, all contact information for your legal counsel.

33 General Orders Supervisor  Supervisors will complete Form 97/283, “Internal Incident Report,” (also referred to as an “IIR”) to record reportable incidents, including, but not limited to: o Documentation of an event for the purpose of evaluating a member’s performance. o Rule violations requiring corrective action. o Supervisor’s complaints received via the Shift Commander, Communications Section. o Complaints received from citizens or other members of the Department.

NOTE: Whenever possible, complaints from the general public will be taken in the complainant’s own writing or words and will be documented on either a Form 97/283, “Internal Incident Report,” or, if possible, entered electronically (such as via the Blue Team System). Also, Internal Incident Reports shall be prepared in addition to any other reporting that is required as part of the disciplinary process and shall include what corrective action was taken or recommended. Depending on which Command is likely to assume investigative responsibilities, a completed IIR shall, as necessary, be forwarded to either IID or the EEOC Section. Notifications concerning serious issues and/or matters of special interest shall be made in a manner consistent with the processes outlined in this Order.

NOTE: Internally generated complaints, including those lodged by one member against another, will be subject to the same process of investigation and disposition as complaints lodged by the general public.

 The following incidents, whether they occur in- or outside the limits of Baltimore City, and regardless of the involved member’s status as on- or off-duty, must be reported to the Internal Investigation Division immediately: o All cases wherein a member is arrested or criminally charged. o All cases involving allegations of domestic violence. o All cases involving allegations of child abuse.

34 General Orders o All cases involving allegations of violations of criminal statutes. o All cases that relate to the integrity of the member, regardless of whether or not any criminal charge(s) are filed. o All cases where an arrestee or other person is treated at and admitted to a medical facility because of injuries sustained during police contact. o All cases involving significant community interest, civil unrest, or which receive media coverage that depicts, infers, or otherwise indicates police misconduct. o All cases involving police-involved shooting incidents / discharge(s) of firearms, except those that occur during training, practice, or qualification events. o All cases involving serious traffic-related violations, such as DUI/DWI, fleeing and eluding, etc. o Refusal to submit to drug or alcohol testing, if so ordered.

NOTE: This list is not exhaustive and should not be interpreted as a definition of the limits of the Internal Investigation Division. The Internal Investigation Division shall, in addition to the events described in the above list, also investigate any matter(s) as may be assigned to that Division by a higher authority, or as may be investigated at the discretion / direction of the Director, IID.

 Allegations of discourtesy, excessive force, or harassment may be simultaneously investigated by the Civilian Review Board, and shall be handled in accordance with General Order C-7, “Civilian Review Board Complaint Procedures.”

35 General Orders C-12 Professional Appearance Standards

 Foster discipline, promote professionalism & encourage public confidence & respect.  Daily inspections.  Provide guidance & documentation on EEOC exemptions  Hair: neat, only natural colors, extreme, faddish, or artificial are prohibited.  Make-up: Female, subtle / false eyelash, eyeliner, and bright colors are prohibited. Male, prohibited.  Nails: less than ¼ inch, clear polish only.  Jewelry: no visible piercings / no bracelets / one ring per hand, none on thumb.

D-3 Inspections

 Ongoing inspectional overview of day-to-day operations.  Complete cooperation.  Immediate corrective action on non-compliance infractions.  Submit 95 to CO by end of tour of duty detailing corrective actions.  CO must author 95 within 10 days for all non-compliance.

D-4 Daily Activity Report

 All in patrol to the rank of LT. must complete.  Both people in a 2 person car must complete and share the same responsibilities.  They are to note all activities which cause the unit to be out of service or to leave their assigned post.  Sergeant must review and sign.

36 General Orders D-5 Supervisory Procedures

 Sergeants check status of unit and return units to service as soon as possible.  In a 2 man unit, 1 can be removed to keep the unit in service.  Review daily activity form for times and accuracy.

D-6 Roll Call

 Review crime maps, bulletin boards, Comstat data, obtain look out, be neat, & have issued equipment.  Officer stands to the left of the Sergeant.  Sergeant is to follow Lieutenant while conducting inspections.  Work day (shift) consist of 8 hours and 33 minutes which includes roll call and ½ hour lunch. Member reports 21 minutes before tour of duty.  The command “All Told” signals the end of roll call.  12 minutes following end of tour is for admin.  Shift Commander: Readout pertinent information.

D-9 Firearms

 Ensure departmental firearms & off duty handguns are not stolen, misplaced, or misused and are properly maintained.  Conceal in plain clothes and off duty.  No weapon or uniform on personal business in court  If necessary, replacement weapons (i.e., Glock) may be obtained at night from ECU or during the day from the Armory Unit.  Officers are to carry all issued ammunition: Glock 40 mm 14+14+14= 42.

37 General Orders  Failure to qualify with handgun: o Member gets three attempts to qualify; o After 3rd attempt, have P/O (sign suspension of police power) relinquish weapon to range supervisor, and take custody of Dept. ID, weapon, badge, ammunition, body armor, MPTC Card; hold at Command Level.  Detectives and officers are required to carry issued ammunition.  Less lethal shotgun has green fluorescent stock; do not store w/ regular shotgun; only SOS can store w/ shotgun.  Members can carry, if trained: 38 cal. w/ barrel length not less than 2 inches nor more than 4 inches - Brands include: Colt, Smith & Wesson, or Ruger, and approved Charter Arms Personal Revolvers; Semi Auto models include: Glock Models 22, 23 & 27, Beretta Models 96D, 900S, Smith & Wesson Sigma Series Models SW40E, SW40VE, Tactical Series Models 4043TSW, 4046TSW, Sig Arms Models Sig Pro 2340DAO.  Prior to carrying any handgun, take to armory for inspection.  No member will carry weapon prior to completion of E&T.

Supervision Notes  For firearms qualification failure, assign supervisor to accompany P/O to Personnel Division for an “A” ID card and schedule 2nd & 3rd qualifications.  Members appearing on personal business in any court as a defendant, plaintiff or juror are not permitted to be in uniform or to carry a firearm into the courtroom or jury room. Surrender weapon to court liaison or security personnel.

E-1 Crime Resistance Unit

 Remember that the neighborhood service unit in the district can help in teaching crime prevention.

38 General Orders E-2 Auxiliary Police

 Use to direct traffic on fire scene, stadium events, etc.  Can work 10 hours per month.  Identified by arm band and ID.  Must be 18 years old to qualify for position.

E-3 Transportation of Passenger in Departmental Vehicles

 Anyone who wants to ride along must submit a request to the Deputy Police Commissioner of Operations.  Ride along is for one tour only or one nominal shift.  Warrant check with negative results.  No weapons.  Must wear body armor and proper attire.  Sergeant and officer should consider the safety issues.  Try to have a female officer with a female ride along and in a two person car.  Release and indemnity agreement must be signed prior to riding in departmental vehicle then given to Admin Lieutenant.  When transporting a female who is not a ride along, notify dispatcher of location, destination and starting mileage. Upon arrival give exact location and ending mileage.  Members will not transport children in child safety seats in the rear seat of vehicles equipped with steel/ Plexiglas prisoner security screens mounted between the front and back seats. Note:  Children under 8 years of age or less than 4’9” or less than 65 pounds transported in out of state or country vehicles are required to be in a child safety seat.  All must be seat belted.

39 General Orders E-4 Night Reference

 Sergeant receives form from Lieutenant. Ensure that post Officers know how to distribute, complete & collect forms, conduct a security survey & use the night reference file.  Review forms to make sure that they are complete.

E-5 Neighborhood Block Watcher

 Reports are to reflect whether or not the call was initiated by a block watcher and include ID#.

F-1 News Release

 Do not release the following to the press and other news media prior to the conclusion of judicial proceedings: o Statements, admissions, confessions or alibis contributing to an arrest, o Results of investigative procedures, such as fingerprints, polygraph examination, ballistics test, laboratory test or line ups, o Statements concerning the identity, credibility or testimony of prospective witness, o Statements concerning evidence or arguments in the case, whether or not it is anticipated that such evidence or argument will be used at trail and, o The name and address of victims of sex crimes; the name and address of a juvenile under eighteen years of age who is the subject of a petition of juvenile court, o Photographs of suspect, once they are in police custody, except when reasonable circumstances exist (i.e., to locate witness, victim, or suspects). o Dissemination of information will be released w/out partiality or bias. o Don’t release victim’s (in killing or serious assault case) name until the next of kin has been notified; reasonable time is 6-24 hours. 40 General Orders o Do not release juvenile information, lab results, confession or details concerning IID investigations.  Use director of PAS (Public Affairs Section) as intermediary when problems with the press arise.  Media needs permission from owner to photo private property.  Establish press area in Hostage/ Barricade matter.  Press can interview witnesses, complainants or suspects only after person has been questioned by police and are not in police custody.

F-2 Public Speaking Engagements

 When speaking in public, officers should get permission and advise the Director of PAS. The officer should wait for approval. Director of PAS should help. PAS = Public Affairs Section.  Press needs permission by owner to photograph in dwelling.

G-1 Radio Communications

 Units are to inform dispatcher when they are 10-23 & 10-8.  Notify KGA when leaving your post unless it is to patrol another authorized by Sergeant.  If tapes are needed for court, you must give two week notice.  When officer responds code 1, they are to notify the dispatcher.  Sergeant will upgrade or down grade response.  Primary unit uses yelp and secondary unit uses wail.  If 1 man unit, 1 window must be open; if 2 man unit, both windows are open.  Premise/hazard files are upgraded through the chain of command.  Card system is for scheduling, not CAD.  Once you have started to follow a vehicle for any reason, you must notify the dispatcher within ten seconds.

41 General Orders G-2 Resolution of Barricade/Sniper/Hostage Situation

 Barricade occurs when an individual is believed to be armed and is committing or has committed a criminal act and it is apparent that the individual intends to unlawfully defend a fixed position against police entry.  Hostage incident occurs when a person is believed to be armed and is unlawfully holding a person in return for some consideration.  Sniper incident occurs when a person is believed to be armed and intends to shoot or has shot at targets of opportunity. This includes an ambush.  Ambush shall be considered a sniper incident.  Inner perimeter is the area where officers and others are vulnerable.  Outer perimeter is the area where officers and others are not vulnerable.  Staging area is the area where officers are to report. This area is to be out of the line of fire.  The ranking official on the scene is in charge. Sergeant should try to negotiate when feasible. Supervisor should effectively utilize time, negotiation, command and control, firearm discipline, communications discipline, assignment of specific tasks, unity of command, squad integrity and professional appearance.  Primary unit walks on foot (using cover) to location to verify incident; identify and detain witnesses.  Secondary unit establishes command post.  Communications is to make all notifications.

Dispatcher  Gather all important information possible from the caller.  They are to notify the primary, secondary & supervisor to respond. All personnel are to call 10-23.

42 General Orders Supervisor  (Not in GO) Upon addressing barricade, sniper, and/or hostage situation, be sure to prioritize what is most important or what needs to be addressed first (i.e., saving lives, evacuating the injured, cordoning the area off, etc). S.T.A.R.T. (Simple Triage and Rapid Treatment. Triage separates the injured into four groups: o The deceased who are beyond help. o The injured who can be helped by immediate transportation. o The injured whose transport can be delayed. o Those with minor injuries, who need help less urgently.  Consider assigning SIC to manage regular duties.  Take charge of all on scene personnel.  Establish an inner and outer perimeter, staging area, and command post.  Appoint someone to record events.  Ensure witnesses are interviewed (get information concerning assailant’s name(s) and number, number of hostages along w/ names & addresses, types of weapon, reason for behavior, relatives information, possible escape routes, building floor plans, etc.).  Maintain firearms and communication discipline.  Deploy personnel efficiently and return unnecessary officers to service.  Maintain a controlled response and firearms discipline.  Ensure officers on scene are behind cover.  After scene is secured, ensure other operational priorities (i.e., the patrol function) are operating at a satisfactory level, such as servicing calls for service.  Have a map drawn of the area noting unit (officers) locations, sniper positions, fields of fire, staging area, press area, command center, etc…  Command responsibilities.  Controlled response.  Maintenance of firearms discipline.

43 General Orders  Controlling communication.  All aspects of crisis negotiations.  Authorizing the use of chemical agents.  Ensuring security of police equipment.  Relief.  Support resources (i.e., public affairs, Box 414, fire personnel/ equipment, BGE).  Field reports completed.  Establish communications and negotiations. Call for support personnel (fire dept., BGE, telephone, ambulance, Crisis Intervention Team after incident).  Designate recorder/ option- establish debriefing area for press.  Get proper relief, request Box 414 for support (i.e., food).  Secure equipment.  When secured make sure all reports are completed and accurate.  Controlled Fire Suppression: only use when the suspect is firing upon police and/ or citizens. Assailant must be clearly identified/ personnel should be at the same height or greater as target & in position so they do not shoot each other.  Only Sergeant and above can order.  Controlled fire suppression is used to help evacuate wounded or endangered civilians or police personnel.

Crisis Negotiation Team: Consist of 6 members: Team Leader/ Coordinator, primary negotiator, coach, intelligence coordinator, chronographer, and team technician.

G-3 Serious Assaults/ Death Investigations

Nonviolent Sudden Deaths DOA  If signs of death (rigor mortis or post mortem decomposition) are present, pronounce the person dead, noting the time of pronouncement.  It is the policy of the department to investigate any suspicious deaths involving violence, suicide or injury.

44 General Orders  In assault cases where death is likely or death cases, notify homicide.  Fire department does not have to remove body upon pronouncing death.  If in public view, in best interest of public, fire dept. will remove body.  Make notifications: Medical Examiner, Homicide, State Anatomy Board, etc…  If kin not present, inventory and secure property.  Get permission from ME prior to removing body.  Give the morgue wagon victim medications and the ambulance report. Serious Assaults  Render first aid; for 2 person unit, 1person stay; 1 goes to hospital with victim.  In a 1 person unit situation, he or she stays; designate someone to go to hospital.  Arrest if suspect is present.  Interview witness.  Protect crime scene, broadcast description & notify supervisor.  Request Homicide Unit when death is likely, crime lab & CIS.  Notify kin; cannot do it by phone.  Submit evidence, complete reports. Unit at Hospital  Obtain information and dying declaration if possible. o (Victim must believe he or she is going to die for declaration to be admissible.)  Broadcast description.  Obtain clothing and submit; place in paper bag. Supervisor  Detail necessary personnel to protect scene.  Keep witnesses at the scene but do not let them talk.  Assign officers to look for witnesses and evidence; keep witnesses separated.  Conduct investigation when homicide is not available.  Assign P/O, other than primary P/O to maintain crime scene log (Form 98-229). 45 General Orders PRELIMINARY P Proceed to the scene safely R Render Aid E Effect the arrest of the offender if possible L Locate all witnesses I Interview all witnesses M Maintain Evidence I Interrogate Suspects N Note all conditions A Arrange for the collection of evidence R Report all the facts Y Yield investigation (i.e., give it to AIU, Homicide, etc...)

G-4 Minimum Flight Altitude Violations

 Aircraft must be: o 1000 feet above highest obstacle in congested area of city, town, settlement. o 500 feet above the surface of other than congested area.

G-5 Procedure for Assist an Officer (Signal 13)

 First unit on scene is responsible for reporting status to KGA.  Officers must follow emergency vehicles rules: siren & lights must be on.  Dispatcher assigns primary, back-up, and supervisor.  Other units besides primary & secondary must inform dispatcher.

Sergeant  Is to respond and ensure controlled response.  Ensure remedial training for those who respond after 10-32.

46 General Orders G-6 Hazardous Waste/ Illegal Dumping

 Attempt to identify dumper.  Notify proper services (i.e., public works, fire department, Environmental Crimes Unit).  If hazardous waste, maintain log recording the sequence of events and have supervisor respond. Notify Chemtrac to identify chemical.  Give: color of substance, weather conditions & availability to water supply.

Sergeant  Respond and evaluate; be guided by fire department.  Maintain chronological log.  Notify LT, when there is large quantity.

Lieutenant  Determine whether medical waste or CDS paraphernalia.  Notify emergency response team from the Department of the Environment, State of MD.

G-7 Bomb/Bomb Threat

 Do not use radio. All communications should be by phone.  Owner is to decide whether or not to evacuate the building. If an evacuation is to occur, do not do it under the pretense of a fire drill; evacuate 100 yards (300 ft).  Owner is to search/ open windows to prevent flying debris/glass to lessen blast effect; a good search includes the outside of the building to include adjoining areas: interior areas accessible to public such as restrooms and areas not accessible to public such as secured storage closets. Continue search for other devices if single device is discovered.  If extortion is involved, notify the Homicide Unit.  ESU (Emergency Services Unit) is to take control of the device.  Notifications may include crime lab, homicide, arson and K-9.

47 General Orders  Dispatch P/O to other homes/ business in area to advise of danger if necessary (not in GO).  An MI is to be completed, unless there is injury, then a person’s report.  Do not put a description of the device in report. This is to be done by ESU in a supplement.  Record date/time of explosion, if applicable.

ESU and Sergeant  Ranking officer on scene, not ESU is responsible for coordinating all other police activities.  Determine need for further evacuation.  Attempt to ID device and determine hazard.  Consider requesting U.S. Army Explosive Ordinance Detachment.  If device explodes, secure the area of hazardous conditions, collect physical evidence of the device, and use Canine Explosive Detection Teams.

G-8 Rape/ Sexual Assault

 Demonstrate the utmost regard for the victim’s physical / emotional wellbeing and deal sensitively with the victim’s trauma.  Officer will refer to victim as “Assault Victim” to preserve the dignity of the victim.  Gather information and render the appropriate aid. ID & locate the crime scene.  When victim is a minor or handicapped, notify the family unless a family member is the suspect. If that is the case, notify DSS.  15 years old or younger, follow child abuse order (L-1).  Attempt to locate child, transport or allow family member to transport to medical facility unless suspected of abuse.  Notify crime lab and the dispatcher of transport. At the crime scene and/or during the examination of victim, request color photos to be taken of injuries, not genitalia.

48 General Orders  Victim may ride in police vehicle or with someone else, but do not let them drive.  Give starting / ending mileage, destination and start point.  Crime lab is to respond to the hospital to photograph (color photos) any injuries.  Advise victim to take change of clothing. Submit removed clothing and return victim home.  12 years and younger, exam at Univ. MD (226 S. Greene St.).  13 years and older, exam at Mercy (302 St. Paul St.).  If no medical emergency exist, remain at crime scene w/victim awaiting sex offense Detective.  Include in offense report: weather conditions, lighting conditions, if victim refused medical attention, & if victim chose to see a private doctor.  No polygraph required by victim per state policy.  If unable to locate victim / reporting person, request a call back and speak with all persons in the vicinity.  Jane / John Doe reports for victims that wish to remain anonymous.  Obtain Jane / John Doe tracking number from Forensic Nurse Examiner.  Author MI, title report “Jane (John) Doe Incident”.  Ensure victim signs Jane / John Doe waiver form.  Collect evidence & documentation for Forensic Nurse Examiner and submit to ECU.  Author unfounded reports only after CID consult.  If arrest is made for CID crimes, contact CID immediately.  CID handles all rape cases and rape attempts, 1st, 2nd, 3rd, degree sex offense and attempts, and other complicated cases as determined by CID Chief.  15 years of age and younger = CID Child Abuse, 16 years of age and over = CID Sex Offense. Sergeant  Ensure members comply w/ procedures.  Ensure that the crime scene is protected.  Ensure notifications and documentation (on crime sheet) are completed for rape, attempted rape and sodomy cases.

49 General Orders G-9 Kidnapping/ Extortion Investigation/ Abduction Investigations

 Kidnapping may apply to a man, woman or child.  Both false imprisonment and some measure of transportation of the victim are necessary elements of a kidnapping.  Abduction involves any person who shall without color of right, forcibly abduct, take, or carry away any child under the age of 12 years from home or usual place of abode.  Abduction also applies to cases involving anyone who shall, for the purpose of prostitution, fornication or concubinage, forcibly abduct from his or her home or usual place of abode or from custody and control of his or her parents or guardians any individual under the age of 16.  Parental Child Abduction involves any non-custodial parent that abducts his or her child under the age of 16.  Kidnapping: forcibly or fraudulently carrying or causing to be carried out any person except a child by a parent with the intent to conceal (Article 27, Section 337).  Extortion: obtaining property from another with his consent which is induced by violence or wrongful threat of economic injury.  Police Officer shall obtain and record all information relative to the offense and notify Sergeant & detective supervisor.  Sergeant is to respond to the scene, evaluate all information and appraise the Shift Lieutenant.

Shift Commander  Review all information and if the complaint is valid, notify the Homicide Unit; the Homicide Unit will be responsible for the investigation. Notify the Sex Offense Unit for abduction cases where sexual assault has occurred involving victim 13 or older. Notify Child Abuse Unit for same circumstances when victim is 12 or younger. Investigation will remain at district level under purview of DDU when there is an absence of any threat or indication of injury or death.

50 General Orders Note: Abduction applies to children under 16; abduction of a child between 12-15 must include elements of prostitution, fornication or concubinage, otherwise offense is kidnapping.

G-10 Police Involved Shooting Report

 Report is to be completed whenever an officer discharges or attempts to discharge a weapon. Report is also required if a suspect discharges or attempts to discharge a weapon to assault a police officer.  Contagious Fire (Sympathetic Fire): deviation from good firearms discipline wherein an officer bases his or her use of force or decision to fire solely on observations of other officers firing their weapons.

Sergeant / Lieutenant  If reasonable suspicion exists that a member utilized on-duty deadly force, including but not limited to the discharging of a firearm, acted under the influence of drugs and/ or alcohol, act as a witness and ensure the affected officer(s) (if ordered by the Shift Commander of Patrol or Homicide), submits to the appropriate drug screening and / or alcohol testing.  Immediately respond to scene. If responding outside of district or jurisdiction, act as observer only.  Ensure notifications are made and crime scene is secured.  Homicide Commander completes Police-Involved Firearms Discharge Report if the discharge or assault results in personal injury. Affected P/O’s Lieutenant if discharge does not result in personal injury or death.

G-11 Domestic Assaults Officer

 Protect victim from harm.  Accompany the victim to the residence to remove personal effects required for immediate use. If victim is not on lease, leaser can deny access.  Advise to obtain an Ex-parte.

51 General Orders  Serious or obvious injuries should be photographed by the crime lab.  Transport victim: Release and Indemnity Agreement is not necessary.  Remember 889-Ruth.  Remember relationships when defining domestic incidents and time frames. Relationship must be intimate to be considered a domestic situation or incident. Intimate relationships include hetero and homosexual current or former spouse or sexual partner or any relationship where the relationship is emotional. Other non-intimate situations within the meaning of domestic are persons related by blood, marriage, or adoption, or other individual with whom they reside (i.e., dormitory).  For arrest, all below criteria must be present; if not, seek warrant: o Evidence of physical injury. o Unless immediate arrest, person may escape arrest, damage property, cause more injury or destroy property. o Report is made within 48 hours. o Person battered is spouse of abuser or resides w/ abuser.

Note: BPD has a preferred arrest policy; arrest is preferable if probable cause exists pertaining to the above criteria. For relationships other than that of a spouse or other individual with whom an abuser resides, a warrant should be obtained if offense is a misdemeanor & P/O did not observe (i.e., girlfriend or boyfriend that does not reside with abuser).

BPD Police Involved  Handle same as any other domestic violence incident.  Especially dangerous due to at least one weapon being on the scene (the P/O’s).  Request crime lab.  Permanent rank supervisor at least one rank above involved P/O shall respond to scene.  Notify IID and member’s parent command.

52 General Orders  If the accused is a BPD Officer, suspend from duty immediately. Seize duty weapon, ammunition, badge, ID, MPTC Card, & body armor; encourage P/O to surrender other weapons. Submit to ECU.  If probable cause exist for domestic violence arrest, can recover observed weapons and any brought to your attention by resident(s) in home if given directions to it. This law does not grant law enforcement the authority to conduct a premise search.

BPD Out of Jurisdiction Sergeant  Notify IID immediately & member’s parent command.  If accused, suspend from duty, seize weapon, ammunition, badge, MPTC Card, ID & body armor; submit to ECU.  Assist foreign jurisdiction.  Verbatim per GO: Permanent rank supervisor must respond to the scene in the cases of all domestic situations involving BPD employees as suspects and victims and ensure the domestic incident is handled consistent with this directive (regardless of jurisdiction).

Officers of Other Jurisdictions Sergeant  Handle in accordance with above general guidelines.  Notify out of jurisdiction officer’s command; record name of person notified in administrative report.  If firearm is not evidence, the firearm may be given to out of jurisdiction supervisor if on scene. In all other cases, submit to ECU.

53 General Orders G-12 Emergency Response Capabilities

 Priority will be given to crime-in-progress calls: o With injury or threat of injury. o With immediate damage to property. o When suspect is in area. o When the crime just occurred.  Handle non-emergency calls while remaining in service when possible.  Handle calls for service expeditiously; return to service immediately upon completion of call.  Emergency service calls have priority over non-emergency calls for service.

Sergeant  Monitor calls for service & direct units to return to service.  Ensure an adequate number of units are available for emergency response.

Lieutenant  In emergency situations when short or district 10-12, draw units from other districts, tactical section, and / or district operations section.  Draw supplemental units from district operations, tactical section and district in respective patrol area.

G-13 Emergency Evaluations

 An EP may be done when a person has: o An apparent mental disorder and o Is a clear and imminent danger to himself or to others; subject need not voice suicidal intent (See K- 14).  P/O is to remain with E/P until custody is assumed by medical facility. Contact supervisor if physician requests your assistance due to violent E/P. 54 General Orders  Report is to include: o Totality of the circumstances. o Why you believe person has mental disorder. o Person’s dangerous behavior. o Any other pertinent information. o Any previous history.

Sergeant  Is to supervise the service of an EP.  Review need for hospital security.  Forward package to Administrative Lieutenant.  Assign any petition received to the appropriate officer.  An EP is good for 5 days, if not served return to court.  Individual 16 and older may apply for voluntary admission.  Guardian of minor under 16 years old may apply for minor.  The officer, when acting in the good faith belief that an emergency petition is required, is exempt from civil and criminal liability.  Ensure medication, if applicable, is transported to the hospital with the Emergency Petition subject.  Determine feasibility of P/O remaining at hospital to assist with violent E/P after physician request assistance. Physician must examine E/P promptly if granted. If the petitioned individual is violent ensure that the Police Officer stays.  When practical, run the Emergency Petition individual through MAFSS (MD Automated Firearms Service System) to see if they have registered firearms as MD 5-133(B)(6) restricts weapon ownership from those with disorders. Contact the Gun Trace Task Force to complete.

G-14 Missing Person

Definition: Any person missing under unusual circumstances and last seen in Baltimore, or anyone who is suicidal, or disappearance is related to disaster, or anyone with diminished mental capacity or other illness, or any missing person under age 18 under any circumstances is considered a Missing Person.

55 General Orders Persons are not considered missing persons if the:  Person is wanted on warrant.  Person left notes explaining reason for the absence.  Person left due to domestic disagreement and is not a threat to self.  Person has contacted family, friends, or acquaintances (unless he or she suffers from a mental or medical condition).  Person is being sought for business or social purposes.

Primary Officer  Is to conduct investigation, obtain photo, and include a statement in the report for the complainant to sign (I affirm that this information is true).  Investigation is to include examining the missing person’s room, asking about home life, & checking w/ friends. If there are signs of unusual physical condition, secure as a crime scene. Determine if M/P’s personal items are missing.  Attach photographs to report and maintain at district for 30 days. M/P unit will only maintain photos of a missing person 13 years of age or under. No picture should be arbitrarily forwarded to the Missing Persons Unit.

Sergeant / Lieutenant  Review all reports. If exigent circumstances exist, notify the Missing Persons Unit’s Supervisor.  Enter information into missing person log. Highlight juveniles under 14, vulnerable adults, and cases referred to the Missing Persons Unit.  Notify State Police if child is not located within 24 hours.  Ensure follow-ups are conducted in person until the missing person is found. Telephonic follow-ups are supplemental.  There is no time period related to missing person cases.  There is no five day rule.

56 General Orders G-21 Arson Investigations

 Baltimore City Fire Department Fire Investigations Bureau.  Investigation by Baltimore City Fire Department Fire. Investigations Bureau is conducted to determine origin and cause; this determines a willfully or maliciously set fire.  Without FIB member of BCFD conducting an investigation there can be no arson.  FIB will report: o Accidental. o Incendiary. o Not fully ascertained. o Under investigation.

BPD Arson and Explosives Unit  BPD Arson and Explosive Unit conduct criminal investigations.  Only FIB unit or BPD exempt rank can request an Arson and Explosives Unit Detective.  BPD Arson and Explosives Unit will automatically respond to multiple alarm fires, fatal fires, fires involving police or fire department vehicles, hate-bias incidents, bombing incidents (i.e. Molotov cocktail), and locations with high concentration of people (i.e. workplaces, apartments, etc.).

Reporting Points  Fire Related Categories. o Arson. o Alarm of Fire. o Suspicious Fire. o Attempted Arson. o Not Malicious Burning, which is a criminal charge, report is Arson.  Ensure accurate contact information for displaced residents.  If other crimes are involved the hierarchy rule does not apply with arson, always complete a separate arson report.

57 General Orders Sergeant  Respond to all fire scenes.

Other  Take into custody any person(s) whom you have probable cause to believe has committed, is committing, or is about to commit a felony violation of a city and/or state law related to fire offenses or when you have probable cause to believe a person is committing a misdemeanor violation of a city and/or state law relating to fire offenses in your presence.  Members are to be guided by General Order K-12, “Stop Procedures: Custodial Stops and Non-Custodial Contacts,” General Order K-6, “Statement of Charges: Warrantless Arrest Procedures,” and Sections 2-202 and 2-203 of the Criminal Procedure Article, Maryland Annotated Code, “Authority of Police Officer to Make Warrantless Arrest.”

NOTE: Pursuant to MD. CODE ANN., CRIM. PROC. ART., § 2-203 (a), a police officer may arrest a person without a warrant if he/she has probable cause to believe the person has committed or is attempting to commit a malicious burning in either the first degree or second degree AND the failure to immediately arrest the person may result in (1) the person not being apprehended (2) physical injury to another or property damage or (3) the tampering with, disposal of, or destruction of evidence. For the definitions of “malicious burning,” refer to MD. CODE ANN., CRIM. LAW ART., §§ 6-104 and 105.

H-1 Trespassing and Picketing of Department of Education Property

 General Order is in reference to crowd control.  Picketing is not allowed on school property.  Picketers will not be permitted to assemble in such a manner that the conduct of the assembly amounts to unlawful assembly.

58 General Orders H-3 District Drug Enforcement Units

 Law permits investigation to take place outside of an officer’s jurisdiction.

Patrol  Responsibility is to arrest user, runner and low level dealer.  Do not need Sergeant approval for a search and seizure warrant for CDS violation or vice activity.  Notify VCIS & supervisor when investigation falls under another’s assignment, other jurisdiction, outside your assignment or when working with another agency.  Review case to determine need for statewide law enforcement coordinating system & forward request.  Give the commander of the Maryland State Police the final report.

Lieutenant  Review, approve or disapprove, and forward requests for Statewide Law Enforcement Authority.

H-4 Free Speech

 Interrupt free speech only if there is a clear and present danger.  Determination made only by Major or above.

H-5: Emergency Housing Relocation

Housing Relocation – temporary housing for victims, witnesses and families unable to stay at residence because of community involvement or criminal case.

 The Crisis Intervention Section will serve as a liaison for relocation with: o Ombudsman’s Office – helps relocate for weather, building evacuations, etc.

59 General Orders o Witness Assistance Unit, Baltimore City Attorney’s Office – relocates victims and witnesses.  Do not broadcast witness intimidation calls over the air.  Address of relocation shall not appear in any reporting.  Notify Police Liaison Unit at CBIF when bringing in an individual arrested for witness intimidation.

Sergeant  Interview victim and determine need to contact the Crisis Intervention Section.  If assisting in transport to relocation, use only unmarked vehicles.  Provide special attention to the primary residence for minimum of 30 days after relocation.

H-7 MD Natural Resources Citation

 Notify communications if you observe a violation and have not been issued a book. Marine Unit should respond and write citation. Officer shall be available to testify in court. Assist Marine Unit with appropriate reports.

H-8 Enforcement by Citation

 May be issued to those over 18 (or juveniles only for a violation of the Education Article 26-103)  Citation may not be prepaid.  Must request adult to cease and desist the behavior. If they fail to heed the warning, a citation may be issued.  Need good ID, if none or you believe the person will disregard the citation, they may be arrested.  Citation may not be voided due to excuses given by violator or at the request of another member of agency.  When applicable and warranted as the result of error (i.e., wrong date, location or improper violation), write void requested across the citation; issue new citation; write a 95.  Sergeant is to review and deposit citations and reports.

60 General Orders H-10 Pathogens/ Human Bites

 Communicable disease is an infectious disease capable of being transmitted.  Percutaneous exposure is an exposure by needle stick or other sharp object into an open wound.  May also be the exchange of fluids between open areas (i.e., mouth & eyes).  Encourage wound to bleed by applying pressure; “milk” the wound.  Wash wound w/ hot water and soap; swab area w/ alcohol; never decontaminate w/ full strength bleach; decontamination solution is 1 part bleach (5.25% sodium hypochlorite bleach) w/ 9 parts water; decontaminate handcuffs in 70% alcohol solution.  Transport officer to the nearest medical facility.  Notify communications and chief medical physician or MRO.  Ensure all reports are completed including consent for the submission of blood.  Contact legal advisor if arrestee refuses.  Check vehicles for proper Communicable Disease Exposure Kits, amble disposal tubes for needle and other sharp objects.  After a person with a communicable disease has been in a cell or vehicle, it will be closed off until it is property cleaned.  BSI (body, substance, isolation).

H-11 Requests for Address Information from USPS

 All address information shall be acquired by means of an address information request form.  In case of emergency, notify communications.

Sergeant  Review and sign all Information request forms and forward.

61 General Orders H-12 Shoplifting Procedures

 Arrange transportation for suspect and Special Police Officer.  SPO is to complete report and charging documents.  Check ID, conduct warrant. If both are fine, give Information to security guard.  If no ID, arrest and process. If good ID but person is wanted, arrest for the warrant and add the theft charges.  If the officer personally recovers the property (evidence), then he or she must make the arrest.

H-13 Padlock Law (Article 19 Section 232-238)

 Purpose is to abate nuisance violations such as CDS, gambling, prostitution, or stolen property. Need two convictions in a 24th month period. 2nd arrest/ violation within same 24th month period are prima facie evidence of public nuisance violation.  Submit report to commanding officer. Padlock violation (1st line).  Exact location (2nd line).  Make sure padlock order is posted and there are no violations.  Arrest violators.  Closing of premises shall be for a period not to exceed one year.

H-15 Bias Incidents

 Determine if the incident is related to some sort of bias.  Advise complainant about Baltimore City Community Relations Commission.  Process scene.  In box 1, place the victim/ group. In box 15 place type of crime and in parenthesis list type of bias. Example "Aggravated Assault" (racial).  Identify person targeted on the first line of narrative.

62 General Orders H-16 False Burglary and Robbery Alarms

 False alarm includes negligently or accidentally activated signals, signal resulting from faulty, malfunctioning or improperly installed equipment, and purposely activated signal for non-emergency situation.  Public Nuisance Alarm means audible alarm system activated: o 10:00pm-6:00am and sounds for more than two hours; o 6am-10pm and sounds for more than 4 hours; o Legal Limit: P/O response to: . 3 false alarms w/in 30 days. . More than 8 false alarms w/in 12 months.

Sergeant  After continuous alarms, place notation in the hazard file of CAD.  Request a report be written by each responding officer.  Forward report to commander.  Contact ASA and follow advice. If told to get summons then do it.

H-17 BGE Residence Verification

 If assigned to patrol Division, go through Administrative Lieutenant who will contact Patrol Division; they will contact BGE. o BGE is to be contacted only in case of emergency. o Information is confidential.

63 General Orders H-18 Antique, Pawn, Secondhand, Junk and Consignment Shop Procedure

 Dealers o Pawnbroker- loans money on deposits on personal property, etc. o Secondhand Dealer- buying for resale, trade, or transfer used property, etc. o Antique Dealer- buying for resale, trade, or transfer personal property having special value due to age, etc. o Consignment Dealer- pays only for what is sold and may return what is unsold. o Junk/ Junk Yard Dealer- selling or trading in scrap materials (i.e., glass, rags, paper) and other recycling materials or metals. o Precious Metal Dealer- buy or trade precious metals.  STOP Order: Notice advising above dealers that an item is stolen and that item may not be redeemed or sold until investigation is completed. Probable cause that item is stolen is needed to issue STOP order. Stop order can be issued by officer. Property may be left in custody of dealer. o STOP Order may not be left on an item indefinitely. o Within 60 days of placing STOP Order, investigating P/O must ensure Pawn Shop Unit’s receipt of supplemental report indicating case status.

H-20 Citizen Contact Receipt

 Required for all F/I’s, vehicle stops, stop & frisks, involuntary detentions, arrests resulting from self-initiated contact, contact resulting from criminal citation.  Not required for contact resulting from calls for service, E/P, Exparte, protective orders, summons, or warrant, vehicle accidents, vehicle sobriety check points, medical emergency, and neighborhood canvass (unless contact results in any of the above self-activities list next to the first bullet).  Must be entered into database in 5 days. 64 General Orders I-1 Parking Citation

 Check citation for completeness & that it is recorded on activity sheet.  Turn in copies of unwritten tickets when P/O is transferred, promoted or leaves the department. Ensure copies are marked “Cancelled.”  Enter # of each citation written on Daily Activity Report. Submit at end of tour. Sergeant  Review all relevant administrative reports.

I-2 Procedures for Use of Towing Vehicles

 Push Bumper: Move vehicle shortest distance to nearest shoulder; owner must be present and consent. Don’t push uphill, downhill, curves, bridges, or in adverse weather.  Arresting officer may release vehicle to co-owner/owner if valid and sober. May also release vehicle to a licensed driver with consent of owner/ co-owner except for DWI cases.  Complete MI; state whom vehicle was released to and person signs in narrative, accepting responsibility.  In DWI incident, owner when arrested may not designate someone to take control of the DWI vehicle.  When the offense is only for a parking citation, the city must tow unless emergency.  For evidence processing: check for VIN violation & safety inspections; consider seeking S&S warrants.  If owner present, do not need to call hot desk, except for recovered stolen vehicle incidents.  Tow truck need to respond within 20min. or reasonable time to respond. If it does not arrive, notify dispatch every 20 min.  Tow truck w/ # medallion may tow two vehicles if tow vehicle is a roll back, vehicles are from same location, and both are going to City Yard.  Inventory all detachable property and remove from trunk except space tire; however record the tire’s presence. Itemize all property on vehicle report. 65 General Orders  In stolen auto cases, owner signs for vehicle in narrative of vehicle report.  Abandon vehicle is: o Vehicle left unattended on controlled access road for more than 24 hours, o Vehicle left unattended on private or public property for continuous period for more than 48 hours.

I-4 Safety Equipment Repair Order

 Cannot use SERO for vehicles displaying out of state, historic, dealer, recycler, transporter, finance, special mobile equipment or temporary license plates.  Do not use as a field interview.  Cannot certify repair or suggest site. (Not in G.O. but law now allows certification for minor repairs).  Review and submit orders and administrative report.  Advise driver to take vehicle to garage of choice within 10 days from issuance of order.  3rd, 4th, and 5th copies go to violator; original and 2nd copies are to be placed in locked repository.

I-5 Traffic Accident Investigation

 Upon arrival at the scene conduct the following: o Provide for the injured. o Take action to decrease the possibility of additional accidents. o Prevent theft of property. o Determine if the vehicle operator(s) possesses a valid driver’s license and vehicle registration. o Do not move the vehicles if the accident is to be investigated by another unit or the Accident Investigation Unit (AIU). If AIU is responding, remain at the scene to assist AIU until conditions permit a return to service.

66 General Orders  Complete a Traffic Accident (MAARS) Report when an accident occurs and: o A person is killed or injured. o A person is to be charged with driving while intoxicated (DWI). o A stolen vehicle is involved. o Damage occurs to a motor vehicle or property, under the following conditions: . The owner/operator of a damaged vehicle or property is not available or not able to respond to the scene of the accident within a reasonable time. . A federal, state, or local government vehicle or property is involved. . A publicly or privately owned school bus is involved. . An accident involving a Mass Transit Administration (MTA) vehicle should be handled by MTA. . A hit and run accident, regardless of how minor the damage or when the incident is reported. . When information is not sufficient to complete the Accident Information Exchange Form (Form 43). . Whenever any unattended property (poles, vehicles, etc.) is struck, or . An accident is reported later than the occurrence or in which the vehicle(s) has been moved from the vicinity of the accident scene and meets any of the above criteria.  If the accident involves a death or potentially fatal injury, request AIU respond to the scene. Assume responsibility of the driver and record his/her actions as he/she will be compelled to take a blood/alcohol test as outlined in §16- 205.1(c) of the Maryland Transportation Article.

67 General Orders  When a report is not necessary, tactfully inform the parties that the Department will not make a report of the accident and that it is their responsibility under law to exchange accident- related information.  When using an oral code for a traffic accident call, record the names and telephone numbers of all parties involved on your Daily Activity Sheet, in the Signal 30 Information Section.  Sig 34 = Departmental Accident no injury.  Sig 35 = Departmental Accident injury.  Sig 36 = Departmental Accident fatal.

Note: Sections 20-104 & 20-105.1 of TA require that all drivers involved in traffic accidents provide parties involved with: name, address, registration, driver’s license, insurance policy, and name & address of local insurance agent.

I-6 MD Uniform Complaint & Citation

 In death or serious injury cases, issue only a must appear ticket. If out of state driver, an arrest should be made; take to District Court Commissioner. Do not issue payable citations.  MD TA takes precedence over Baltimore Ordinance Art. 31.

Sergeant  Examine receipt, ticket and administrative reports and place in box.

68 General Orders I-8 Departmental Accidents Legal Intervention

 Deliberate action to strike or act as a roadblock against another vehicle or individual attempting to elude with the intent to stop that person/ vehicle.  Need exigent circumstances and no alternative (i.e., death or serious injury is imminent). Only departmental vehicle can be used for legal intervention.  High speed vehicle pursuits by members of BPD are strictly prohibited unless there are exigent circumstances. Exigent circumstances exist when vehicle is operated in manner that poses an imminent threat of death or serious injury to members or others and insufficient time exists to resort to other alternatives. Violation of misdemeanor crime, nonviolent crime or traffic related offense is not grounds for a vehicle pursuit.  AIU should investigate and immediate supervisor should respond. If AIU or Sergeant is not available, the Sergeant should appoint someone not personally involved to process the accident.  Accident and administrative report should be forwarded to fleet safety.  Accidents classified as Traffic Related Incident, Not Departmental include: deliberate exposure, vehicle struck while legally parked, vehicle struck by flying debris from a vehicle in an accident, and vehicle striking an animal w/ monetary value where owner cannot be found.

Supervisor  Ensure members comply with all directives involving departmental accidents and attend all court dates, hearing, et cetera, and document same on a 95 to the Commanding Officer.

69 General Orders I-9 Fleet Safety

 Seat belts are to be worn at all times.  Departmental vehicle in code 1 mode may not be driven at speed greater than 10 mph of posted speed limit.  “Safe Driver” Commendation is awarded for no preventable accidents in 5 consecutive years.

Sergeant  Supervisor will be held strictly responsible for emergency response conduct of subordinates.  Ensure weekly vehicle inspections.  Accident report(s) required at the Fleet Safety Unit within 72 hours of incident.

70 General Orders J-1 Informants Definitions

Sources of information: used to provide information to the department and who do not receive a fee; whose identities are not necessarily protected. Informant: a person who provides information for a fee; identity is protected. Defendant informant: a person who provides information in exchange for some consideration with pending charges.  Must give discretion to informant. Informants are to follow law.  Do not attempt to conceal a crime committed by an informant.  Any violation shall be reported to the CO. Instruct informant to help suppress discovered possible violent crime.  Do not promise defendant informants anything without ASA.  Complete and sign informant’s history sheet kept by the CO.  Complete instruction sheet.  Only use informant numbers in reports (i.e., confidential control number).  If someone else takes control of an informant, complete a new history sheet.  A report shall be written after each contact. Forward to CO.  If assigned to new assignment, informant info stays at district; complete new history and instruction sheet at new assignment for same informant(s).

71 General Orders J-2 Police Line-up

 Prior to being formally charged w/ a criminal offense, the presence of counsel at lineups is not required by law; however, P/O may not deny access to counsel. Preserve right to counsel. Counsel required when person has been formally charged. When a person is charged, compelling them to participate in a lineup does not violate their right against self-incrimination, provided their constitutional right to counsel is preserved.  Obtain advice from ASA.  Notify CID, ASA, districts, public defender, lab, and witness.  If defendant's attorney does not show up, notify public defender's office, ASA, & be guided by what ASA says.  Counsel not required when suspect is apprehended contemporaneously (at present) and proximal to the scene of a crime and is returned to the scene for a prompt on-scene viewing by witnesses prior to being formally charged w/ a criminal offense.  Accused may take any position in line-up and change position at any time.  Provide about five persons for lineup: same race, sex, approx. height, weight, age, and similar clothing.  If one person in line up makes a statement, all persons in lineup must do the same.  Rights of the accused can be waived; must be made knowingly, freely & intelligently by accused.  Schedule lineup w/ at least one week’s notice.  Line-up room is located at CD, Second Floor.

72 General Orders J-3 Criminal Intelligence

Intelligence: Info about activities or background of any person that is collected, reported, analyzed, and maintained for the purpose of gaining a strategic advantage on the subject of the information. Person: Any natural person, corporation, partnership, firm, association, or government agency. Relevant and Necessary Information: Info that is relevant and necessary to accomplish a departmental purpose authorized or required to be accomplished by statute, executive order of governor or the Mayor of Baltimore, judicial rule or other legislative mandate.

 Maintain only necessary information for a legitimate investigation. o Do not encourage anyone to obtain information illegally. o Do not engage in sex for information. o Do not go undercover without permission. o Do not photograph groups unless to carry out legitimate function.  Criminal Intelligence Section shall have primary responsibility over cases involving organized crime, gangs, violence, terrorism, and threats to persons of public life, racially or religiously motivated crime, unlawful disruption of public order, corruptive influences under bribery, extortion or public misconduct laws, matters that could adversely affect the integrity or efficient management of the department.

J-4 Obtaining Non-Published Numbers

 With supervisor approval obtain S&S warrant, subpoena or consent.  Once above is obtained notify your supervisor. Forward copy to CO.  Present warrant, summons, etc. to phone company.  Information is to remain confidential.  Search seizure warrant must be signed by a circuit court judge.

73 General Orders J-5 Stop and Frisk

 A handgun is any pistol, revolver or other firearm capable of being concealed on a person (i.e., shotgun w/ one or more barrels less than 18 in., rifle w/ one or more barrels less than 16 in., or any weapon less than 26 in. constructed from shotgun or rifles).  Antique & shoulder weapons are not handguns.  No weapon permit needed for police, military, jail guard to and from work, range repair, gun shop/ collector, or sporting event. Need proof of participation in event.  Lawful transportation of handgun on person or in a vehicle include: to or from place of legal purchase, between residences, to & from repair shop, between residence & business of owner.  Weapon must be unloaded and carried in an enclosed case or in a restrictive holster that prohibits immediate availability to a handgun, while traveling to or returning from the place of an event or activity referred to above.  It is lawful for individuals to possess a handgun on premises owned or leased by them on premises where they reside, or on the premises of a business establishment owned or leased by them.  It is lawful for supervisory employees to have a handgun on the premises of the business establishment where they are employed while in the performance of their supervisory duties, provided that such supervisory employees are authorized to wear, carry, or transport a handgun by the owner or manager of the establishment.  A person may carry or transport any signal pistol or other visual distress signal approved by the United State Coast Guard in any vessel used upon the waterways of this State, if unloaded and carried in an enclosed case, in any vehicle.  Include in the report: Name, address, soundex number, social security number, Sex / Race / DOB, height / weight, permit number, date / time of search, and where report was written.  Circumstances relating to search, any weapons found and NCIC check. 74 General Orders  Review and sign reports by end of tour.  Important case: Terry vs. Ohio.  A mere hunch or intuition is not sufficient to conduct a stop. A person should not be stopped because that person is found near the scene of a crime or has a prior criminal record.

J-7 Search and Seizure Warrants

 Must execute within 15 days of issuance or return within that period (15 days).  If executed must return within 10 days of execution.  Need five copies: leave unsigned copy at residence w/ person in charge, owner, or in conspicuous place.  Provide guidance to officer. Officer does not need permission to obtain warrant for CDS or vice (i.e., prostitution) cases.  Plan raid making the necessary notifications, make sure address is correct.  Pre-raid drive by, uniformed officers, photos, and showing of signed warrant copy are all required.  Ensure inventory properly completed, submit administrative report to commander.  Photograph area/ room before & after execution.  Ensure date and location is correct.  Ensure judge’s signature is on warrant.  Warrant first copy to judge/ 2nd copy to defendant or owner/ 3rd to case folder/ 4th to ASA/ 5th affiant.  Officers must identify themselves. Knock first! No knock warrants are optional contingent the following exigent circumstances: officer safety, possibility of harm to occupants, escape of suspects, or destruction of evidence by suspect. Immediate entry after knocking can be made for the same reasons if sounds, conversations, or other activity coming from within premises leads P/O to conclude the aforementioned.  Deconfliction Process: Must notify HIDTA prior to execution of all S&S warrants & obtain search warrant number from criminal intell.

75 General Orders Sergeant / Lieutenant  Provide guidance to P/O seeking warrant.  Ensure pre-raid surveillance is conducted at least one square block around target site.  Consider QRT if suspect/ accomplices are armed w/ semi-auto weapons or threat level exceeds level of departmentally issued body armor; warrant was issued for dangerous felony w/ firearm; suspect has demonstrated a propensity for violence; or for general safety. QRT needs two hours advanced notice.  Ensure warrant is signed by judge before raid and address match actual location; unsigned copies left w/ owner; before and after photographs are taken; dwelling is secured when finished. Submit seized property to ECU. Submit admin report.

Execution  Conduct a pre-raid briefing outlining the responsibilities of all personnel.  Issue OP Order (Mission, Situation, Execution, Equipment, & Communication); Team (Positions: Ram, Bunker, Cover, Hands, Team leader, Security), Support Personnel (Equipment, Patrol Units for perimeter coverage, Ambulance, ESU).

J-8 Investigative Operations

 Investigation begins upon first officer’s arrival at scene.  Notify supervisor if complicated investigation to respond.  Make notification requests (i.e., Lab, CIB).  When issuing 309, advise victim that they will not be contacted unless they request it, if the incident does not require a mandatory follow-up.

76 General Orders Sergeant  May require follow-up of any incident.  Respond to significant events in sector.  Make sure incident is investigated professionally.  Provide guidance and direction.  Review all reports.  Assign follow-ups according to area & skill of officer.  Review completed follow-up reports.  If follow up is not completed by the end of your tour, determine if follow-up can wait or should it be assigned to next shift.  Calls for service take precedence over follow-up investigations.

J-9 Criminal Suspect Photos

 When possible do not use photographs over 3 years old.  Make sure fill-in photographs have same features.  1 victim views array, new array for each witness. If ID, victims signs/ submit array to ECU.  If negative result, line-up does not need to be turned in; P/O should retain in case folder.  Use line-up as probable cause but need additional evidence prior to court.  Officer may contact supervisor (Sergeant) in reference to questionable ID. Sergeant may then speak to ASA for guidance.  6 pictures are needed for photographic line up.

77 General Orders J-10 Stolen and Recovered Report

 Take report; notify communications- hot desk. Process vehicle for finger prints.  Process vehicle and attempt to notify hot desk.  Allow owner reasonable amount of time to respond. Have sign name in narrative.  Have auto theft unit interview arrestee if willing to help clear other cases.  RATT = Regional Auto Theft Task Force.

J-11 Electronic Surveillance

Electronic Surveillance: The aural or other interception of the contents of a wire, electronic, or oral communication through the use of any electronic, mechanical or other device.  Electronic Surveillance will require, in certain circumstances, a court order; consultation with a prosecutor is required in every case.

Electronic Surveillance Means Search Grand Court Prior Warrant Jury Order Notice Subpoena Needed Electronic communication in X storage 180 days or less Electronic Communication in X X X storage for more than 180 days Transactional records (.i.e.) X subscriber info) Cellphone communication X interception Cordless phone = interception of handset to base radio X communication Non-consensual CCTV broadcast X (i.e. teleconference) Video camera surveillance with sound or in area with reasonable X expectation of privacy

 No order is required to intercept a transmission made to a tone only pager.

78 General Orders  Nothing is needed to use a video camera to monitor an area open to public view.  No warrant necessary: One Party Consent, Hostage & Barricade, Officer’s Safety (may not be recorded or used against defendant), All Party Consent, Certain Communications Readily Accessible to the Public, and Emergency Communications Center/ Dispatch. ESU carries electronic surveillance equipment for emergency use.  No warrants needed for tracking devices, sometimes for placement.  Should an element of law or judicial order be more restrictive, that law or judicial order shall prevail.  All requests for electronic surveillance assistance shall be in writing (95) approved by the Commanding Officer of CID; the Intelligence Section will maintain and deploy equipment upon Chief of CID approval.  30 days: a wiretap is good for this length of time.  Illegal interception is a criminal offense punishable by up to 5 years imprisonment and $10,000 along with civil liability of actual damages, attorney fees, and punitive damages.

Court Order  Attorney General, State Prosecutor, State’s Attorney may apply to Judge, Judge must be able to determine that interception may provide or has provided evidence of Murder, Kidnapping, Rape, Sex Offense 1st or 2nd degree, Child porn, Gambling, Robbery, Felony Arson, Bribery, Extortion, CDS, Insurance Fraud, Destructive Devices, Sexual Solicitation of a Minor, Obstruction of Justice, Sex Abuse of Minor, conspiracy of any, AND  Probable cause to believe that information about the offense will be in the interception, AND  Normal investigative procedures have been tried and failed, are unlikely to succeed, or are too dangerous, AND  Probable cause that the interception source is or will be used by the target / subject is listed to, in the name of, or commonly used by the target / subject.

79 General Orders Pen Register and Trap and Trace Devices  Law enforcement officer may make written application to a state court of competent jurisdiction for an order and an extension of an order authorizing or approving the installation and use of a pen register or a trap and trace device. The order may be granted if the judge finds that the information likely to be obtained by the installation and use of the device is relevant to an ongoing criminal investigation.

J-12 Criminal / Informant Debriefing Form

 Complete when: o An individual is arrested and charged w/ offense. o Individual in custody is released w/o being charged. o All informant contacts.  Note refusal in Sections 2 and 3. Do not coerce or intimidate.  Make appropriate and immediate notifications for officer safety and to solve or prevent criminal act.

J-13 Strip and Body Cavity Search

 Strip search occurs when a person is disrobed & subjected to a visual inspection.  Cavity searches occur when there is a touching and an inspection of person being searched.  Probing into the anal & vaginal orifices by doctor and professional person, need S&S warrant.  Strip searches by policy are not conducted incident to an arrest, except where cursory search, pat down, or inspection provides reasonable belief that a portion of clothing must be removed to immediately retrieve a weapon, contraband or “fruits of a crime” and the mere rearranging of clothing does not permit retrieval.  Strip Search: o Obtain permission from Sergeant. o Be discreet; use same sex (forbidden to search on street).

80 General Orders o In report, note: name of suspect, supervisor, officers who searched, date/ time place of search, list items recovered, & if search was approved/disapprove. o If person has not been arrested, obtain S & S Warrant or permission of individual (Permission for Search, Form 29).  Body Cavity Search: o Need S&S warrant unless exigent circumstances. o Conduct search in medical facility. o Same sex officer in room. o In report, note: name of medical person, witnessing member, S&S warrant or exigent circumstances, date/ time/ location of search and items seized. o Mouth, nose, and ears are not a part of body cavity search.

J-14 Video Surveillance Procedures

CCTV = Closed Circuit Television. PODSS = Portable Overt Digital Surveillance System.  Respond to CitiWatch call at discretion of shift commander.  “Arrest via CCTV” on report.  Video Retrieval Request, form 371.

J-16 Video Recording of Police Activity

 No member of the Baltimore Police Department may prevent or prohibit any person’s ability to observe, photograph, and/or make a video recording (with or without a simultaneous audio recording) of police activity that occurs in the public domain, so long as the person’s location, actions, and/or behaviors do not create a legitimate, articulable threat to Officer safety, or an unlawful hindrance to successful resolution of the police activity.  Any bystander has an absolute right to photograph and/or video record the enforcement actions of any Police Officer so long as the bystander’s actions do not:

81 General Orders o Place the safety of the bystander, or of any Police Officer(s), witness(es), victim(s), or suspect(s), in jeopardy; o Hinder the execution or performance of an Officer’s official duties; o Interfere with or violate any section of any law, ordinance, code, or criminal or traffic article; o Involve an intrusion into any crime scene, private property, or other location under lawful police control and/or not normally accessible to the general public; o Threaten, by words or actions, other persons; or o Attempt to incite an immediate breach of the peace or incite others to commit a violation of the law.  Unless the bystander voluntarily consents to: surrendering his/her camera or video recording device; an examination of its contents; and a seizure by a Police Officer of any images or videos contained within it, members MUST adhere to the requirements of this Order AND to the requirements of General Order J-7, “Search and Seizure Warrants.”.

Sergeant  Respond to events being recorded, when possible, and ensure compliance.

Basically, we will be recorded, do not worry about it, focus on the reason you are taking police action to begin with. If recording contains necessary evidence, exercise care and concern, and ensure proper legal procedures.

K-3 Dept. Telephone Persons in Custody

 Prisoners are entitled to 2 calls. No toll calls.  Record name, number, and relationship of person called.  Only allowed 5 minutes per call.

82 General Orders K-4 Arrest Warrants

 Consult supervisor for guidance, except for an arrest & warrant for vice activity.  Log warrant at district where offense occurred if warrant must be served immediately; if immediate service is not required, forward warrant to Central Records.  Serve as soon as possible with no less than two persons (officers).  Make sure sufficient personnel are present to serve warrants.  Felony warrants- no time restrictions (24 hours).  Misdemeanor warrants- no time restrictions (24 hours).  Traffic warrants- 0600-2000 or upon approval of supervisor between 2000-0600 hours.

Steagald v. U.S.  Without exigent circumstances or consent, a search warrant shall be obtained prior to entering the home of a third party to execute an arrest warrant.  Doors may be broken open by an officer for the purpose of arresting for any offense upon a warrant when entrance is denied him. Demand of entrance must first be made. Residence must be that of wanted subject.  State’s Attorney’s Office authorizes extradition.

Execution  P/O must confirm warrant; warrant need not be in possession of P/O when making arrest but P/O shall advise the defendant of warrant and type of offense.  Law Enforcement Agencies within Maryland detaining a person on a warrant issued in Baltimore City shall be referred to the Fugitive Unit, Special Investigation Section, CIB after confirmation of warrant via hot desk. Fugitive Unit shall endorse warrant and transport to the appropriate booking facility.

83 General Orders Transport  If necessary transport can be arranged to appropriate booking facility.  Parole violators arrested on MD Parole Commission retake warrant with no other warrants or charges, are to be transported directly to CBIF.

Supervisor  Ensure members make application for warrants to bring cases to conclusion.  Ensure warrants are based on probable case.  Refer all matters pertaining to Federal Flight Warrants and Extradition to MD cases to Fugitive Task Force and States Attorney’s Office.

K-5 Miranda Warnings

 All persons arrested shall be advised of their constitutional rights prior to questioning.  You have a right to remain silent. If you choose not to remain silent, anything you say or write can and will be used as evidence against you in court. You have a right to consult a lawyer before any questioning and you have a right to have a lawyer with you during any questioning. You not only have the right to consult with a lawyer before questioning, but if you lack the financial ability to retain a lawyer, a lawyer will be appointed to represent you before any questioning and you may have the appointed lawyer present with you during any questioning.

K-6 Warrantless Arrest

 Misdemeanor committed in presence.  Domestic Violence.  Believe person committed a felony or you observed felony committed.  Refer to this GO for definitions and examples of PC.

84 General Orders K-7 Felony Review

 When you charge someone with a felony, include lesser charges.  Meet with ASA when requested. Try to schedule on day work.  Write supplement report, detailing the meeting.  Contact Felony Screening Unit prosecutor (or District Court prosecutor) within 72 hours.

K-8 DWI Procedures

 Remember 2 hour rule. Person may consult w/ attorney, who may give informal breathalyzer but it should not interfere w/2 hour rule.  .8 BAC confiscate MD license and issue temporary.  Blood test if defendant is unconscious at a medical facility or breathalyzer equipment not available.  Administer chemical tests within 2 hours of arrest.  Refusal to submit to chemical testing does not preclude field testing for physical dexterity.

K-10 Ex-Parte

 Former/ current spouse, co-habitant, related by blood or marriage, child in common, vulnerable adult.  Attempt to serve immediately with sufficient personnel.  Attempt to serve 3 times between 0800-2200. Served/ un- served complete return of service to Administrative Section.  Return Ex-Parte within 72 hours when un-served.  Leaser or owner can deny access to resident whose name is not on the lease. Attempts to enter premises could be considered trespassing.  Assist victim w/ court order to recover property.

85 General Orders Ex-Parte & Protective Order:  Serve between 0800-2200 unless it is determined otherwise.  Attempt(s) to serve Protective Orders should be made from the day it was issued up to the hearing date or within 5 days.  Return in 5 days from issuing date when un-served.  Ex-Parte is valid for 7 days but may be extended for not more than 30 days.  Serve to respondent; signature of respondent not necessary.  If respondent is found in violation of an arrestable offense of ex parte, arrest.  P/O: Only an order after a hearing which the officer had notice of and an opportunity to participate in, as set forth in the protective order proceedings is sufficient to enact the federal gun violation.  Serve to respondent; signature of respondent is not necessary.  If respondent is found in violation of an arrestable offense of Ex-Parte, arrest with or without warrant.  Served or un-served, complete return of service to Administrative Lieutenant within 72 hours or 3 days.  Valid for 7 days but may be extended for not more than 30 day  Police cannot obtain Ex-Parte or protective orders on behalf of minors and vulnerable adults.  Protective orders should be served within 5 days and returned in 5 days when not served.  Protective Orders are valid for a period of time not to exceed 12 months; may be renewed for 6 months.  When Baltimore P/O is served w/ Ex-Parte or protective order, suspend police powers pending an investigation or administrative hearing. P/O should be asked to surrender all weapons.  Ex-Parte: when Balto. P/O is served with Ex-Parte or protective order; suspend police powers pending an investigation or hearing. P/O should be asked to surrender all weapons along with ammunition, badge, Departmental ID, body armor, and MPTC card.

86 General Orders Supervisor  Ensure at least 3 attempts are made to serve Ex-parte Orders and/or Protective Orders.  Respondent named in an Ex-parte Temporary Protective Order is entitled to a due process hearing before the ban on the purchase or possession of a firearm is imposed.  If respondent refuse to voluntarily surrender firearms, take no further enforcement action. Notify petitioner and consult with CID/ DIS Domestic Violence Unit and ASA.

K-12 Involuntary Detention

 Hold person and explain why he is being held/ hold as briefly as possible.  If person is released, notify supervisor of detention, release & no evidence of wrong doing.  Incident is the incident investigated. On the first line of the narrative write: o “Involuntary Detention”. Report name, description, crime investigated, date/time of stop, witnesses, extent of force, supervisor consulted, date/ time of release. Sergeant  Review circumstances of incident.  Ensure proper criteria for release.  Review reports. In narrative write that you have reviewed report. o Submit report by the end of the tour. o Do not force cooperation.  If person is frisked, the stop & frisk report will take the place of the involuntary detention report.  Give / offer transportation to location of detention.  A detention is involuntary when it is performed under duress, force or coercion.  Report the location of the release.  The practice of using an individual’s race or ethnicity as the sole justification to initiate a traffic stop is prohibited.

87 General Orders K-13 Arrest of Foreign Nationals

 Someone claims immunity, notify supervisor.  Request credentials and Official State Dept. I.D.  Hold if no satisfactory credentials but do not handcuff.  Write Diplomatic Immunity 1st. line of narrative.  Follow-up, request an exceptional clearance.

Traffic  Write the national a ticket, no signature is required.

DWI  Offer sobriety tests/ do not compel compliance.  If person has immunity, do not allow them to drive, transport them w/out cuffs to Station or other location.

 Write an M.I.; forward report to the State Department.  Do not inventory or search unless a recovered stolen auto. Do not tow except for a distance that will free traffic.  May arrest but contact embassy if they request. Note notification in report.

Sergeant  If immunity is asserted, review the circumstances; ensure proper criteria for release.  Review reports and in narrative make note that you have reviewed.  Forward report to Central Records; include the following in report: o Detained person’s info, crime under investigation, date/time of offense and stop, witnesses, reason for stopping, any force, verification of diplomatic immunity, details of immunity card, date/time released, any assistance provided.

88 General Orders K-14 Persons in Police Custody

 When a person dies as a result of police action, officer goes on administrative leave. If it occurs in cell block, leave is determined on a case by case basis.  Take person to nearest medical facility.  Make preliminary investigation; take & include photos.  Make proper notification.  Review reports; look for psych. problems; if found, write 85 in upper margin.  Emergency flashers and dome lights are activated while transporting prisoner.  No visitation unless condition is life threatening.  If person is at hospital w/ life threatening injury, allow l visitor at a time w/ supervisor’s approval. Get ID from visitors and note times.  E/P: Prisoner need not voice suicidal intent; combination of factors may warrant. o Do not enter psychiatric area armed except under supervisory approval.

Sergeant  Should increase security when visitors are allowed.  Get doctor’s name who stated that injury was life threatening.  Handwrite charging documents (or warrant for misdemeanor) if person will remain in hospital for extended period.  Admitted prisoners will be served food that can be eaten without utensils (sandwiches, soup in mug, hot dogs).  Secure prisoners to bed with handcuffs and leg irons. During examination, ensure one leg iron or handcuff remain in place if medical personnel ask you to remove them.  PAR: Prisoner Activity Report  Male officers will not search female prisoners unless exigent circumstances exist.  Inspect wagon or transport vehicle before and after prisoner is placed in it.

89 General Orders  Ensure prescribed medication accompanies the prisoner in sufficient quantity to cover the anticipated time while prisoner is in this department’s custody, if situation applies. o Medication must: . Be capable of being administered orally. . Not require refrigeration; and . Be prescribed by a medical professional authorized and licensed to prescribe medication.  Bedside -For badly hurt or injured prisoners admitted to hospital for extended period:  Commit: o Have arrestee fingerprinted by the Crime lab or district personnel; hand deliver prints to Central Records. o Handwrite probable cause and charging documents. o Write warrant for misdemeanor; advise hospital to notify police of arrestee’s release. Lieutenant  Contact IID if prisoner is hurt or injured as result of police action. o 800 beds for pretrial status at Central booking.

K-15 Use of Force / Discharge of Firearms

 Report is needed for pepper spray, hands, feet, K-9, any strike with an object discharge of a firearm, uses of force resulting in obvious injury or complaints of injury, incidents where subject is charged w/ resisting arrests. Sergeant  Respond to scene; Conduct a preliminary investigation, notify lab for photos if necessary.  Advise party how to make a complaint.  Failure to file a complaint within 90 days or the failure to swear to a complaint does not mean an investigation will not occur.  Submit written report before completion of shift.

90 General Orders K-16 Bail Bondsman / Bounty Hunters

 Call for supervisor; have him or her respond to scene.  Verify credentials: Bail Bondsman carry license; Bounty Hunter Carry Letter of Authorization.  Standby outside of premise; do not assist w/ arrest or forced entry unless extenuating circumstances dictate. Assist w/ transportation (10-14).

Sergeant  Respond to scene.  Ensure all encounters with bail bondsmen and bounty hunters requiring assistance where action was taken are documented on MI.  Court Cases: Shifflett vs. Maryland and Frasher vs. Maryland.

L-1 Child Abuse Investigation

 Attempt to locate child. District where child is located conducts preliminary investigation. District of occurrence will conduct additional investigation, & follow-up visits as necessary in attempt to see the child within 24 hours.  In physical child abuse cases, interview child and witness.  Take child to hospital if you believe abuse has occurred. Take to Johns Hopkins.  Do not attempt to conduct complete examination of child abuse victims; medical professionals should be sought.  If child cannot be located in 24 hours, contact DSS.  For child sexual abuse incident, transport or allow family member to transport to facility. If parents want to go somewhere else explain the need for an exam and provide cc#. Transport to University Hospital Pediatrics Emergency Room.  Call DSS; notify CIB if life threatening; notify crime lab. Assure crime lab take color photographs of all injuries. No photos taken of genitalia unless injuries are unusual and has evidentiary value (ex., unusual burn marks, bruising patterns, etc.). Permission from supervisor of Child Abuse Unit is required; note same in report. 91 General Orders  Officer may force entry if DSS has been refused once and has probable cause to believe the child is in immediate danger. Supervisor must respond to scene.  Do not arrest solely for neglect.  Person Report if abuse is unfounded.  Miscellaneous Incident Report for “possible or suspected” physical child abuse.  These reports are mandated by state law.  Forward reports to DSS.  Notify Child Abuse Unit for physical child abuse cases involving a school teacher.  Notify Homicide if child sustained life threatening injury.  Notify Child Abuse Unit for: complicated cases, victim is student/ resident at day care center, victim (of sexual abuse, rape or sexual assault) is 12 years or younger, or child is non- verbal and has sustained injury.  Article 27, Crimes & Punishment: use for charging violator.  Article-Family Law: use for defining reporting requirements.  If arrest is made for sexual abuse involving victim 12 years and younger, contact Child Abuse Unit.

Sergeant  Must be present for forced entries unless emergency exists.  Ensure reports are written and reviewed.  Respond to scene if forced entry is required.  Ensure officers are sensitive.  Ensure P/O makes continual attempts to see the child.  Ensure P/O contacts DSS.

Lieutenant  Establish coordination between shifts to ensure child is seen within 24 hours.

Commanding Officer  Upon receipt of a complaint of physical child abuse, ensure a complete written report of the findings is sent to DSS within 10 days; to State’s Attorney’s Office within 30 days.

92 General Orders L-2 Juvenile Procedures

Note: a child must be at least 13 years old to watch other children under 8 years or less than 13.

 When arrested, transport to Juvenile Detention.  Complete all reports (i.e., offense/ incident report, juvenile custody).  Fingerprint and photograph all juveniles who commit an act that would be a crime if committed by an adult.  Do not fingerprint and photograph CINA (Child in need of assistance) or CIS (Child in need of supervision) cases.  May fingerprint a person (juvenile) if identity is questioned with the permission of the Shift Commander.  May hold person (juvenile) for up to 4 hours.  Night Curfew: o 17 years old and less. o (Midnight) 0001-0600 Fri & Sat. o 2300-0600 Weekdays (Sun-Thurs).  Daylight Curfew: o 6-16 years of age. o 0900-1430 School Days.  If curfew violation, write abbreviated custody form. Obtain curfew control number. (Separate number needed for each juvenile or one number can be sub-divided by adding letters after the number). Transport minor to home or to juvenile detention when parent is not available. Issue a parent a citation.

93 General Orders  Automatic Adult Jurisdiction: o 14 & older- 1st degree murder, rape, and 1st degree sex offense & dynamiting public property. o 16 & older- 1st assault, attempted murder, attempted rape, abduction, 2nd degree murder, kidnapping, 2nd degree rape, armed & unarmed carjacking, 2nd and 3rd degree sex offense, use of firearm in robbery, use of shot gun, use of a firearm in violation of Art 27, Sec 291A, sale/ transfer of stolen pistol, non-jailable traffic and boating offenses, use of machine gun, and the above offenses under item #1.  When the decision to take the juvenile into custody is made, the arresting officer is to complete form 11/165, Charge Information Form, at the location of arrest and provide the form to the transporting officer. The transporting officer shall transport the juvenile in a prisoner transport wagon/vehicle directly to Juvenile Booking (BCJJC), unless medical treatment is required. Do not transport adult and juvenile prisoners in the same vehicle. The operator of the transport vehicle need not complete a Juvenile Custody Report; however, the member responsible for taking the juvenile into custody shall complete all reporting, via, the District's Juvenile Remote Charging System. Arresting officers shall not process juvenile arrest at Juvenile Booking (BCJJC), unless exigent circumstances exist (District's Juvenile Remote Charging System is not functioning).  Ensure that juveniles in secure custody are not transported to any police District/Section/Unit. Instead, juveniles in secure custody shall be transported directly to Juvenile Booking (BCJJC).

94 General Orders Sergeant  Review the Remote Charging System's workflow and, upon approval, authorize with electronic signature and sequence number the Juvenile Custody Report and any related reporting. Ensure all reporting are forwarded, via, the workflow process.  Ensure juveniles in secure custody are transported directly to Juvenile Booking (BCJJC), unless medical treatment is required.  In an administrative report, indicate why a child was not fingerprinted and photographed when required.  Review and sign all curfew violation reports submitted.

Note: An interview room has been established at Juvenile Booking (BCJJC) to interview/debrief any juvenile in secure custody. Juveniles not in secure custody (witnesses/victims) may be transported to any Police-Owned Facility and handled per established departmental policy.

M-2 Criminal Records Expungement

 Person may request expungement after 3 years of arrest when no charges are filed.  Make application to Central Records.  For person arrested and charged in which there is no finding of guilt in court, person may make application to the court after 3 years.  Investigation files, work-product files, & records pertaining to traffic violations may not be expunged.

M-4 Criminal History Records

 Do not disseminate information.  Do not disclose child abuse information to public or media.

95 General Orders M-5 Use of Departmental Personal Computer System

 LAN: Local Area Network.  WAN: Wide Area Network.  Work product: Any departmental document, program or spreadsheet produced or edited on departmental PC.  Do not give or share passwords.  Do not install other software.  There is no reasonable expectation of privacy when using PC. Police Commissioner or designee can access.

M-6 BPDnet & Internet Usage Policy

 Monitored by MIS, no privacy.  For authorized purposes only.  Use only Explorer or Firefox web browsers.

M-7 Personal Communication Devices

 There is no privacy expectation when using departmental cellphones.  Do not allow communication devices to distract from lawful duties.  Do not conduct personal business transactions during shift.

96 General Orders N-1 Control of Property

 Do not submit personal property of arrestee.  When submitting weapons, unload.  Departmental funds for investigation, photocopy and timestamp before operation, upon recovery do the same, notate in confidential funds ledger, supervisor sign photocopies.  Property may be checked out of ECU for Grand Jury, court, pre-trial, continued investigation, and laboratory exam.  Forfeiture Money seized by P/O in connection w/ arrest is subject to forfeit as contraband; Page N1-10 conviction is also required for forfeit except in not guilty, dismissal, stet, a nolle prosequi or probation before judgment cases where there is no claim made within one year.  Forfeitable property includes money and property used or intended for use in connection w/ CDS violation or has been found in close proximity to CDS. Probable Cause must exist to believe that the money or property has been used or was intended for use in violation of CDS statutes.  Federal Adoptive Seizure for $2,000 +.  Valuable coin and currency separate from normal currency.  Treat foreign money as property.  Go directly to ECU for submission. Vehicles  Do not seize for CDS when: o Owned, rented, or leased as public conveyance (i.e. sedan service / taxi cab). o Owner has no knowledge. o Vehicle owned by family member & no attempted sale of CDS & insufficient quantity to indicate sale & owner did not know.  MD forfeiture statue – Article 27 Section 297 (d) of the annotated code.

97 General Orders  On MI report write “Forward Copy to CID Forfeiture Squad”, give yellow copy of the vehicle report to the Auto Theft Task Force detective assigned to City Yard when towed to City Yard or to the Motor Pool Supervisor when towed to HQ.  Follow Article 27, Sections 264 (gambling) and 297 (CDS).

Sergeant  Review reports. Ensure that all property is submitted to ECS (ECU).  For seized money, contact supervisor to respond to act as witness while counting money in front of owner. Ensure amounts are recorded on Receipt for Currency Report in the following order: Amount, Denomination, and Quantity (ADQ).

N-2 Handling CDS

 Immediately transport CDS from place of seizure to station/ ECU; can be packaged at district.  Do not release CDS in court unless instructed to do so by court. Complete release form which is available in the court. Return CDS immediately.  For negative lab results, contact ASA and write follow-up detailing conversation.

Sergeant  For significant seizures, notify command for possible media event.  Ensure only seizing P/O handles evidence/ CDS.  Witness photographing of seized CDS being submitted.  Sign internal log book.

98 General Orders O-1 Departmental Vehicles Fleet Maintenance

 For Defective Emissions System, stop the vehicle and turn the engine off. Call supervisor: do not move vehicle and leave it in the same condition.  Do not examine or change any part of the vehicle.  Call supervisor.

Sergeant  For defective emissions, attend to the health and safety of the stricken officer.  Car towed to substation: Fallsway or Central Garage 0700- 1500.  To motor pool, any other time.  Write administrative report.  Officers are to inspect vehicles before each shift.

O-3 Departmental Emergency Vehicle Operation

 Emergency mode requires both roof mounted lights and sirens.  May only exceed speed limit by 10 mph.  Members shall not become engaged in high speed pursuit driving except under exigent circumstance which are as follows: o Instances where the officer determines that immediate action is necessary; and o Insufficient time exist to resort to other alternatives; and o Failure to pursue may result in grave injury or death.  Emergency mode requires both mounted lights and sirens.  Do not operate in emergency mode with civilian passengers except in life threatening situation. Otherwise, leave civilian or observer in a safe and secure area until emergency assignment is complete.  30 mph business districts and undivided highways in residential districts.  35 mph divided highways in residential district.

99 General Orders  50 mph undivided highways in other locations.  55 mph divided in other locations.  Once you have started to follow a vehicle for any reason, you must notify the dispatcher within ten seconds. Same apply to 10-16 units.  Notify dispatcher with 10 seconds once you have started to follow a vehicle.

Sergeant  Ensure officers have valid MD and Dept. License.  Emergency Mode Vehicles may not be operated at a speed greater than 10 miles per hour in excess of the posted speed limits.  Bad weather conditions: operate vehicle at speed that is reasonable and prudent.  Monitor emergency response (upgrade and down grade response).  Supervisors will be held strictly accountable for the emergency response conduct of their subordinates.

Legal Intervention: Deliberate action to strike or act as a roadblock against another vehicle or individual attempting to elude with the intent to stop that person/vehicle.

O-4 Departmental Uniforms and Equipment

 Uniform personal appearance standards shall be applied equally to male and female officers.  Members of the agency at all times shall: o Be neat, clean, and well groomed. o Uniforms and civilian clothes shall be clean and pressed. o Shoes, boots, leather and metal equipment shall be regularly polished. o Handguns shall be clean and serviceable.  Uniforms must be securely fastened.  Officers may wear military boots.  Helmet kept in place where it is readily available. 100 General Orders  Personnel whose duties bring them into contact with the criminal element shall carry all issued ammunition while on duty (O-4, p.8).  Do not wear partial uniform.  Relinquish custody of issued firearms and ammunition, badge, identification card(s), body armor, and Maryland Police Training Commission Certification Card as directed by the suspending authority when suspended from duty with or without pay or when police powers have been suspended.

Sergeant  Inspect members of squad daily at roll call.  Inspect for body armor.  Inspect protective helmets periodically.  Inspect to ensure officers have issued equipment unless there is a medical excuse.  Expandable baton must be affixed to gun-belt, in front of radio.  Members of agency unable to comply with uniform standards must document why in 95; if for religious reasons, must list tenets of religion in 95.

O-14 Honoring Deceased Personnel

 Morning Band, elastic only, black, ½” thick. o Wear 14 days LOD death, BPD. o Wear 7 days NLOD death, BPD active. o Day of funeral or during memorial services: Outside state of MD agencies & NLOD BPD inactive.  Fallen Hero Memorial Ribbon. o LOD Deaths, BPD active only. o Single line, centered ¼” under badge. o Maximum of 2. o Wear as long as desired.

101 General Orders P-1 Polygraph Procedures

 Polygraph is available for internal investigations, pre- employment screening, and examination as a means of exculpation (exoneration).  The Department will not mass test in order to find a suspect.  To polygraph: need motive, opportunity and means to commit an offense & additional information is needed to further the investigation.  To polygraph a juvenile, make sure parents are present or obtain form of consent signed by parent, guardian, or juvenile judge.  P/O must be present. Witness reading of explanation of rights.  Shall not ask or require victim of sex offense to submit to polygraph as a condition of investigation going forward.  Polygraphs of witnesses, complainants, and informants when believe subject is withholding vital information, or the subject’s motives, allegations, reliability, are in question.

P-2 Canine (K-9) / Use of Canine Teams

 Used for preventive patrol, premise searches, trailing assignments; locating explosives, CDS & firearms, and safeguarding police equipment and facilities.  Do not use for crowd control.  Avoid human scent contamination by having too many P/O’s on scene.

Sergeant  Ensure perimeter is established around area to be search by K- 9.

102 General Orders Q-1 Equal Employment Opportunity Policy

Supervisor  Implement established policy regarding EEO.  Render assistance in identifying problems.  Promote and encourage discussion with employees to ensure EEO policies are followed.  Encourage members to achieve.  Inform members about grievance procedures.  Review qualifications of all employees to ensure that minorities and females are given equal opportunity regarding transfer and promotion.  Ensure compliance with reporting requirements in all instances of discrimination of any kind.

103 General Orders  Avenues to resolve complaints include: o Chain of command. o Equal Employment Opportunity Officer. o Grievance Procedure- negotiated through collective bargaining process. o Outside agencies. o Personnel Service Board. o Police Commissioner- personal interview by appointment. o Suggestion boxes. o Suggestions regarding equal opportunity concerns may be directed to the Police Commissioner’s Advisory Council.  Sources of Protection: Title VII of the Civil Rights Act of 1964, Article IV of the Baltimore City Code, ADEA 1967, Title I of ADA 1990, Article 43B, Annotated Code of Maryland.  All are to report any sexual harassment or discrimination. Report & submit 95.  Any person who files a complaint, charge, participates in an EEO investigation, or identifies an employment practice that is prohibited is protected from retaliation.  Zero tolerance is BPD’s policy in reference to sexual harassment and discrimination.

Q-2 Secondary Employment

 Complete secondary employment form.  Do not engage in investigative activities.  Use departmental files for departmental purposes.  Do not wear uniform w/out commissioner’s permission.  Cannot work liquor establishments, bingo halls or carnivals.  May work catered non-profit event where alcohol will be sold.  When outside of City limits, may use different weapon.  Must submit weekly report of days and hours officer anticipates that he will be working.  No more than 32 hours per week, 18 hours per day; no more than 10 hours for second tour of duty. 104 General Orders  Inside Baltimore City: private citizen, no BPD credentials or equipment (unless authorized by the PC), not operating a private detective agency, and not on a government site.  Outside Baltimore City: private citizen, no BPD credentials or equipment, nor as special police or private detective (except crash reconstruction or arson investigator), and not on a government site.  Within Baltimore City on approved non-uniform secondary, not considered in P/O capacity, considered acting as a private employee and do not enjoy the immunities available by law. Can only place self on duty for felony crimes, potential for serious bodily harm or death, and for a significant danger to the public. Sergeant  Review and approve secondary requests.  Have copies ready to sign in January.  Inspect overtime sites within sector.  Deny secondary employment requests when officer is on limited duty, medical, in training, or in the MLAC program.  Hold weekly reports for a period of 1 year. Lieutenant  Inspect member at site; issue any necessary equipment, inspect sites in district.

Q-5 Uniformed Patrol Service

 All Baltimore Police Officers will, upon graduation from the Baltimore Police Academy, complete two full years of uniformed patrol service in the Patrol Division. During this two-year period, no transfers to specialized units, district detective units, etc., will be granted.  End Date is the date that falls twenty-four (24) calendar months from the date that a Police Officer Trainee graduates from the Baltimore Police Academy. It is determined by counting forward twenty-four (24) months, with the graduation date as the start point. Any number of days considered to be non-included absence(s) must then be added to this end-date.  Does not apply to Flight Officers. 105 General Orders Q-6 Grievance Procedure

 When presented with an oral grievance, try to resolve it informally.  Officer may be represented by FOP rep.  Countersign and deliver to Commanding Officer, time accounting reports submitted by FOP representatives.  Grievance Steps: o Step 1: Oral complaint to immediate supervisor within 30 days of the event; may have FOP representative present. o Step 2: If not resolved at step #1, complaint filed in writing to the district commander. Report shall spell out grievance. Parties will meet w/ commanding officer within 7 days of filing grievance. Commander will issue decision in writing within 7 days after meeting. o Step 3: If not resolved at step #2, the grievance is presented to the appropriate Chief who will meet with parties within 10 days after denial at step #2. Chief will file answer within 10 days after denial. If the grievance affects a large number of members, the FOP may present the grievance directly to the chief within 30 days of the action. The chief will meet with reps within 10 days and issue a written answer within 14 days. o Step 4: If not resolved at step #3, the grievance may be presented to the police Commissioner or his designee who will meet with the reps within 10 days of denial at step #3 and issue a response with 14 days. o Step 5: If not resolved at step #4, the parties may initiate advisory arbitration within 10 days of completion of step #4. Must file notice with the commissioner and the Labor Commissioner.

106 General Orders Q-8 Sworn Performance Evaluations

 Quarterly evaluation reports required for probationary officers, cadets, newly promoted personnel up to the rank of captain for first year. 1Jan to 31Mar, 1Apr. to 30Jun, 1July to 30Sept & 1Oct to 31Dec. Final quarterly shall be submitted on 15th day of the 11th month of appointment.  Semi-annual evaluation reports required for captains and below.  Unscheduled evaluations required for promotion candidates, disciplinary action or other special occasion at request of higher authority.  Evaluation shall be submitted by current rating officer for transferee unless it is completed in 30 days before transferee has been transferred.  Rating officer must keep notes on personnel.  Evaluations must be submitted no later than five working days after end of rating period to reviewing officer.

Q-9 Vacation

 Circulate book in the beginning of January by seniority.  After 1/31, request will be based on first come- first served bases.  No less than 8.33% or no more than 12% shall be on vacation each month.  Order of canceling leave: 1-PL, 2-P, 3-V, and 4-H.  Leave must be canceled 10 days in advance.

107 General Orders Q-13 Medical Policy

 S=sick leave.  SX=sick leave without pay.  When calling in sick, notify Unit/ assignment 1 hour prior to report time. Only call on the first day. Officer is responsible for notifying court.  3 days: no return to duty; return to duty slip needed.  No secondary while on medical.  LOD Injury: o Ensure that officer gets aid. o Notify commanding officer. o If serious, notify communications and F&P clinic/ PSI= Public Safety Infirmary. o Complete EIR and administrative report. o Excuse member from the rest of shift. o Do not order to clinic for minor illness. o If more than ½ day, mark book S, SX. o EIR on duty incident. o EIR RLOD incident.  Ensure members attend PSI appointments.  Verification and Excessive Medical leave: o Visit officer between 0800-2100; take an officer of the same sex with you. o Complete medical absence follow-up. Have officer sign or family member. o Notify officer of any pending court dates. P/O must report location to desk.

108 General Orders Suspension  An Officer’s police power may be suspended for medical reason when in the best interest of the department. Get equipment from officer: Gun, ammunition, badge, departmental identification card, body armor, and MPTC card.  Two ways that an officer may be placed in the MLAC program: o 8 uncertified days, 4 separate uncertified occasions, or 15 medical days regardless of certification. o 3 occasions of uncertified leave before/after days off or 3 occasions of uncertified leave on a specific shift (if officer rotate shifts) or 3 occasions uncertified on a specific day or 2 occasions after being denied leave.  To place someone in the program submit a 95 to C.O. for recommendation.  Approve/disapprove a member’s request to be removed from the MLAC program.  Give medical certification to office supervisor.  Place red slash in roll book when person is an MLAC member.  Monitor MLAC member.  Review reports and delinquent medical certification.  Write disapproved on overtime request for members in MLAC program.

109 General Orders Q-20 Random Drug Test Program - Urinalysis

PSI: Public Safety Infirmary MRO: Medical Review Officer Reasonable Suspicion Test: Test ordered by permanent ranking supervisor.  Suspicion of drinking on-duty? o Field Sobriety Test, then Breathalyzer.  Use of force: o On-Duty: need reasonable suspicion to test. o Off-Duty: Highest permanent rank on scene can order. Random urinalysis test: Test based on random selection. Report when told, except if on leave prior to notification or if on medical prior to notification. If on medical, Chief Physician will decide on a case by case basis whether officer is to report. When exposed to CDS, seek medical treatment if necessary; notify supervisor and write an administrative report.

NOTE: When a member takes any type of medication, which might impair judgment or prohibit a member from performing regular duties, that member must notify his or her immediate supervisor and advise that supervisor of the specific medication being taken. Upon notification, the supervisor will give the individual member further instructions.

Sergeant  When notified of exposure, get officer medical attention if necessary and investigate circumstance; write report detailing investigation.  If member is ordered to take urinalysis, notify member to respond and have officer sign order to submit.  If notification cannot be made, notify medical C.O. and write administrative report.  If member refuses to take test, initiate investigation in accordance with C-2 and write administrative report detailing circumstances; forward to IID & C.O.

110 General Orders  In accordance with Amendment F of the Memorandum of Understanding, dated March 5, 2010, “In the event that a member shall be investigated for an on-duty use of deadly force (including but not limited to discharging of a firearm), the member shall not be required to submit to drug screening and/or alcohol testing unless there is reasonable suspicion to believe the member acted under the influence of drugs and/or alcohol. Changes to this standard are reserved to the Police Commissioner and may be changed at his/her discretion.”  In the event that a member shall be investigated for an off- duty use of deadly force (including but not limited to discharging of a firearm), the highest permanent ranking supervisor on the scene will order the member to submit to appropriate chemical test(s).

Q-25 Maternity Leave

 Begins date child is born.  Members who request maternity leave are entitled to 12 weeks under FMLA of approved leave.  Maternity leave is unpaid but V, P, S, C, PL can be used for pay.  Upon discovery of pregnancy report to PSI.  Do not order range qualification until full duty.  Maintain medical benefits as long as continue to pay normal share of cost.  Coordinate with PSI for duty status, visit to PSI may be ordered.

R-2 Overtime

 Cancellation of an H day requires 10 days’ notice. If not given, Officer / Sergeant are entitled to an additional 4 hours of pay plus another day.  Meal allowance $4 if an officer work 3 hours before/after a normal tour of duty.

111 General Orders R-3 Lost Personal Property

 Complete personal property claim form.

Sergeant  Review form and investigate whether loss actually occurred and if it was a direct result of duty performance.

R-5 Clothing Allowance

 Available to those required to wear plainclothes.  Quarterly Rates = $125; Annual Rate = $500; Daily Factor = 1.3699.  Clothing allowance shall not be paid to sworn members above rank of Lieutenant.

R-8 Court Appearances

 1 ½ times normal rate.  Complete off-duty appearance slip.  Orally being advised by court liaison is sufficient to require appearance.  Not required unless directly contacted for: Violation of Probation Court, Early Resolution Court, Drug Court, Civil Citation Court.  Sign court book.  Adhere to court attire.

Sergeant  Review slip in conjunction with summons.

112 General Orders R-9 Court Scheduling Matrix

 Goal of matrix is to efficiently scheduled court appearances to minimize overtime expenditures and the time members spend waiting for trial to proceed.  Members must notify supervisor of any predetermined period of non-availability for duty. Members must provide home telephone number or other contact number.

Supervisor  Enter the following into court scheduling matrix: scheduled leave, in-service dates, medical leave, and assignments to new leave group, periods of non-availability and home number or other contact number.  Supervisors shall consider a member’s previous scheduled court date(s) before approving leave requests.

R-12 Court Liaison Program

 Personnel must sign in & out at each court attended.  A case folder shall be submitted & maintained at the district.  Must respond to court in 20 minutes.  “On Call” status only applies to on-duty personnel for District Court & Serious Traffic Cases, not Circuit Court.  Primary P/O is responsible for recharging an alleged adult as a juvenile, if warranted, if still on duty. If primary is not present, any on-duty P/O from district can be assigned.  10 day notice required to postpone case.  Court takes precedence over training & details.  P/O must notify command if calling-out for medical reasons.  Affect arrests when warranted outside of courtroom.  Surrender firearm to court liaison personnel if attending court as a defendant.  If in plainclothes, conceal weapon at all times.

113 General Orders T-5 Citywide Security Assessment and Emergency Mobilization Plan

 Alert Status Levels: o ALPHA- Condition Normal: No known threats to the public. Normal training and attention to conditions exist. o BRAVO- Condition of Awareness: A possibility of a threat to the safety of the public exists because of local, regional, national or world conditions. All personnel are directed to remain aware and observant. At this level, community/ intelligence outreach begins to increase and becomes more specialized. o CHARLIE- Condition of Heightened Alert: An actual threat has been detected or an event or situation has occurred which has potential for threatening public safety; or the high potential for a threat is perceived by a competent authority. Personnel are directed to take specific steps to safeguard lives and the property pursuant to predetermined citywide plans. This is primarily an “action” level. Plans, resources and contacts which were identified in the earlier status levels, are implemented on a need basis. o DELTA- Condition of Highest Alert: An event has occurred within the City that has threatened or currently threatens lives and property, or an extraordinary local, regional, national, or world event has occurred that requires the Department to initiate its highest level of security. All personnel are directed to take specific, extraordinary steps to safeguard lives and property pursuant to predetermined citywide plans. At this level, all possible resources and manpower are utilized to address large scale disaster or a highly volatile incident and/or to prevent further disorder and unnecessary alarm.

114 General Orders

115 General Orders

116 PCMs Chapter 3 PCMs

PCMs had seemed to fall to the way side and become a thing of the past, but recently that has changed. As you have seen from in- service training, PCMs are making a comeback. PCMs are just as important as the General Orders and must be understood the same. I am not quite sure why PCMs even exist, my best guess is that they are focused in their intent and thus easier to revise, eliminate, and create.

The PCMs that the Police Commissioner has been releasing have been very important changes that are backed by legal changes or philosophy changes. The General Orders address the details of our day to day operations, but the PCMs address big picture ideas that go beyond the day to day details.

The PCMs will be found on the written test but my belief is that these become more important because they concern the “when in doubt” mentality that you will need to keep in your mind on the oral board.

117 PCMs

118 PCMs 01-12 Communicating with Limited English Proficient (LEP) Individuals

 CTS Language Link services more than 240 languages and dialects. CTS Language Link's phone number is 1-888-338- 7370 and the Department's contract number is 8129.  CTS Language Link shall not be used for formal or criminal case interviews / interrogations of suspects, victims or witnesses. In such incidents, an interpreter shall be requested from the Watch Center (410-396-2640).  Whenever the interpreter is a sworn member of the Baltimore Police Department, that member must make that fact clear to the LEP person at the very beginning of the conversation.

01-11 New Departmental Policy Concerning Certain Juvenile Arrests

 Pertains to juvenile arrestees in the following categories: o Arrested for delinquent act. o Outstanding warrants. o In violation of arrestable provision of an active Juvenile Peace Order.  Must immediately transport or arrange for transport of juvenile directly to Juvenile Booking from the location of the arrest. o Any stops are strictly prohibited; all interviews, photos, etc. must be conducted at Juvenile Booking. o Only exception is medical care or DUI / DRE traffic offense.  Do not transport adults and juveniles together under any circumstance or male and female unless partitioned.

119 PCMs 17-10 Reporting Personnel Arrests / Criminal Charges

 Sworn and civilian employees are required to report arrests and criminal charges.  Notify within 24 hours regardless of on-duty or off-duty status. o Arrest o Criminal Charge o Civil Citation o Criminal Citation o Ex Parte o Must Appear Traffic Ticket o Protective Order o Subpoena o Summons Supervisor  Immediately notify the Commanding Officer of the employee.  Immediately notify IID of member’s arrests or criminal charge.  Forward preliminary report within 4 hours.  Contact Public Affairs in event of member arrest or criminal charge.

14-10 Name / Badge Identification

 All sworn members of the Department shall carry their badge of authority at all times and shall furnish their name and badge number to any person, upon request.

120 PCMs 13-10 Quality of Life Offenses – Core Legal Elements

Provide members with an understanding of core legal elements of the following:  Loitering o Suspect must be interfering, impeding or hindering the free flow of traffic. o Must be warned with an explanation of the law.  Trespassing o Property must be posted conspicuously against trespassing.  Public Urination / Defecation o If minor, suspect must be warned and fail to comply.  Disorderly Conduct (FTO, Disturbing the Peace) o There must be a public presence and the public must be disturbed. o Ensure individual is charged with disorderly conduct if charged with FTO as, disorderly conduct is a prerequisite to FTO.  Hindering o Officer must be in the process of effectuating a police action against unlawful activity & o Hindering must directly hinder the furtherance of the officer’s duties.  Open Container o It is not prohibited to possess unopened, capped, corked, or otherwise covered; whether or not it had been previously opened. o Juvenile must be ordered to cease then fail to cease before action may be taken under open container charge. Under underage possession charge, minor is considered anyone under 21 years of age, no warning is mandated and open or closed container does not matter.

121 PCMs o Underage possession does not apply if: . Adult who is immediate family furnished the alcohol or allowed the alcohol possession / consumption and consumption or possession is in the private residence of the adult and within the curtilage of the residence. . Minor is participating in a religious ceremony.  Littering o Small amounts of paper, beverage containers, glass, garbage, or other waste that weighs less than 1 lbs., comprises less than 1 cubic foot, and is not toxic, noxious, or otherwise a threat to public health or safety. o May not litter on any public or private property, or permit the accumulation of litter on property under one’s control. o Registered owner of vehicle is prima facie responsible for any litter disposed from the vehicle. o Appropriate response is the least intrusive of verbal warning, criminal / civil citation, and arrest.  Arrest appropriate only when: o Violation committed on view w/ PC of all elements. o Reasonable belief the less intrusive methods would be ineffective.

12-10 FIRST AMENDMENT RIGHTS – Freedom of Speech

 Members must be able to recognize the difference between constitutionally protected expression and conduct that can be restricted pursuant to properly written and enforced criminal laws.  Freedom of Speech and freedom of the press are protected by the 1st amendment and Article 40 of the Maryland Declaration of Rights.  Two very narrow circumstances allow criminal charge under disorderly conduct:

122 PCMs o Inciting others to engage in unlawful activity; only when “advocacy is directed to inciting or producing imminent lawless action and is likely to incite or produce such action” Hess v. Indiana (1973). o Insults that tend to incite an immediate breach of the peace, fighting words (Chaplinsky v. New Hampshire (1942).  Limited to “those personally abusive epithets which, when addressed to an ordinary citizen, are, as a matter of common knowledge, inherently likely to provoke violent reaction.” Cohen v. California (1971).  Talking back to an officer, or objecting to an officer’s actions are protected speech. As a matter of law police officers are non-inciteable.  Examples of rulings protecting free speech: o Downs v. State of Maryland – calling a trooper a nigger. o Diehl v. State of Maryland – vehicle passenger yelling at an officer during a stop, stating “Fuck you I know my rights” which drew a crowd.

11-10 No Zero Tolerance Policing

 Quality of Life Offenses: o Disorderly conduct; FTO; Disturbing the peace o Hindering o Littering o Loitering o Open Container o Public Urination / Defecation o Trespassing  Zero Tolerance Policing: o When all quality of life offenses are enforced by arrest as opposed to other options. o The Baltimore Police Department does not support a policy of Zero Tolerance Policing. o Quality of Life offenses shall be enforced by the least intrusive means available. 123 PCMs 6-09 Subpoenas and Civil Complaints

 Under no circumstances are members of this Department to accept service of subpoenas (either for trial or requiring attendance at a deposition) or process (i.e., a summons and complaint in a civil matter) on behalf of other members of the Department.  Do not do anything to evade service on themselves or attempt in any way to frustrate efforts to serve fellow members.  Providing process servers with information regarding a member's assigned district, shift and the name of his/her direct supervisor is acceptable and encouraged.  May not disseminate a member's home address, telephone number, or other personal information.  If contacted by an attorney (other than an Assistant State's Attorney or an Assistant U.S. Attorney) who is seeking information about a case (open or closed), documents, BPD policies and procedures, personnel records (including disciplinary matters), or other similar requests, refer them to the Office of Legal Affairs

Supervisor  Make every effort to facilitate the availability of members upon whom service of a subpoena or civil process is outstanding.  Where feasible, coordinate with process servers to arrange a date and time for successful service of a subpoena or civil process upon the member named in the subpoena or civil process.  If necessary, order subordinates to appear at a designated time and place for service to be accepted.

124 PCMs 6-05 Firearms Case Preparation Folder

 Conduct a criminal record check for all defendants charged with firearms offenses. A Gun Case Folder, Form 001, must be prepared for arrests of persons who are charged with being a felon in possession of a firearm and/or persons arrested for a felony Controlled Dangerous Substance (CDS) violation and in possession of a firearm. The qualifying prior conviction(s) must be for a crime of violence or felony CDS.  Submit a Gun Case Folder to your Commanding Officer via official channels within 24 hours of any qualifying firearms related arrest.

NOTE: Misdemeanor firearms violations and firearms classified as Found Property do not need a Gun Case Folder.

2-04 Command and Control Center

 The Command and Control Center will be activated by order of the Police Commissioner, and/or designee, during certain emergencies and/or natural disasters. Upon activation, the Command and Control Center will be under the command of the Deputy Police Commissioner.  Supervision shall report the following to the Command and Control Center hourly: o News or noteworthy events. o Locations of power outages and floods. o Large groups of individuals without any lawful purpose. o Medical emergencies. o Dignitary visits. o Any internal needs.

125 PCMs 05-03 Submitting and Processing Firearms for Latent Prints

 All firearms must be processed for latent print analysis.  All firearms must be professionally handled in order to preserve any fingerprint or ballistic evidence.  When firearms are recovered without an arrest, the submitting officer must dust the firearms for latent prints. At the discretion of the submitting officer, any magazines and cartridges (non-discharged and/or non-contaminated) may be processed for prints.  With arrest or other evidence; wear latex gloves and immediately place the firearm in the Firearm Envelope, Form 232, or a paper bag. DO NOT store firearms in plastic bags unless the firearms have been contaminated.

03-03 Emergency Response to Shock Trauma

 Response and assistance will be provided in every situation in which a member is seriously or fatally injured while performing a police related function, regardless of whether the incident was the result of an unlawful act or an accident.  Shift Commander, Central District, shall respond to Shock Trauma and assume the duties of Hospital Liaison Officer. If the injured member is assigned to the Central District, or if the Central District on-duty Shift Commander is unavailable or is not a permanent rank Lieutenant, an on-duty Shift Commander with the permanent rank of Lieutenant from the nearest district to Shock Trauma shall assume the duties of Hospital Liaison Officer, who shall: o Ensure that the injured member’s family is notified in person and that transportation is provided for them. o Locate and coordinate with the designated person in charge of Shock Trauma.

126 PCMs o In conjunction with the University of Maryland Police Department, ensure the designated facilities at the University of Maryland Medical Center and Shock Trauma, including the Command Center, designated gathering areas, and parking areas, are open and prepared to receive arriving family members, City officials and police personnel. o Assign members to designated Detail Assignments. o Assign a member to the Command Center to maintain a chronological log of events. o Be available to meet and brief the Mayor, the Police Commissioner, the injured member’s Commanding Officer and/or Duty Officer, and/or other Officials, upon their arrival. o If possible, family members should be afforded the opportunity to visit the injured member. Request that medical staff prepare the family for what they may see and that they accompany them while in the emergency room. o Request that medical personnel regularly update the family members concerning the injured member’s condition. Such updated information should also be relayed to waiting departmental members, but only after the family has been advised. o If the injured member dies before the arrival of family members, they should be afforded the opportunity to see the deceased, if desired. Medical personnel should be made aware of any known medical condition that a family member may have which could be exacerbated by such a visit. Ensure medical personnel explain the cause of death to family members when appropriate, and explain the need for an autopsy. o In the event the media is invited into the University of Maryland Medical Center for a press conference, ensure adequate personnel are posted to control access to elevators and stairways.

127 PCMs o Determine whether any blood donations are needed for the injured member, if so notify the Communications Section Shift Commander to broadcast the request and monitor an orderly response.

17-02 Political Activity

 Any participation in political activity while acting as a representative of the Baltimore Police Department when on- duty and/or wearing a departmental uniform is strictly prohibited.

8-99 Arrest and Control Techniques

 If possible, officers should not close with suspects to frisk or handcuff until back-up officers arrive to assist. o Use of the kneeling and prone techniques in all arrest/ detention situations is strictly prohibited. o Allow cooperative arrestee/ detainee to sit in a departmental vehicle until appropriate transportation is available.

14-96 Arrest for Violation of the Transportation Articles

 The issuance of a citation is the preferred alternative to an arrest, if the following conditions are met: o Proper identification, o No outstanding warrants for operator, o Release of operator will not endanger public safety, o Operator signs citation.  DWI may not release the vehicle they were driving to anyone.  Arresting officer may release vehicle to owner/ co-owner who is not injured, impaired, has valid license & present before tow truck arrives to remove vehicle.

128 PCMs

129 PCMs

130 Training Guidelines Chapter 4 Training Guidelines

Well these are training guidelines; I don’t have anything else to say beyond that.

131 Training Guidelines

132 Training Guidelines Deadly Force: Volume 20, No.1

 Must use deadly force as last resort: o Try to use less deadly means. o Use cover. o Warning shots are prohibited.  Pointing weapon at a suspect: o Is not considered use of deadly force. o Is permitted when officer reasonably believes that a person poses a significant, potential threat.  Person should be frisked and a report written.  When chasing a suspect with weapon in hand: do not close and tackle suspect, point weapon in safe direction.  Do not shoot from moving vehicle.  Distance of more than 15 feet is the primary defense against a chemical irritant.  When feasible, the officer should give a verbal warning prior to shooting at the felon; the officer need not give warning if to do so would increase the risk to himself or others.  P/O can fire weapon to give alarm when no other means of communications exist in emergency (i.e., life threatening situation). Soft back-drop should be adequate for projectile; do not fire in sky.

Pepper Spray Guideline

Goal of Pepper Spray: Provide member with pepper spray to offer a less injurious force option to officers for those times where police action is unavoidable, but where suspect’s level of resistance is not sufficiently high enough to justify use of a weapon such as the firearm or espantoon.  Give verbal commands.  10 feet optimal / 3-15 feet effective range.

133 Training Guidelines

134 Digest of Criminal Laws Chapter 5 Digest of Criminal Laws

This chapter is a summary of the little book from the state, that gets handed out to us every year, which defines the legal wording of criminal acts. Luckily, the test makers do not seem to just pull stuff from anywhere out of this book, if they did we would all be in big trouble. The book itself has very little that actually matters to us as city police. We spent a great deal of time in training learning this stuff, and it is what we do every day. The killer for us, when it comes to the laws, is the details. The devil is in the details.

I have focused on the details of the things that we handle. All of this is very good knowledge to maintain regardless of the written test. This information is absolutely guaranteed to be on the written test, and I have not come across anything that is not addressed here.

This chapter is actually very critical to our jobs, and as supervisors having a confident and thorough knowledge of this chapter is sure to impress our superiors and our subordinates. Not to mention a complete knowledge of this chapter will separate you from the crowd on the written test and is absolutely sure to win a few co-worker wagers.

135 Digest of Criminal Laws

136 Digest of Criminal Laws  Doors may be broken: o To arrest for a warrant when entrance is denied to the officer. o To arrest a person charged with a serious offense who just escaped from police custody. o To suppress affrays which the officer may have heard from outside.  No person belonging to the organized militia shall be arrested on any process while going to, remaining at or returning from military duty except by military authority.  Friendly foreign sovereigns, their attendants, and other diplomatic agents, are exempt from arrest, entry of their homes, or subjection to the process of law of the country visited.  Legal Arrest: o An intent to arrest. o Real or pretended authority. o Detention of person. o Detention is understood by person.  Exemptions From Arrest: o Friendly foreign sovereigns and those working for them. o Militia to/at/from duty. o U.S. Congress during session.

137 Digest of Criminal Laws  Warrant-less Arrest: o On view. o PC for felony. o PC on specific misdemeanors AND unless arrested immediately suspect: . May not be apprehended or . May cause injury or property damage or . Tamper, dispose, or destroy evidence. . Specific misdemeanors are:  Manslaughter by vehicle  Malicious burning  Malicious mischief  Theft  False alarm of fire  Indecent exposure  Controlled Dangerous Substances  Handgun possession  Prostitution  Domestic Assault  Stalking with corroborating evidence  State of Emergency exceptions  Warrant Types: o Arrest o Bench o Retake o Hospital

138 Digest of Criminal Laws  Types of Evidence: o Direct o Circumstantial o Physical o Accomplice's o Competent o Incompetent o Conclusive o Corroborative o Cumulative o Documentary o Expert o Opinion o Testimonial o Prima Facie o Irrelevant o Legally sufficient o Hearsay o Former o Character o Also, dying declarations, confessions, and statements.  Conspiracy: o 2 or more people, crime is complete upon agreement being entered, punishment cannot exceed that of the conspired crime.  Infancy: o Under 7 immune to prosecution. o 7 to 13 can be prosecuted, but prosecution has burden to prove intent despite young age.  Abuse / Neglect of Vulnerable Adults: o (1st degree) committed by caregiver / parent / guardian; resulting in death, serious injury, or sexual abuse.

139 Digest of Criminal Laws  Arson: o (1st degree) dwelling; structure with individual present. o (2nd degree) structure.  Malicious Burning: o (1st degree) damage $1000+. o (2nd degree) less than $1000.  Assault: o (1st degree) intentionally cause / attempt to cause serious physical / firearm. o (2nd degree) minor injury / misdemeanor - law enforcement officer / felony.  Burglary: o (1st degree) dwelling; theft or crime of violence; felony. o (2nd degree) storehouse; theft, crime of violence, or arson; felony. o (3rd degree) dwelling; crime; felony. o (4th degree) dwelling, storehouse, with intent to commit theft cannot be on yard, garden, other of dwelling or storehouse; possession of burglar's tool with intent to use; misdemeanor.  Escape: o (1st degree) from place of confinement. o (2nd degree) lawfully arrested, depart from custody; or fail to report to place of confinement.  Kidnapping: o Child = under 12.

140 Digest of Criminal Laws  Rape: o (1st degree) vaginal intercourse, by (or threat of) force; AND use weapon or; suffocate / strangle / disfigure or threaten imminent suffocation, strangulation / disfigurement or; commit crime with accomplice or; in connection with 1st, 2nd, 3rd degree burglary. o (2nd degree) vaginal; force or threat of force or; mentally deficient victim or; victim under 14 / suspect 4 more years older or; victim under 13 / suspect 18 or older.  Sexual Offense: o (1st degree) sex act, by (or threat of) force; AND use weapon or; suffocate / strangle / disfigure or threaten imminent suffocation, strangulation / disfigurement or; commit crime with accomplice or; in connection with 1st, 2nd, 3rd degree burglary. o (2nd degree) sex act; force or threat of force or; mentally deficient victim or; victim under 14 / suspect 4 more years older or; victim under 13 / suspect 18 or older. o (3rd degree) sexual contact, by (or threat of) force; AND use weapon or; suffocate / strangle / disfigure or threaten imminent suffocation, strangulation / disfigurement or; commit crime with accomplice or; in connection with 1st, 2nd, 3rd degree burglary or; mentally deficient victim or; victim under 14 / suspect 4 more years older or; victim under 13 / suspect 18 or older or; vaginal intercourse when victim is 14 or 15 and suspect is at least 21. o (4th degree) person of authority - at least 21, school employee, no sexual contact.

141 Digest of Criminal Laws  Warrant Details: o Administrative Search Warrants: used to inspect burned out buildings/ 30 day limit. o A warrant remains in force until it has been returned. The term cepi means “I have taken.” o If the accused has been arrested and escapes, he or she may be taken again on the same warrant if it has not been returned. o A bench warrant is a warrant issued by a judge from the bench (by the court) for someone's arrest. o A retake warrant is issued by an institution's warden/ superintendent for the apprehension and return of escapes. o A hospital warrant authorizes law enforcement officers to apprehend persons alleged to have violated an order for conditional release, and transport the individual to a designated facility.  Miscellaneous: o With reasonable belief that a student is in possession of an item which constitutes a criminal offense, a principal, assistant principal, or school security may make a reasonable search of a student on school property. The lockers of the students may also be searched. o Property may be seized and held as evidence by police, where necessary, even though the owner is not charged with the crime. o Accessory before the fact is one who is absent at the time of commission who abets, induces, or procures another to commit a felony. o Accomplice is one who in any degree participates in a criminal transaction.

142 Digest of Criminal Laws  Custody of Children: o When there is conflict between the custody order of Maryland and another State, the custody order of Maryland prevails unless: . The other state passed its order after the order of Maryland. . In lawful custodial proceedings under the custody order of Maryland, consent was given to the custody order of the other state.  Fresh Pursuit: o A law enforcement officer may engage in the fresh pursuit of a person, if the person: . Has committed or is reasonably believed by the law enforcement officer to have committed a felony in the jurisdiction in which the law enforcement officer has the power of arrest; or . Has committed a misdemeanor in the presence of the law enforcement officer and in the jurisdiction in which the law enforcement officer has the power of arrest (Art. 27, Sec.602A). o If an arrest is made in this State by an officer of another State, the officer shall without unnecessary delay, take the person arrested before the judge of the Circuit Court of the county in which the arrest was made who shall conduct a hearing to determine the lawfulness of the arrest.  Trespass : o To be considered trespass, signs must be posted on property or the subject must have been warned not to be on property.

143 Digest of Criminal Laws  Wearing, Carrying, or Transporting Handgun: o A person may not wear, carry, or transport a handgun, whether concealed or open, on or about the person; or in a vehicle traveling on a road or parking lot generally used by the public, highway, waterway, or airway of the State. . Exceptions:  Law Enforcement  Military & National Guard to and from duty.  Out of State Law Enforcement Officer on official business.  Sheriff.  May be carried on person or in vehicle from place of purchase, repair shop, between residences, between residence and business and the moving by collector of gun collection from place to place for public or private exhibition as long as each handgun is unloaded and carried in an enclosed case or an enclosed holster; the wearing, carrying, or transporting of a handgun by a person on real estate that the person owns or leases or where the person resides or within the confines of a business establishment that the person owns or leases; employee can carry weapon when authorized by the owner or manager of the business within the confines of the business.

144 Digest of Criminal Laws

145 Digest of Criminal Laws

146 Miscellaneous Chapter 6 Miscellaneous

This chapter is what I have taken from the various collections of test preparation materials that float around the department. We brought together the things that we had from the past and asked around for testing materials from supervisors and co-workers. Many of these things are side notes taken from the Iannone books of the past testing material and from other study guides that unknown members created.

This chapter is short but does contain some critical information that was missing from the other sources. Most of the content in this chapter will be discussed in a more organized and detailed fashion in Chapter 7.

147 Miscellaneous

148 Miscellaneous  Reasonable Suspicion: o Something more than mere, unsupported suspicion, but something less than what amounts to probable cause. A conclusion based upon articulable observations and circumstances that would lead a reasonable person to believe that a crime is being, has been, or is about to be committed. Reasonable suspicion is the basis for your right to stop. o For a Stop P/O can question: . Name . Address . Explanation of actions  Probable Cause has been defined as follows: o At the moment the arrest was made, "the facts and circumstances within the officer's knowledge of which he or she had reasonable trustworthy information were sufficient to warrant a prudent person in believing that the arrestee had committed or was committing an offense" (BPD Academy Law Manual by AGT. Cassidy, pages 5-6). o Where the issue is whether probable cause exists to effectuate an arrest, the information needed is that a crime had been or was being committed and that the person to be arrested was the perpetrator (BPD Academy Law Manual, p.5).  Evidence: o Complete, accurate, truthful, convincing evidence and plenty of it, is what secures convictions. Evidence should be relevant, material and competent. . Direct evidence- witness testimony. . Circumstantial- indirect or inferred evidence. . Real- physical evidence.  Extortion: o Threaten for money, profit, other stuff of value.

149 Miscellaneous  Assembly Unlawful: o 3 or more person with intent to accomplish an unlawful purpose.  Verbal Threat: o Felony offense: In this case, one is verbally threatening to accuse another of crime. 2-10 years is penalty.  Emergency Evaluation: o Only if believed to have mental disorder and clear & imminent danger to self.  Harassment: o Course of conduct/ persistent pattern of conduct.  Rape/ Sex Offense: o Three categories: . Rape which is forced vaginal intercourse. . Sex offense which is a sex act. . Sexual contact.  Prostitution lewdness: o Sexual intercourse for hire. o Unnatural sexual practice.  Reckless Endangerment: o Conduct that creates substantial risk of death or serious injury (i.e., discharging firearm from vehicle).  Riot: o 3 or more persons assembled in violent and turbulent manner to terrify.  Comstat Ideals: o Accurate & Timely Intelligence. o Rapid Deployment. o Effective Tactics. o Relentless Follow-up & Assessment.  Quote in reference to improving Communication between Specialize Units: o From his book, The Crime Fighter published in 1999, Jack Maple stated, “The biggest lie in law enforcement is: We work closely together.”

150 Miscellaneous  Maryland Family Law: o Article-Family Law Section 5-709. Use definitions of this law for reporting purposes as this law pertains to physical child abuse; use the definitions contained in Article 27 for charging purposes.  Maryland Crimes & Punishment Law: o Article 27, Crimes and Punishment.  Assignation: o An appointment for a lover’s meeting (Merrian- Webster Dictionary, 1974). Prostitution (Baltimore City Ordinance, Article 19).  Bernard Shaw, “Deterrence is a function of certainty, not severity.”  William H. Newman, “Discipline should not be given in a spirit of retribution, or for the prime purpose of humiliating the offender. The purpose of discipline is to bring about improved conduct in the future.”  The training value gained from an error may far exceed the harm done by it.  Immanuel Kant: o The Categorical Imperative: “Act in such a way that you always treat humanity, whether in your own person or in the person of any other, never simply as a means, but always at the same time as an end.”  Michael Eisner (CEO Disney Corporation): o “Treatment of customers will improve if leaders first improve the treatment of their employees.”  Dr. W. Edwards Deming (TQM Innovator): o “Decried the authoritarian style by telling leaders to drive fear out of the workplace, empower employees and create joy in work.”

151 Miscellaneous  The Kansas City Preventive Patrol Experiment found that increasing or decreasing routine preventive patrol had no effect on crime, citizen fear of crime, community attitudes toward the police on delivery of police services, police response time or traffic accidents. “It makes about as much sense to have police patrol routinely in cars to fight crime as it does to have firemen patrol routinely in fire trucks to fight fire.”  Aggressive or Proactive Patrol focuses on conducting quality field interviews and stops to collect intelligence.  Community Policing 4 Major Dimensions w/ Important Elements: o Philosophical Dimension: citizen input, broad functions & personalized service. o Strategic Dimension: reoriented operations, geographic focus & prevention. o Tactical Dimension: positive interaction, partnerships, & problem solving. o Organizational Dimension: important elements include structure & management.  Loitering: o Article 19 (City Ordinance) = 100 feet from School (Not School Free Drug Zone) Just loitering law. Note: Cannot possess, distribute, manufacture, or dispense CDS in or within 1000 feet of a school.  Exchange Principle: o When suspects make contact with victims or other objects at a crime scene; there is an exchange of trace elements/ evidence.

152 Miscellaneous  Absolute & Comparative Analyses: o Absolute analyses identify unknown and/or suspicious materials (i.e., CDS). Comparative analyses compares characteristics of evidence of unknown origin to that of known origin (i.e., latent finger prints, bullets, tool marks). Individuality refers to identifying features that make one thing different from another (i.e., finger prints, tool marks, DNA, etc.).  AFIS: o Automated Fingerprint Identification Systems.  DNA: o Deoxyribonucleic Acid.  FIVE: o Firearm Investigation Violence Enforcement Unit. Function of ASA office.  Ensure that gun a case folder is prepared with 48 hours of a gun related arrest.  The empty pockets doctrine suggests that it is useless to sue a person with empty pockets.  The law of use and disuse notes that the repeated use of what is learned strengthens the learner’s performance. Failure to use what is learned weakens performance.  The principle of intensity notes that the more intense the matter taught, the greater the likelihood that it will be retained.  The transfer treatment, freeway therapy, and the wheel methods involve the transfer of an employee from one place or one supervisor, or from one unwholesome environment to one of lesser exposure. These approaches may be more injurious than helpful in addressing the problem.  The principle of (regency) recency notes that information acquired last is remembered best.  Unity of Command is the idea that every employee should be under the direct command of but one superior.

153 Miscellaneous  According to the exception principle, the superior should reserve for himself only those decisions subordinates are not equipped to make; acting only of those exceptional matters requiring his personal attention.  Supervisors should commend in public, but criticize in private.  Delegation involves committing an activity to another’s care. Proper delegation frees supervisors from many routine tasks to devote more time to broader planning.  Span of control refers to the number of persons one can supervise effectively.  The readiness principle suggests that when the learner is in a state of readiness in a favorable environment, learning is possible.  The specialization principle and the law of productivity require assigning to each worker the fewest kinds of tasks in order to improve the quality, increase the quantity of his work, and giving him the highest class of work for which his natural abilities fit him.  Catharsis is the process of talking things out.  Positive discipline involves using training and attitudinal conditioning to correct deficiencies without invoking punishment.  Negative discipline is discipline which takes the form of punishment or chastisement.  Negative motivators, such as fear, coercion, intimidation, and punishment, should be avoided, since they tend to cause employees to develop avoidance techniques.  Positive motivators, such as recognition, praise, opportunity for advancement, and fair treatment, best stimulate employees to produce best.

154 Miscellaneous

155 Miscellaneous

156 Law Enforcement Management Chapter 7 Law Enforcement Management

There is no doubt that this chapter is the most important for us to read and understand. We may be familiar, from our day-to-day activities, with the information in the previous chapters but this chapter pieces together notes from the Core Concepts for Law Enforcement Management, the departmental Sergeant’s Leadership Course, UMUC Leadership Certificate Program, and other collegiate materials. Jonathan Fitzgerald deserves special thanks for his assistance with this chapter.

I was shocked when I took the Sergeant’s test. It was the first year that this section of the reading list was used heavily. I did not take the Sergeant’s written test very seriously; I was in VCID and enjoying myself. I decided that, since generally the educational material was usually only about 10 questions, I would just wing it. I am smart, I graduated Summa Cum Laude, and I focused on the information in the previous chapters. Boy, did I feel stupid as I found myself sitting there with a dumb look on my face when 25% of the test was on this stuff alone! I ended up barely passing the written test but walked away learning a huge lesson for when the Lieutenant’s test came around. My mistakes are lessons that I hope you learn from.

We took a vast source of information and crunched it down into CliffsNotes style. The tactic here is to simply absorb the critical parts of the information and not get caught up in all of the scenarios and distracting talk that comes from classes and texts on the subjects at hand.

I cannot emphasize enough that you must learn from my mistakes and absorb as much of this chapter as possible; it will be 20- 25% of the written test.

157 Law Enforcement Management

158 Law Enforcement Management The budget is the decision making process by which governmental resources are allocated in order to achieve goals outlined by an agency. It is the most public and important statement that is made in reference to what an agency’s true priorities are.

Fiscal year: one year’s time. It can start on any date, but is often July 1.  Operating budget: salaries, office supplies, maintenance, et cetera.  Capital budget: large-scale expenditures, new buildings, et cetera.

Budget Cycle Steps

Budget Preparation  80% is operational budget.  Often times cutting training or equipment is an easy way, but is not functional.  Often a chance to reward loyal employees and to informally discipline disloyal employees.  Will cut unjustifiable programs, including some ‘fat’ to withstand cuts.  No matter what a higher budget will be requested.

Budget Review and Approval  After submission, the police department has a hearing with City Council.  The hearing is a chance for the department to justify its proposed budget.  A bit of politics may be required beforehand to ensure that certain topics are mentioned that will support the proposed budget.  Recognizing that approximately 80% of the previous year’s budget is a baseline, the proposed budget must be justifiable for the council.

159 Law Enforcement Management Budget Execution  Objectives: o Appropriation for agreed goals. o Appropriation for agreed projects. o Conserve funds. o Provide accounting information.  Adjustments: o Reallocation. o Budget amendments. o Freezing expenditures. o Cutting budget.  Controls: o External – allotments, freezing, or cutting. o Internal – safeguards, limited access, preventing mistakes.  Budget Audit (checks to see if): o Required records were completed on time. o If public funds were wasted. o If unauthorized charges were made. o If computations were accurate. o If unauthorized transfers from one budget category to another were made. o If bidding requirements were followed. o If expenditures were at or less than approved. o If things do not add up, then the administrator may have to take corrective action at the governance of the City Council.

Types of Budgets

Line item Budget Every amount requested, recommended, appropriated, and expended is associated with a particular item.  Control is comprehensive because no item escapes scrutiny.  Control can be exercised at multiple points.  Control is exact.

160 Law Enforcement Management Advantages: o Easy to construct. o Based on history, so reduced chance of being grossly inadequate. o Easy to understand. o Easy to administer. Disadvantages: o Results-oriented management suffers. o Long-range planning is neglected. o Correlations between input and results only occur at a macro level. o Limited evaluating utility.

Program Budget A program budget is a line budget that gives program results.  Also called ‘activity budgeting’.  Any variety of programs can be used, whether it is the entire agency, or actors within same. Advantages: o Well-executed program budgets provide useful information and retain all of the control advantages of the line item budget. Disadvantages: o More time consuming to put together and they require carefully crafted definitions to be useful.

Performance Budget An efficiency-oriented tool designed to relate the amount of various types of work done to the amount of money spent to produce work. At minimum:  A program structure.  A cost structure / budget for each program.  A line item component for fiscal control.  A detailed system of results-oriented (output) workload and unit cost (efficiency) measures.

161 Law Enforcement Management Advantages: o Focus on output, or production. o Knowing what each product costs. o Another means of evaluating leadership. o Emphasizes output – not process. o Emphasizes efficiency. o Increases information for decision making. Disadvantages: o Expensive to create and implement. o Appropriate unit cost must be used, which can be controversial. o Select easiest measures rather than important ones. o Unless comparisons over several fiscal years, long range planning is difficult.

Zero Based Budgets Every department starts with zero dollars and must justify each dollar through their budget to provide a fresh outlook each fiscal year. At the heart of zero-based budgeting is decision making in reference to:  Reducing or eliminating a particular service.  Continuing an existing service.  Expanding an existing service.  Adding a new service. Advantages: o Careful, scrutinized budget. o Increased accountability. o Better information. o Creativity is stimulated. Disadvantages: o Potential for conflict over priorities. o Increased paperwork. o Abandoning old programs and chasing new ones without impact. o Extremely skeptical mentality.

Most budgets are a hybrid of the aforementioned budgets.

162 Law Enforcement Management Supplementing Budgets  Federal and private grants  Donation and fundraising programs  Forfeiture laws  User Fees and Police Taxes

Stress  The body’s nonspecific response to any demand placed on it. Or, stimuli that are likely to produce disturbances in most people. At the introduction of stress, the general adaptation syndrome kicks in and can incapacitate the individual: o Alarm Stage – ‘flight or fight’ reaction. Adrenaline increases, heart rate increases, et cetera. o Resistance Stage – If stress continues, bodily resources are allocated to handle the additional stress. Original heightened alarm appears to have left and the individual appears to have handled the stress effectively. o Exhaustion Stage – Increased allocation of bodily resources is unable to be maintained, and the individual eventually begins to break down.

Type A Personalities – A personality type marked as people who are constantly stressed, impatient, intense, and have difficulty relaxing.

Due to the nature of police work; the violence, threat of danger, cruelty, et cetera; police are often considered to be more prone to stress than other professions.

163 Law Enforcement Management Alcohol and Drug Use

Alcohol  Can manifest itself in absenteeism, complaints by citizens and supervisors, intoxication, traffic accidents on / off duty, reduced overall performance.  Culture of social drinking, coupled with stress stimulus.  Alcohol abuse programs: o Retain the majority of officers suffering from alcoholism. o Look for a solution to complex and difficult personal problems. o Realistic and practical extension of police agency’s programs. o Improve public and community relations by demonstrating concern for officers. o Provide a preventative influence on moderate drinkers against the development of dangerous drinking habits.

Drugs  Principles of Drug Testing: o When based on reasonable suspicion is not a violation of the federal constitution. o Even if it is not a violation of federal constitution, may be a violation of state laws. o In states that have granted collective bargaining, drug testing cannot be unilaterally implemented.  Psychological effects of anabolic steroids: o Aggression o Depression o Hallucinations o Sleep disorders o Suicidal ideation o Outbursts o Anorexia o Irritability o Psychomotor retardation 164 Law Enforcement Management Police Suicide

 Common Factors: o Frustration at desire to help people, but citizens not wanting help. o Access to firearms. o Domestic problems. o Alcohol abuse. o Fear of separation from close-knit police culture (retirees).  Warning signs can be: o Recent loss o Sadness o Frustration o Disappointment o Loneliness o Alienation o Depression o Physical pain / mental anguish o Previous suicide attempts  Supervisory Responsibilities: o Interview – watch for body language cues, and other evidence that officer is depressed. o Personal History – review for signs of mental illness, et cetera. o Reassure – Help is available and you will respond to their needs. o Ask – Ask specifically if the officer is suicidal and should be prepared for response. o Referral – Refer the officer to a trained mental health specialist. o Follow Up – Ensure that the officer is evaluated and receives continued help.

Job satisfaction can reduce stress. Positive feedback from citizens and interpersonal relationships can lead to solidarity. Ability to assist citizens who are unable to help themselves leads to positive job satisfaction.

165 Law Enforcement Management Suicide by Cop

It can be seen as a psychological assault on the officer who is forced to neutralize a subject who may or may not be a legitimate danger. Below are indicators of a possible suicide by cop situation:  Refusal to negotiate.  Killed a significant other in his life.  Demands that police kill him.  Sets a deadline for authorities to kill him.  Recently learned of a life threatening illness.  Elaborate plan for his own death.  Only surrender to a ‘higher up’.  Indicates he wants to “go out in a big way.”  Presents no demands towards escape or freedom.  Low socioeconomic background.  Provides a ‘verbal will and testament’.  Looking for a macho way to go out.  Recently given away possessions.  Criminal record of violent behavior.  Recently experienced one or more traumatic experiences.  Expresses feelings of helplessness or hopelessness.

Critical Incident  Any crisis that causes emergency personnel, family members, or bystanders to respond with immediate or delayed stress- altered physical, mental, emotional, psychological, or social coping mechanisms that may result from witnessing human suffering beyond a normal range (Think 9/11 and Hurricane Katrina).

166 Law Enforcement Management Post-Traumatic Stress

If adaptation or effective resistance to stress is not possible, the unresolved distress reaction may manifest itself physically and psychologically. This often occurs following critical incidents.  Physical Reactions: o Headaches o Muscle aches o Sleep disorders o Changed appetite o Decreased sexual desire o Impotence  Emotional Reactions: o Anxiety o Fear o Guilt o Sadness o Anger o Irritability o Feeling lost or unappreciated o Withdrawal  Cognitive Reactions: o Flashbacks o Repeated visions o Nightmares o Slowed thinking o Difficulty making decisions o Disorientation o Lack of concentration o Memory lapses

167 Law Enforcement Management Responses to Critical Incidents  Initial Phase: o Shock o Confusion o Disorientation  Recoil Phase: o Cooperation o Unselfish concern for the welfare others o Gratitude o Followed by resentment of healthy survivors o Self-blame o Anger  Post Disaster Phase: o Post-Traumatic Stress Syndrome

Domestic Violence  Prevention: o Psychological evaluation at recruitment phase. o Zero Tolerance for domestic violence. o Required to report all domestic incidents. o Protocols to deal with officer involved incidents.  Supervisory Responsibility: o Document all information related to controlling or abusive behavior. o Inform the officer that documentation has been made and suggest voluntary counseling.  Resources after the Fact: o Employee assistance programs. o Internal professional counseling. o External professional counseling. o Advocacy programs from local agencies. o Peer support groups (clear reporting and confidentiality agreements).

168 Law Enforcement Management Female Officer Stress

Studies have shown that women have faced a variety of factors that male coworkers did not – namely, a lack of peer acceptance, lack of organizational support, and a lack of support of family and friends. They also had to overcome significant societal prejudice against females. In a study of stressors on females, it was determined that the most significant were the same as men: death of a fellow officer, death of a suspect, scene involving children, et cetera.

Stress Reduction  General: o Exercise o Diet o Rest o Leisure o Meditation o No smoking or drinking o Support groups o Friends o Self-monitoring o Relaxation techniques o Realistic expectations relating to work  Employee Assistance Programs: o Higher morale o Trained to recognize ‘cry for help’ o Reduce stigma o Affordable help

169 Law Enforcement Management Torts  Negligence Torts: o Defendants are not held liable unless they could have foreseen that or should have anticipated that their acts or missions would result in injury to another. The standard is reasonableness. Think of vehicle chases.  Intentional Torts: o Intentional torts involve voluntary acts that will reasonably cause injury to someone, with that intent. Think police brutality.  Constitutional Torts: o Constitutional torts involve civil rights violations in accordance with the constitution. A person states a claim under 42 U.S.C. § 1983 if he alleges that the defendant deprived him of a constitutional right while acting “under color” of state law. Think illegal search and seizure.  Bivens Action: o 1983 Action is relevant to local and state police, but federal agents cannot be acting under the color of State law. Therefore, the Bivens Act allows for federal agents to be sued individually in addition to the US being sued in a separate tort claim.

Negligence Theory  Negligent Hiring: o Weed out unfit candidates. o Reasonable care.  Negligent Training: o Failure to provide proper training. o Use of firearms, etc.  Negligent Supervision: o Failure to handle situations. o Unreasonable retention.

Vicarious liability is when a supervisor is responsible for the actions of the employee, such as in the above cases.

170 Law Enforcement Management Due Process

 Procedural Due Process: o The legality of the procedures used to deprive officers of status or wages: . Timely and adequate notice . Oral statement . Present evidence . Confront accusers . Cross-examination . Discovery . Decision based on record . Retain counsel . Publicly-compensated attorney . State of findings of fact . Statement of reasons . Impartial deciding officer

 Substantive Due Process: o Substantive due process is the requirement that the basis for government disciplinary action be reasonable, relevant, and justifiable. There must be a connection “between the prohibited conduct and the officer’s fitness to perform the duties required by his position.” o Most difficult to do in ‘conduct unbecoming an officer’ cases. It has to be proven that the officer’s private dealings / rights have an effect on his ability to perform his duties as an officer. This requires that the rules be clear, specific and reasonably related to a specific job requirement. o Free speech can be limited; however, if it can be proven that it causes disruption to the Department, and in turn, the State.

171 Law Enforcement Management Other Legal Nightmares

 Deadly Force: o Is justifiable when defending your life as well as another’s. The standard ‘defense of life’ doctrine as dictated by Tennessee vs. Garner.  High Speed Pursuit: o Requirements: . Existence of an actual emergency. . Use of adequate warning devices. . Continued due care. o Liabilities: . The officer owed the injured party a duty not to engage in the chase. . The officer’s actions violated that duty. . The officer’s negligent conduct proximately caused the accident. . Suing party suffered actual and provable damages.  Emotionally Disturbed People (when handling you must be able to): o Recognize abnormal behavior and mental illness. o Deal with suicidal people. o Develop crisis intervention skills. o Develop awareness and knowledge of community services. o Recognize and care for Alzheimer’s patients.

By having training in the above areas, departments should first be able to handle EPs without as many cases of force, but also be better defended in litigation should the situation arise.

172 Law Enforcement Management Drug Testing At Work

Requirements:  Employer knows drugs are used.  Testing will not disrupt the employee’s privacy expectation.  Job is ‘safety-sensitive’ in nature. Exceptions:  First hired.  Transferred to specialized unit.  Promotion.  Return to duty after long absence.

Generally, the “balancing test” is applied when the Department has reasonable suspicion to believe an officer is under the influence. This is that they weigh the nature and quality of the intrusion into the officer’s Fourth Amendment right against the importance of the governmental need for supervision, control and the efficient operation of the workplace.

Age – Based Hiring and Retention

 The existence of a job qualification is reasonable and necessary to the essence of its operation.  The Department needs reasonable cause, based on fact, for believing that substantially all persons in the prohibited age group would be unable to perform the duties safely and effectively or that it is impractical or impossible to accurately test and predict the capabilities of individuals in the excluded group.

173 Law Enforcement Management Sexual Harassment

Harassment:  Does not have to be opposite sex.  Can be a supervisor.  Anyone affected by observation.  Can occur without economic threat.  Conduct must be unwelcomed. Hostile Work Environment:  Must belong to a protected group.  Subjected to unwelcomed harassment.  Based on race, gender, etc.  Affected term, condition, or privilege of employment. Prevention:  Policy Development.  Strict and clear prohibition of harassment in the workplace. Training:  A good training program can instill and reinforce the agency’s philosophy. Supervision:  Watching for signs of harassment.  Complaint procedure.  Maintaining an effective and accessible complaint procedure.  Employee responsibility.  Colleague assistance of victims by being able to report as well.

174 Law Enforcement Management Motivation

General Information:  While motivating an individual is complex, due to the humanistic quality, an organization must be viewed in the same light due to the compilation of that same human quality.

Definitions

Motivation:  The intensity of a person’s desire to engage in some activity. It is often over-simplified with a stimulus / response model, without considering: o Personality – distinctive traits of an individual. o Abilities – A skill set. o Self-Concept – Self-perception and perceptions of others. o Perception – How personality and experience cause us to interpret stimuli. o Attitudes – Predisposition to respond to others / events positively or negatively. o Needs – Something within people that moves them to engage in certain behaviors. o Drives – Dynamic inner forces created and energized by needs. o Tension – The frustration or discomfort caused by unfulfilled needs. o Motives – Inner impulses, drives, needs and values that energize, activate and direct behavior to obtain certain ends. o Goals – Objects, conditions, or activities toward which a particular motive is directed. o Incentives – Internal and external stimuli (+ / -) that bring about goal-oriented behavior designed to reduce tension. o Performance – The purposeful activity that results from an individual’s goal oriented behavior, and that is normally evaluated in terms of specific outcomes.

175 Law Enforcement Management  A psychosocial process that produces an attitude that results in action leading to a particular result. o Internal – Motivation that comes from within a person, and that activates certain conscious and unconscious behaviors designed to produce satisfaction. o External – Motivation resulting from the application of incentives to encourage patterns of behavior.

Motivation Cycle

Unsatisfied Search Satisfied Reduction of Tension Drives Need Behavior Need Tension

Motivational Theories

 Content Theories – Attempt to explain what motives are and how they influence human behavior. They also attempt to analyze people in order to identify their motives. o Content theories emphasize the needs themselves, whereas process theories zero in on decision-making as it relates to job performance. Generally, these are not mutually exclusive – they reinforce each other.

176 Law Enforcement Management Maslow’s Hierarchy of Needs

Maslow believed that the effect of human needs on job performance is based on three principles: o Countervailing Needs – People are multidimensional social animals that sort, prioritize, and strive to satisfy a variety of competing needs on a simultaneous basis. o Satisfaction Deficit – Unsatisfied human needs create a state of tension and perception of deprivation and a desire to act to satisfy those needs. o Progressive Fulfillment – The five level hierarchy of needs determines the order in which needs will serve as motivators (higher level needs can only be addressed after the lower level needs have been met).

morality, creativity, spontaneity, problem solving, lack of prejudice, acceptance of facts self-esteem, confidence, achievement, respect of others, respect by others friendship, family, sexual intimacy security of body, of employment, of resources, of morality, of the family, of health, of property breathing, food, water, sex, sleep, homeostasis, excretion

Process Theories – Attempt to explain how people are motivated. They examine goal-oriented behavior based on the degree of satisfaction associated with particular rewards used to initiate it.

177 Law Enforcement Management E.R.G. Theory

As created by Alderfer, simplified Maslow’s Hierarchy down to three tiers as opposed to five. Key difference is the lack of progressive component – the lower needs must not be satiated prior to the addressing of higher needs. Any “need” can kick in at any time. It is essentially based on dynamic interaction between perceived needs.

 Need Escalation Principle – The less any level of need has been satisfied, the more the individual will desire satisfaction at that level.  Satisfaction Progression Principle – The more that lower-level needs have been satisfied, the stronger an individual’s desire for satisfaction of higher-level needs will become.  Frustration Regression Principle – The less that higher – level needs have been satisfied, the more likely will be a renewed emphasis on previously satisfied lower-level need.

Desire for continued personal Growth development, self-esteem, and fulfillment

Interaction, affection, Relatedness love, competition

Material Objects: Existence food, water, money

178 Law Enforcement Management Theory X vs. Theory Y

McGregor believed that managers fall into two theories, and govern based on their assumptions about their employees. Theory X was that employees avoid work, must be controlled, and avoid responsibility. Theory Y is that people like to work, have internal motivators, and be self-directed and self-controlled, and that people seek responsibility. As a result, managers should act accordingly to the situation presented. After all, not all employees are self-motivated, but not all are lazy either. Management Theory X Theory Y Staff Authoritarian Liberating Repressive Developmental Tight Control Enabling No Development Empowering & Limited & Giving Depressed Responsibility Culture Staff Management

179 Law Enforcement Management Acquired Needs Theory

McClelland believed that all people have a need for power, affiliation, and achievement. What varies is the level that each person feels this need. The level to which a person feels this need determines what drives each person to act. Examples: a new Major may more keenly feel the need for power, whereas a new recruit may feel a need for achievement in his new career. A community police officer may feel a stronger need for affiliation.

Need for Power

Need for Need for Achievement Affiliation

180 Law Enforcement Management Motivation – Hygiene Theory

Herzberg believed that there were two characteristic themes: hygiene factors and motivational factors. Hygiene factors are the basics of an agency (salary, policies, et cetera). Motivation factors are the psychosocial factors that provide intrinsic satisfaction. Addressing the hygiene factors alone cannot correct satisfaction; it is simply the ‘jump off point’. Hygiene Factors

the work achievement recognition responsibility advancement growth itself

Motivation Factors

inter- company's working personal job policies & supervision salary status conditions relation- security administraton ships

181 Law Enforcement Management Operant Conditioning Theory  Based on Pavlov’s observations, operant conditioning theorists believe that if a reward from a manager follows an action by the employee, then the employee will associate the action with the reward and strive to receive more rewards by continuing the action. o Specify the desired behavior. o Use positive reinforcements to influence positive behavior. o Give immediate feedback / reward for desired behaviors. o Use a variable – ratio schedule as opposed to continuous reinforcement, such on the 3rd positive action, then the 7th, 8th, 14th, and so forth. o Determine the response level, and use shaping techniques to obtain desired behavior. o Manipulate environmental factors so that they will all reinforce the behavior. o Keep the positive reinforcement at the lowest level needed to maintain performance.

Actions Rewards

182 Law Enforcement Management Expectancy Theory  Vroom believes that the motivation to work is determined, in large measure, by what the individual believes about effort-to- performance relationships:  The levels of expectancy, instrumentality, and valence determine the level of motivation to obtain outcomes (intrinsic or extrinsic) and the choice as to how to obtain the outcome.

Low motivation = you don’t think you Work Required can do the work that’s required (low expectancy). Expectancy: how confident you

are that if you put in the effort + You don’t think you’ll get the

required you will actually reach outcome even if you do the required work (low instrumentality). the goal.

+ You don’t really want the outcome

that much (low valance for the outcome).

High motivation = you’re confident you can do the work that’s required (high expectancy). A level of + You’re confident that you’ll get the outcome if you do the work (high instrumentality). performance + You really want the outcome (high valance for the outcome).

The This should lead to: Final Instrumentality – how Outcome confident you are that

the goal really will lead to the outcome.

Valance: how much you

really want the outcome.

183 Law Enforcement Management Equity Theory  According to Adams, when the rewards do not equal the input, employees suffer cognitive dissonance, and attempt to correct the inequity. Think salary – if the officer feels as though they are paid too much, they work harder to justify the salary. If they don’t feel as though they are paid enough, they decrease their input to match the perceived inequity.

What I get from my job: pay, bonus, perks, benefits, security, recognition, interest, deveopment, reputation, praise, responsibility, enjoyment, et cetera

What I put into my job: time, effort, ability, loyalty, tolerance, flexibility, interity, commitment, reliability, heart and soul, personal sacrifice, et cetera

The scales are measured against comparable references in the market, such as other departments or jobs where the skills are transferrable.

184 Law Enforcement Management Focus on a new Generation

Police managers are not forced to face a new generation of officers, focusing on the tenants of Theory Y:  Participation – Allowing participation in shaping the mission, goals and objectives of the agency. Managers should solicit input.  Job design – Job design involves deliberate and purposeful planning in order to bring both the structural and psychosocial aspects of the activity together in one basic process.  Job enlargement – Managers inject some variety into a fairly repetitive, boring job by introducing different, yet related, kinds of tasks. For example, allow officers to investigate after a few hours.  Job enrichment – Similar to job design strategy, except focused more on self-actualization: o Remove controls while maintaining accountability. o Increasing accountability of each person. o Giving more responsibility. o Granting additional authority to some people. o Encouraging autonomy in decision-making. o Introducing new and challenging tasks. o Assigning individuals enhanced tasks to help them become experts.  Job rotation – Employees can be moved to different jobs in order to give them additional understanding.

185 Law Enforcement Management Communication

Definitions

Managerial communication involves two varieties of communication: organizational communication and interpersonal communication.  Organizational – Standard operating procedures, rules, regulations, memoranda, and policy statements.  Interpersonal – Specific message coupled with emotions, needs, and feelings of modifying and conditioning verbal messages.

Inherent Barriers in Communication

General:  Failure to listen – Listening inattentively, passively, or not at all.  Noise in communication – Interference with the message.  Misuse of language – Excessively vague, inaccurate, inflammatory, emotional.  Lack of feedback – Receiver provides no return of information. Between Groups:  Definition of disagreement between groups as win-or-lose conflict.  Attempts by a group to aggrandize its own power and emphasize its own needs.  Use of threats.  Disguise of true positions and active distortion of information.  Attempt to exploit or isolate another group.  Emphasis by a group only of the differences / superiority of its own position.

186 Law Enforcement Management Distortions:  Distorted perceptions – inaccurate perceptions of information from preconceived ideas and striving to maintain self-esteem.  Erroneous translation – Interpretation of information by receivers in ways not intended by senders.  Errors of abstraction – Transmission of excessively abstract or selective information. Under emphasis on differences in favor of similarities.  Lack of congruence – Doubtfulness or uncertainty between elements of a message and other sources of information.  Distrust of source – Failure to accept the accuracy of the message.  Jargon – Highly specialized professional or technical language.  Manipulation / withholding – Active distortion of information.

Organizational Challenges in Communication

Span of Management:  The number of subordinates reporting directly to a supervisor. The span of management increases exponentially, so no supervisor should ever directly be supervising more than 6 people at a time. Line and Staff:  The separation between the preparatory personnel and the operational personnel. Think admin staff versus police staff. The problem can arise when there is a blurred line in reference to the managerial authorities. o Line authority: Line managers are always in charge of essential activities and an issue orders down the chain of command. o Advisory authority: Staff managers can only assist and advise line managers. They run staff departments. o Functional authority: Here, the manager can issue orders down the chain of command within the very narrow limits of his authority.

187 Law Enforcement Management Dual Reporting:  Organizations that are organized under a matrix system and allow for multiple supervisors, which can lead to confusion.

Networks:  Utilizing communication networks within the organization is necessary. The four types are: o Regulatory: Transmits messages providing direction and guidance (G.O.s). o Innovative: Adapts to change and meets the needs of the community. o Integrative: Employee morale. o Informative: All other communications (newsletters et cetera). Control:  Designed to provide a manager with information regarding progress. Important functions: o Information: Information for decision making. o Motivational: Encourages commitment to organizational objectives. o Control: Clarifies duties, authority, and responsibilities. o Emotive: Expression of feeling and satisfies social need. Responsibilities  The responsibilities of a first line supervisor in reference to communication in descending order of importance are to: o Provide general feedback to subordinates as to their performance. o Prepare written employee evaluations. o Respond to employee’s inquiries regarding policy, legal questions, and decision making. o Provide direction to subordinates regarding “on the job” tasks. o Brief subordinates on new / revised policies. o Communicate subordinate’s concerns to management.

188 Law Enforcement Management Communication Structure

Sender Encoding Message Channel Decoding Receiver

Characteristics of Feedback  Until feedback occurs, communication cannot be considered two-way: o Intention – Geared toward performance; not a personal attack. o Specificity – Specific information so that they can correct. o Description – Objective terms; not a value judgment. o Usefulness – Information that the employee can use to better themselves. o Timeliness – The more immediate, the better. o Readiness – The employee must be ready to receive it. o Clarity – Must be clearly understood. o Validity – Must be reliable and valid.

189 Law Enforcement Management Formal Communications Within the Chain of Command  Downward: o Job instructions o Job rationale o Procedures o Feedback o Indoctrination  Upward: o Grievance procedure o Open-door policy o Use of email o Attitudinal feedback o Participative action o Empowerment o Ombudsperson  Horizontal: o Teamwork o Common problems o Feedback o Guidance o Conflict resolution

Informal Communications  Key conditions for the development of informal communication channels: o Greater degree of interdependence among activities, translates to greater use. o The more uncertainty about objectives, the greater the use. o Greater the time crunch, the greater the use. o The more competition, the less used they are. o The more stable the relationships, the greater the use.

The Grapevine & Rumor Mill are a reality. Try to wait out rumors, before publicly refuting them, or feeding valid information into the grapevine to refute the rumor.

190 Law Enforcement Management Improving Communication

Listening  Receive the message from the sender.  Capture the meaning based on content and non-verbal cues.  Test understanding by reflecting it back to sender.  Check whether the sender confirms or corrects your interpretation.

Survey data for current and exiting employees can provide sample information that can be used in further decision making. Without heeding the information given, however, it can backfire and lead to greater alienation.

Forces Influencing Organizational Change General Sources  External Sources: o Forces that act from outside the department that shape the way the department is run. Economic hardship, social norms, legal constraints, political climate, and public expectation can all lead to reactions within the department. Major changes can be brought about by external forces such as media pressure, commissions of inquiry, the federal government, et cetera.  Internal Sources: o Forces that act from within the department that shape the way the department is run. Conflict, administrative changes, technological changes, changes in key personnel, and labor issues can all change the workings of the department from the inside. Since change is both synergistic and cumulative, a change in one area leads to changes in others.

191 Law Enforcement Management Technological, Sociocultural, and Organizational  Technological: o A simple concept with a massive impact, technological changes revolutionize departments. The advent of handheld radios, DNA testing, use of vehicles, in-car computers, etc., have changed the way that police do business dramatically.  Sociocultural: o Profound changes in sociocultural America mirrors itself in police departments. Inclusion of women, minorities, and homosexuals is a result of the sociocultural climate. As the population becomes more diverse, and ages, so will the people who man the department.  Organizational: o As key personnel change, the ideas of what makes the department work changes with them. New leadership should focus on idealistic mantras with the following qualities: . Simple and idealistic. . Appeal to values and hopes of the members. . Address basic assumptions about what is important to the organization. . Present an attainable future grounded in present reality. . Focused enough to guide, general enough to allow for creativity.

In order for a new supervisor to immediately affect his environment, he can initiate the process:  Clarify expectations.  Use signs, symbols and ceremonies.  “Talk the talk and walk the walk.”  Communicate priorities by how you allocate rewards.  React vigorously to crises.

192 Law Enforcement Management Planned Change

Increased Need For Planned Change  Declining Resources: o Declining tax revenue periodically affects the delivery of public services. Therefore, in order to affect change, advocacy groups have been created to illustrate priority community concerns.  Increased Accountability: o Lessened availability of public resources has led to a community push for greater accountability. Plans of anticipated program effectiveness are now being required of front line supervision.  Expansion of Technology: o Greater technological resources have led to a greater dissemination of information to both the police and the public that encourages checks from the public.

Targeting Change (Areas to change)  Goals and Strategies: o Being compelled by external forces to change mentalities and models.  Technology: o Updating technology leads to a fundamental shift in status quo.  Job Design: o Jobs can be redesigned and enriched to offer greater satisfaction.  Structure: o Broaden spans of control and decentralize decision making.  People: o Membership can be changed through personnel changes, or skills changes (via training).  Winds of Change: o By decentralizing planning, even middle line supervisors are able to affect change within the department. 193 Law Enforcement Management Process (How to do it)  After the problem has been identified and analyzed, a response must be implemented. In order to do that, three steps must be completed: o Unfreezing: . Overcoming the resistance to the change. Making the status quo undesirable. o Moving: . Driving forces overcome restraining forces and a change is implemented. Generally occurs in the power vacuum created when the status quo is removed. o Refreezing: . Internalizing the change, and becoming committed to the new way. Once the change is implemented and seen as desirable, then the ideas are often ‘grandfathered’ in.

194 Law Enforcement Management Dynamics of Planned Change  Greiner’s model to explain the dynamics of planned change had 6 phases:

Management Phase 1 Pressure Desire to Act

Intervention at Focus on Internal Phase 2 the Top Problem

Determine Specific Phase 3 Problem Area Problems

Phase 4 New Solutions Commitment

Positive Experimenting Phase 5 Results?

Phase 6 Reinforcement Acceptance

Resistance to Change

Individual Organizational

•Habit •Inertia •Security •Limited Focus of Change •Fear of the Unknown •Threat to Expertise •Loss of Status •Threat to Established •Threat to Values Power

The only way to overcome these resistances is to convince the individuals, and ergo the organization that the change is in their best interest and the best interest of the organization – generally this convincing can be done in tandem.

195 Law Enforcement Management Interpersonal Conflict

The Collaboration – Aggression Continuum

Modes of interpersonal behavior can be pictured as lying along a continuum from collaboration at one end to over aggression at the other.

Collaboration Cooperation Competition Conflict Aggression

• Mutual • People • Another's loss • Joint • Attempt to assistance is coordinate is another's antagonosm, harm people high. Personal behavior in gain. Mutual blocked goals, viewed as the antagonism is order to assistance and stress cause of low accomplish and conflict objective antagonism

Types of Interpersonal Conflict  Conflict between individuals: o Two people in conflict tend to disagree with each other concerning role expectations and / or appropriate performance.  Conflict between individuals and groups: o Individuals who violate group-shared expectations are usually isolated, punished, and labeled as a deviant. When a person falls short of, or exceeds the norms established by the group, social distance is created. Job satisfaction suffers.  Conflict between groups: o As a particular group becomes more cohesive, the difference between it and other social groups tend to be accentuated. This often leads to polarization between competing groups.

196 Law Enforcement Management Conflict – Development Cycle  Latent conflict: o All the basic conditions for future conflict exist, but have not been recognized as a problem by potential adversaries.  Perceived conflict: o The cause of conflict is recognized by one or both of the parties. Some latent conflicts are never perceived as conflicts per se.  Felt conflict: o Tensions start to build between the participants. At least one of the parties begins to experience discomfort, stress, or anxiety.  Manifest conflict: o Struggle begins in earnest, and the behavior of the participants makes the existence of the conflict obvious to others. This may manifest itself in apathy, withdrawal, minimum job performance, sabotage, and open aggression.

Conflict resolution  Attempts to resolve the conflict can range from approaches that simply ignore it to confrontation and resolution in a way that all parties can achieve their goals.

Conflict aftermath  The conflict is ended by resolution or suppression. This establishes new conditions that may lead to more effective cooperation, or to a new conflict.

197 Law Enforcement Management Conflict in Formal Organization

The Traditionalists The early approach that assumed that all conflict was bad. Conflict is seen as dysfunctional, and those engaged in it were reprimanded.

The Behavioralists Began to accept that conflict is an inevitable fact of life whenever people were required to work together. The root causes of conflict were idiosyncrasies in the individuals, and resolution was sought through group cohesion.

The Interactionists The refined approach that assimilates conflict when it is beneficial and discourages it when it is harmful. View conflict as functional if it increases anxiety to the extent that the organization is forced to take steps to move forward.

Causes of Organizational Conflict  Interdependence: o There is potential for conflict whenever people or organizational groups are dependent on each other to achieve their own particular goals.  Power, Status and Culture: o When there are significant disparities in any of them. . Power – natural tendency for the acquisition of power to use to advantage. . Status – Usually when lower ranking are in greater power than usual. . Culture – Clash in beliefs, values, or motives within the organization.  Organizational Ambiguity: o If such things as jurisdictions, goals, behavioral expectations, and performance criteria are not clearly defined, spontaneous conflict can arise.

198 Law Enforcement Management  Competition for Scarce Resources: o Battle lines are drawn when there is a struggle for power to capture resources needed to achieve their goals.  Drive for Autonomy: o When superiors and subordinates do not agree on the boundaries of personal freedom.  Bifurcation of Subunit Issues: o When a subgoal of the organization as a whole is delegated as a task to an organizational subunit, they become single focused and often at odds with others in the same position, but with differing subgoals.

Dysfunctional Versus Functional Conflict  Dysfunctional Conflict: o Those that cause intolerable anxiety, disrupts healthy relationships, wastes excessive amounts of time or energy, keeps an organization from accomplishing its purpose, or leads to destructive behavior.  Functional Conflict: o Those that stimulate change, foster creativity, clarify goals, encourage individuality, enhance communication, increase energy, promote cohesiveness, and promote psychological health.

Techniques for Conflict Management  Avoidance: o Close your eyes and pretend that everything is ok.  Dominance: o Rely on your formal authority to make parties cease and desist.  Soothing: o A diplomatic plea for sensitivity and understanding.  Compromise: o Mutual trading of offers, counter offers, and concessions.

199 Law Enforcement Management  Resource Acquisition: o To diffuse a power struggle, acquire additional resources.  Superordinate Goals: o Create a high level affair that cannot be accomplished without the two opposing groups coming together.  Structural Change: o Reorganize to diffuse the source of the conflict.  Behavioral Change: o Attempt to change specific behaviors that lead to conflict.  Principled Negotiation: o Encapsulate the problem and identify mutually acceptable ways of dealing with it. Important things to remember: . Don’t bargain over positions – forced to defend it. . Being nice is not the answer – establish a collaborative context. . Separate the people from the conflict – Build trust and understanding. . Concentrate on interests – Identify where interests overlap. . Generate several options – Review possibilities before deciding. . Adopt objective criteria – Use of objective standard to add rationality.

200 Law Enforcement Management Managerial Styles and Conflict Management

Various types  Competitors (Sharks): o Self-confident, assertive, and aggressive. Driven to crush their opponents.  Avoiders (Turtles): o Remain neutral and retreat into their shells when there’s a problem.  Accommodators (Teddy Bears): o Not assertive or aggressive; they give way to conflict by folding under pressure. They go along to get along.  Compromisers (Foxes): o Put expediency before principle and seek short term solutions to long term problems. Willing make concessions to achieve consensus.  Collaborators (Owls): o Look for creative solutions to problems through the purposeful integration of divergent perspectives.

Most effective managers use all of these, depending on what the situation calls for.

201 Law Enforcement Management Problem Employees

Eventually, a manager is going to have to deal with the employee that for whatever reason (alcohol, marital problems, emotional problems, et cetera) is unable to assimilate into the group. Departments are moving towards working with these individuals as opposed to simply firing them.

Employee Assistance Programs  Managers identify and confront problems and then refer the employee to trained professionals that assist them in the source of the issue so that the problems (absenteeism, et cetera) do not become unmanageable problems. o Provide three steps of assistance: . Prevention . Intervention . Treatment  A comprehensive EAP offers the following benefits: o Increase probability of success o Increased referrals o Joint training sessions o Increased morale o Real help in response to someone’s ‘cry for help’ o Stigma reduction o Feeling of being cared for as a person o Affordable access to help

202 Law Enforcement Management The Supervisor’s Function in Organization, Administration, and Management

An organization is a structure through which people work as a group.

Administrative Functions The administrative functions of a manager can be summed up by the acronym POSDCORB – Planning, Organizing, Staffing, Directing, Coordinating, Reporting, and Budgeting.  Planning: o Working out in broad outline the things that need to be done and the methods for doing them to accomplish the purpose set for the enterprise.  Organizing: o Establishing the formal structure of authority through which work subdivisions are arranged, defined and coordinated for the defined objective.  Staffing: o Bringing in and training the staff and maintaining favorable conditions of work.  Directing: o Making decisions and embodying them in specific and general orders and instructions and serving as the leader of the enterprise.  Coordinating: o Interrelating the various parts of the work.  Reporting: o Keeping those whom the executive is responsible for informed as to what is going on, through research, records, and inspections.  Budgeting: o Fiscal planning, accounting, and control.

203 Law Enforcement Management Basic Organizational Structures

Line Organization Everyone has one supervisor:

Lieutenant

Sergeant Sergeant Sergeant

P/O P/O P/O

Functional Organization Divides supervision across specialties:

Admin Sergeant Patrol Police Lieutenant Sergeant Officers Operations Sergeant

204 Law Enforcement Management Line and Staff Organization Combination of the two:

Sergeant DDU Lieutenant Sergeant

Sergeant Major Patrol Lieutenant Sergeant

Sergeant Admin Lieutenant Sergeant

Main line authority remains intact with overlapping functional authority from the other supervisors.

Principles of Organization

Division of Work  Homogeneous work should be apportioned to the same unit.  Not only the breakdown of work, but then the recombining of these parts into a complete unit of work.  Too frequently, tasks that should be combined into one function are fragmented into several.  Assign each worker to the fewest possible kinds of tasks or operations in order to improve the quality.

Unity of Command  Organizational structure should provide channels of authority.  Every employee should be under the direct command of but one supervisor.  “Jumping command” will only cause friction.

205 Law Enforcement Management Span of Control  Ideally 3 – 5 subordinates per supervisor at the top but my increase towards the bottom; keep as small as possible.  Subordinates needs to be in close control, as distance or reach increases supervision decreases.  The more skilled and reliable the worker the larger the span of control may extend and vice versa.  Similarity of task, if the task that the subordinates are performing is similar, then the span of control can be wider, as the manager can supervise them all at the same time. However, of course the capability of the supervisor has to also be taken into consideration.

Leadership

Development and Resistance to Training

 Development – Leaders are made, not born: o Makes people want to follow them. o Bars / stripes do not automatically make someone a leader. o Habits and emotions need to be controlled to give an air of poise and self-confidence. o Deal with problems head on, and do not sidestep issues.  Resistance – Some prefer the traditional way – ‘I lead, you follow’: o Want to maintain status quo of leadership. o May resist because of the intangible nature of the principles. o Want to supervise as they have been supervised.

206 Law Enforcement Management Types of Leaders

 Autocratic – highly authoritative. o He makes decisions and expects them to be carried out via fear of repercussions. No one is ever unclear that he is the boss, and so they know exactly where they stand. He is often thought of as a tyrant. Good in high stress situations.  Democratic – seeks ideas from subordinates. o He uses little authority because he encourages participation to get the job done. He increases their commitment to the goals of the organization by making them a part of it. Not only popular, but respected.  Free Rein – minimizes control. o He lets subordinates do whatever they want. He is permissive and does not want to interfere with how people operate on their own. Develops feelings of insecurity amongst the ranks.

Situational Leadership

Readiness Style #4 Readiness Style #2 • Delegation of tasks to willing • Cajoling to the extent of and able subordinates presenting the best interest of everyone to induce willingness

Readiness Style #3 Readiness Style #1 • Praising for effort, • Informative, cooperative, but cooperative and instructive to also commanding and assist in bettering style to encouraging to increase increase ability ability while also increase willingness

Choosing a leadership style will depend on the situation. A positive command presence brought about by training, poise, and self-control will assist in conveying an image of leadership regardless of the style chosen for any given situation.

207 Law Enforcement Management Elements of Leadership

 Discipline: o A high level of discipline is the best mark of good leadership.  Ethics: o True leadership demands a higher moral obligation as an example.  Common Sense: o Guided by regulations, good judgment in using them.  Psychology: o Only via training and experience can leaders navigate.

Motivation is best obtained via positive reinforcement that satiates the individual needs of employees. Negative reinforcement should be avoided when possible. What’s good for the goose is not always good for the gander, because people are different and individual needs are different, so motivating people must be on a case by case basis. Commendations are a popular motivating factor, because recognition for a job well done is a highly motivating asset.

208 Law Enforcement Management Leadership Characteristics

 Friendliness – Not being in the doldrums is helpful.  Enthusiasm – Zeal to do the right thing and get the job done.  Ambition – When controlled is a good example setter.  Physical energy – A lot of energy and a high tolerance for frustration.  Moral integrity – He knows what he wants to do, has goals, and purpose.  Intelligence – Sense of imagination, humor, and objectivity.  Technical skill – A mastery of the job he’s supervising.  Faith – Confidence in himself and his subordinates.  Verbal aptitude – The ability to competently communicate professionally.  Courtesy – Politeness and civility must be practiced at all times.  Modesty – His accomplishments will attest to his success – not bragging.

The ability to take desirable traits and to synthesize them with one’s own individual style is the hallmark of a successful leader.

Human Relations and Leadership

Manner of a Leader

 Body language, physical bearing, and tension give away the thoughts of an individual.  Calm and controlled mannerisms breed confidence.  Frequent indications of the contrary are an indication of a lack of self-control.  Indifference is often as out of place as emotion though.

209 Law Enforcement Management Language of a Leader

 Should be unaffected, positive, and direct, not uncertain, apologetic, or indecisive.  No sarcasm or profanity.  Language expressing finality should only be used in final cases.  Do not talk over people’s heads.

Commendations and Criticism

 Commend in public – criticize in private.  Only give when credit is due to maintain legitimacy.  Be specific and encouraging.  Commend people as quickly as possible.  Mind language, and be constructive when criticizing (soft is better than hard).

Giving Orders

 Language is important, and in the case of unpopular orders, very important. Persuasion is better than coercion.

Direct Commands

 When immediate action is needed.  Can help when someone does not respond to implied orders.  Must be simple and direct.  “Put him in cuffs NOW”.

Requests

 Employees may resent an authoritarian, dictatorial method.  Requests are orders without having to be commanded.  Must follow-up.  “Would you do the follow-up?”

210 Law Enforcement Management Implied

 Allow for latitude when time is not a factor.  Should only be used with experienced and capable employees.  “Let me know how you handle it”.

Requests for Volunteers

 Should be reserved for those dangerous or disagreeable tasks that a supervisor should not do.  Not a way to shed responsibility.  “Who wants to be the decoy on the robbery initiative?”

Methods of Communication

 Verbal is good for simple tasks.  Written is preferred for more complex tasks.

Follow Up

 Without a follow-up delegation is surrendering power.  Tasks should be required to be completed on time.  Deadlines must be maintained.

Other Considerations

 Drawing of Conclusions: o Upon noting behavior that needs to be modified, a supervisor should not base his conclusions as to how to address the situation on snap judgments.

211 Law Enforcement Management  Moderation in Supervision: o Over supervision is the most common source of supervisory failure. It demonstrates a lack of confidence in subordinates and causes a loss of respect for the supervision. Obviously, praise can be given when praise is due, but it should be out of a competent completion of a task, not because the supervisor was overseeing every aspect of the situation.  Fraternization: o Friendships do not have to be ended, but recognition that they are changed is required. Decisions based on friendships, and preferential treatment must be avoided. Respect for the position must be maintained.  Example Setting: o The standard of conduct that is set by the supervisor is the highest level by which he may judge subordinates.  Women Supervisors: o While the prejudgment of women supervisors is unfair, it exists. The best solution is preparation, competency in the job, and remaining above reproach in conduct.  Minority Employees: o The perception of unfairness, even if it is incorrect, will undermine the supervisor’s effectiveness and must be avoided. Some examples of gender bias / harassment are unjust favoritism, improper advances, discourteous language, and deprivation of entitlements, unfair evaluations, and demotions, deprivation of merit salary increases, discharges, reductions, and hostile working environment issues.

212 Law Enforcement Management Leadership Failure

 Selfishness, suspicion, envy, failure to give credit, hypercriticism, and arbitrariness.  Use of a flawed leadership technique.  Often an illustration of the organization’s failure to train its supervisors.  Simple promotion does not guarantee success as a leader.

Qualities of a Community Policing Supervisor

 Allows subordinates freedom.  Insists on accurate analyses.  Grants flexibility in schedules when needed.  Allows subordinates to make contacts directly and assists when they need it.  Protects subordinates from internal pressure to revert to traditional methods.  Secure resources.  Knowing what problems their working on.  Knowing posts and who’s important in it.  Coaching and helping them manage time.  Monitoring progress.  Supporting during times of failure.  Maintaining long term goals.  Giving credit to subordinates.  Allowing subordinates to talk about their programs to outsiders.  Identifying new resources for subordinates.  Stressing cooperation within unit.  Coordinating efforts across shifts and posts.  Realizing that the new model cannot be ordered – employees must believe in it.

213 Law Enforcement Management Community Policing for Security

 Decentralization of police provides a faster response.  Decentralization allows for faster communication.  With more authority, police become better ‘first responders’.  Fixed posts allow for officers to identify security risks.  Police are more trusted.  Freed from incessant calls for service and can investigate instead.

214 Law Enforcement Management The Importance of Training

Benefits ofTraining Benefits

Higher Morale Less Job Stress Low Morale Greater Esprit De Corps

Waste Lessened Need for Discipline Frustration Crime Suppression

Preventable Errors Public Support and Liability Confidence Fewer Errors

Better Decision Making Costs Costs Not of Training

Responsibility

 Simple exposure to training is not enough.  Systematic and planned training in efficient settings (roll call, field, or classroom) is required for learning.  Supervisor must study techniques of teaching, as well as the subject matter.  “The major porting of the responsibility rests on the individual instructor.”

215 Law Enforcement Management Principles of Learning

 Principle of Readiness: o When conditions in the learner’s environment establish an attitude favorable to learning; he is in a state of readiness to learn. This must focus on why a student should learn and early success in the material to instill self-confidence and motivation.  Principle of Repetition: o Repeated use of what is learned strengthens the learner’s performance; failure to use what is learned weakens performance. Think of the range: unconscious competency through repetition.  Principle of Primacy: o Things learned first create a strong impression in the mind that is difficult to erase. Therefore, negative teaching experiences can taint the hope for future instruction.  Principle of Regency (Recent): o Information acquired last is usually remembered best. Frequent reviews and summarization coupled with repetition conditions what needs to be learned.  Principle of Intensity: o The more intense the matter taught, the greater likelihood that it will be retained. Reality based training is based on this principle.

Learning Process Variables

 Learning Rate: o Experience, mental capacity, and environmental surroundings may influence how quickly people learn and retain information. Therefore, instructors must be able to recognize the necessity to adapt, in order to instill confidence so that all learners are in the best and most ready state to learn.

216 Law Enforcement Management  Adult Learner Differences: o Adults bring greater life experiences so they are more self-directed learners. Four noted differences between children and adult learners are: . More attention should be given to environment. . Adults can be helped to diagnose personal learning needs. . Adults can be involved in planning and conducting learning. . Adult learners can evaluate their own progress towards goals.  Motivation: o The degree of motivation by the teacher has a direct bearing on the student’s learning. A major spur is the recognition by the student that his personal growth is a direct result of his efforts.  Interest: o Interest the instructor generates plays an essential role. He must hold the student’s attention since attention precedes effective learning.  Learning Patterns: o Definite pattern in the learning process: . Ready state of mind to learning. . Recognition of the value of the training. . Gains satisfaction from learning the material. . Feelings of success. o When these conditions are met, the student learns much more quickly than otherwise. Sequential learning of a total principle is generally best, but complicated procedures may not work. Problem- based learning works too – think simulations.

217 Law Enforcement Management Proportionate Need

Field operations that are not fixed (desk, wagon, etc.) are generally distributed by a proportionate need that is calculated empirically by measurable factors:

Selection of Factors

1) Part I offenses 2) Part II offenses 3) Selected major offenses 4) Misdemeanor arrests 5) Felony arrests 6) Juvenile offenders 7) Geographic area / street mileage 8) Calls for service (CFS) 9) Time spent handling CFS 10) Population 11) Population density (res.) 12) Population density (work) 13) Property loss from crime 14) Autos stolen 15) Autos recovered 16) Number of police hazards 17) Number of public gathering places 18) Number of auto accidents 19) Number of ex-felons 20) Citations issued

Herein lays the element of subjectivity since the selection of factors that reflect the nature of the police problem is, in large part, a matter of opinion.

218 Law Enforcement Management Weighing of Factors / Collection of Data

Once the factors that are going to be used are selected, it is then necessary to weigh each one as it pertains to the police problem. For instance, if robberies and citations issued are two of the factors that are going to be used, then robberies can be given a weight of 3 and an issued citation can be given the weight of 1 to account for the differences in the allocated resources. Data in reference to the factors can be obtained via statistical data and should take into account day, time, and area.

Example: Note that police need doubles from Sunday to Saturday Selected Radio Felony Property Misdemeanor Overall Crimes Calls Arrests Loss Arrests Average (x3) (x2) (x2) (x1) (x1) Sunday 27 16 18 22.8 13.4 10.8 Monday 33.3 17.1 21.6 16 16.4 11.6 Tuesday 42 18 19.3 15 14.6 12.1 Wednesday 51.6 26 23.4 6 14.5 13.5 Thursday 37.1 35.5 26 12 22.6 14.8 Friday 54 42 41 10.3 12 17.7 Saturday 55 45.4 50.7 17.9 6.5 19.5 Totals 300 200 200 100 100 100 Determination of Shift Hours

The goal is to find the 8 hour period that provides the lowest adjusted total shift deviation (ATSD). This is found by multiplying the total percentage deviation from the average hourly need by the total percentage of the need per shift.

 Total percentage of the need per shift. o The sum of the shift’s hourly need across 8 hours.  Total percentage deviation from the hourly need. o The absolute value of the difference between the actual hourly need and the average hourly need for each hour.

219 Law Enforcement Management For instance, if a manager was attempting to determine whether the evening shift should be 1600-2400 or 1800-0200, he would determine the ATSD of both shifts and then choose the lower of the two for the greatest efficiency.

Hourly Need Deviation from 1600-2400 hrs. (previously Average Hourly calculated) Need 1600-1700 hrs. 2 5-2= 3 1700-1800 hrs. 2 5-2= 3 1800-1900 hrs. 4 5-4= 1 1900-2000 hrs. 5 5-5= 0 2000-2100 hrs. 5 5-5= 0 2100-2200 hrs. 6 5-6= 1 2200-2300 hrs. 8 5-7= 3 2300-2400 hrs. 8 5-8= 3 Total Need 40 Average % of 5

hourly need (40/8 hrs.) Total percentage 14 deviation from (% as whole average hourly number = .14) need Adjusted total ATSD = 5.6

shift deviation (.14x40)

220 Law Enforcement Management Hourly Need Deviation from 1800-0200 hrs. (previously Average Hourly calculated) Need 1600-1700 hrs. 4 6-4= 2 1700-1800 hrs. 5 6-5= 1 1800-1900 hrs. 5 6-5= 1 1900-2000 hrs. 6 6-6= 0 2000-2100 hrs. 8 6-8= 2 2100-2200 hrs. 8 6-8= 2 2200-2300 hrs. 6 6-6= 0 2300-2400 hrs. 6 6-6= 0 Total Need 48 Average % of 6

hourly need (48/8 hrs.) Total percentage 8 deviation from (% as whole average hourly number = .08) need Adjusted total ATSD = 3.8

shift deviation (.08x48) *Based on the above tabulations, the 1800-0200 shift is more efficient*

Overlapping Shifts

 Rationale: o Inordinately high workloads may require overlapping shifts at certain peak hours of police activity. In this case, a four-ten schedule may work best to supplement. The same ATSD calculations can be used as applied to 24 hour periods, with care to not use the same statistics twice.

Problems

 Managers must be careful to not have too many cars working the same area, lest responsibility become shoddy. Therefore, it is more desirable to use an increased number of smaller posts within the designated area as opposed to more cars in one post to ensure responsibility.

221 Law Enforcement Management  Relief Factor: o The percentage of the year that an officer actually works (minus H-Days, V-Days, sick days, in service, et cetera).

Assignments by Day of Week

Considering, as illustrated by the first table in this chapter, police services are not needed the same for each day, it is necessary to determine when officers are needed to work. A flat method (same number of police working everyday) is wasteful, so with the relief factor accounted for it is possible to distribute officers with each day in mind.

Example of determining a relief factor:

 365 total days of the year: o Subtract 104 H-Days. o Subtract 21 V-Days. o Subtract 10 Holidays.

=230 Days that the officer is available to work.

365/230 = .6 – relief factor.

Overall On-Duty Off-Duty Average Sunday 10.8 8 8 Monday 11.6 8 8 Tuesday 12.1 9 7 Wednesday 13.5 9 7 Thursday 14.8 10 6 Friday 17.7 12 4 Saturday 19.5 14 2 Total 100 70 42

222 Law Enforcement Management Car Plans

 The actual posts then need to be devised, according to need.  Generally, factors such as population density and need for police services are inherent in these decisions.  Separate car plans must be established for each shift to equalize workload.  The boundaries may be different for a day work plan than on the midnight shift to accommodate for workload shifts.  Sometimes physical factors affect car plans.

Using the last table, Monday would use an 8 car plan and Thursday would use a 10 car plan. Boundaries would have to be adjusted accordingly.

Deployment of Field Forces

Basic Procedures

Communication of Field Intelligence  Nature of the incident  Type and size of the incident  Location of the incident  Potential effect of incident  Unusual circumstances present  Need for evacuation  Anti-looting measures  Need for outside perimeter  Personnel needs  Need for inside perimeter  Command Post location  Emergency equipment routes  Equipment needed  Number of persons injured / dead  Ambulances / hospitals needed  Other (K-9, EVU, etc.) 223 Law Enforcement Management Establishment of Command Post  Should be easily identifiable on maps, upwind, near the incident, but out of line of fire, et cetera. This is the staging area for personnel and equipment, so it should also be near a power supply, and easily accessible. Incident Command System  A command and control system for unusual occurrences that allows for multi-agency or multi-jurisdictional responses. Provides a common language for all responding agencies and is a comprehensive model for all aspects of response to large- scale emergencies. Reconnaissance  As they become available, several officers should be assigned to watch the affected area for updated field intelligence. Foxtrot can also be used. Logistics Aide and Press Relations  Supervisor should appoint an aide for the purpose of basic logistics. Communications with HQ, a crime scene log, supply dispersing, and mapping can all be done by an aide. Relations with the media can be appointed to a specific aide.

Specific Situations

Barricaded Persons (General Considerations)

 May take a hostage to increase negotiating power.  Operate delaying tactics.  Generally, no negotiations.  Do not allow the suspect to leave with the hostage.  Generally, direct assault tactics are least effective.

224 Law Enforcement Management Operating Procedures in Barricaded Suspect Cases

 Preliminary Operations: o Secure the Premises – Posted at the front and rear to prevent escape. o Set up the Command Post. o Attend to injured persons. o Set up Communications. o Add personnel support – Additional units, etc. o Obtain special equipment. o Set-Up Staging area – Locate a secondary area for equipment and officer morale. o Identify officers as they report. o Perform evacuations. o Obtain field intelligence. o Communicate with suspect.  Negotiations: o Buys time to develop alternative plans, and suspect may develop empathy for hostage. o If there is no negotiator, then supervisor must talk – preferably by telephone. o Conversations should be carried out in positive terms. o All things are negotiable, except for weapons, but negotiator must clear all decisions with a higher up to buy more time. o Snipers should be the secondary mode of neutralization.  Rational Suspects: o Attempt to point out futility of actions. o No escape, and prevent getting hurt. o Family members must not negotiate – just communicate. o Never allowed to enter premises.

225 Law Enforcement Management  Emotionally Disturbed: o Reassured that everything will be done to help. o Calm, patient attitude in communications. o Every effort should be made to convince him to give up. o Talk to buy time.  Assault Tactics: o When all else fails, assault may be needed. o Snipers needed for cover. o Diversionary tactics to divert attention from assault. o Gas can be used to divert attention from hostage. o Simultaneous entry and securing should take place.  Active Shooter: o Patrol must enter and attempt to neutralize or isolate shooter(s) until SWAT arrives. o Even when suspect is down, should not assume there are no more. o If suspect surrenders, he comes to the officers who are behind cover, hands up and the officers can cover the search from behind their safe positions.

Minor Unlawful Assemblies

 Communicate with HQ, get additional units, and set staging area with a few officers to guard cars and equipment.  Announce to disperse loudly and clearly.  Assemble officers together with batons.  Should arrests be necessary, secure suspects and move to the rear.  Communication of neutralization communicated to HQ and report made, with follow up.

226 Law Enforcement Management Major Disturbances

 Communications: o Detailed communications with HQ with the extent of the situation, logistical support requested, and command post set up.  Field Tactics: o Focus on the dispersal of the group and arrest of leaders, if necessary. Do not get involved in small fights. Always allow the group a way to escape. Do not allow officers to be flanked. Push from residential and business areas.  Force: o Use only the amount that is necessary to disperse the crowd.  Arrests: o Most productive towards leaders of group. Remove the suspects immediately from the scene.  Chemical Agents: o Consider wind, what direction the crowd should disperse, exposure to innocents.  Hostile Snipers: o A few officers should be assigned to observation posts to communicate hazards.  Limited Withdrawal: o Should only be used in extreme circumstances as it generally leads to greater violence and chaos, so only to be used in extreme safety situations. Only until there are adequate personnel, then second attack.  Follow- Up: o Need to prevent reformation of mob. o Control personnel in affected area.

227 Law Enforcement Management Labor Disputes

 Maintain impersonal attitude towards the dispute.  Avoid fraternizing with either side of the dispute.  Do not display special weapons in a threatening manner.  Meet with representatives to ensure lawfulness of the protest.  Control lawfulness with firm, but temperate tactics.  Actions justifying arrests can be handled as such, but maintain the mission – don’t get pulled into nonsensical action.

Disaster Control

 Field intelligence must be received and sent to HQ.  Command post setup, additional units, and disaster control plan initiated.  Logistical matters turned over to aide.  Evacuation should be balanced between threat to life, and over caution.  Rescue should be carried out by trained personnel except in exigent circumstances.

Chemical, Biological and Radiological Attack

 Indicators of Chemical Attack: o Large sick cases call volume. o Similar illness. o Same geographic area for sick cases. o Symptoms indicative of chemical agent exposure. o Report of explosion with minimal structural damage. o Unexplained liquids. o Unusual odors. o Spray. o Suspicious devices or packages. o Unexplained dead wildlife. o Discarded masks / gloves.

228 Law Enforcement Management o On-Scene Indicators: . Multiple casualties – same signs or symptoms. . No injuries – just sick. . Widely dispersed casualties. . Unusual liquid. . Unusual odors. . Immediate loss of communication with officers on scene. . Officers reporting signs of chemical agents. . Sick cases as opposed to injuries.  Indicators of Biological Attack: o Mist or powder – no immediate effect. o Unscheduled spraying – not pesticides. o Abandoned sprayers, protective suits, lab equipment. o Presence of unusual biting insects. o Observation of dying animals from a variety of species. o Unexplained outbreak of respiratory illness.  Indicators of Radiological Attack: o Unusual number of sick or dying people. o Unusual metal debris. o Radiation symbols. o Heat-emitting material. o Glowing material or particles. o Placards associated with radiological incidents. o Geiger counters. o Written / verbal threats.

229 Law Enforcement Management Aircraft Crashes

Bomb Threats

 Field intelligence must be received and sent to HQ.  Command post setup, additional units, and disaster control plan initiated.  Logistical matters turned over to aide.  Evacuation is the responsibility of the manager / principal.  Avoid standard fire drill procedures.  Traffic may need to be diverted.  People making search should be evacuated if the bomb has a specific time to be exploded.  Search with K9 or other specialized units.  DO NOT say that a building is safe if no bomb is found.  Only specialized units are allowed to touch bomb if there is one.

230 Law Enforcement Management Major Fires

 Field intelligence must be received and sent to HQ.  Initiate a plan for command post setup, additional units, and disaster control.  Delegate logistical matters to a trusted supervisor.  Once notifications are made, the residents make their own decisions about whether or not to leave. Unless they are handicapped in some way.  Anti-looting patrols after the fact as a follow up.

Lost Children

 Broadcast a detailed description to all units in the area.  Initial search of the immediate area – careful to look everywhere.  Widespread search should be detailed and planned – with units assigned to specific areas.  Residential can be assigned block by block and communicated with command post.  Open area searches should be a line search and plotted on a surveyor’s map.

Wanted Persons

 Either an inward or outward search of the area – either close in on suspect, or push him to waiting perimeter units.  Motorized units must be made aware of any fleeing in a car.  Buildings should be searched from top to bottom to ensure that suspect does not become dangerous as he goes up, or flee to a different building.

231 Law Enforcement Management Homeland Security Initiatives

 Advisories: o Contain actionable information about an incident involving a threat or targeting critical national networks, infrastructures, or assets.  Bulletins: o Information of interest, but not at the threat level of advisories.  Color-coded threat level: o Communicated with public safety officials and the public at large through a color-coded threat system to attempt to protect against the impact of an attack.  Specific Threat; o Advise all staff (up-line). o Notify site security. o Assess the threat. o Share all relevant data and info. o Consider increasing uniform presence. o Assign frequent inspections of targeted site. o Order additional staff or hold shifts over, as needed. o Locate contingency plans. o Request input from employees. o Give assignments based on GO. o Monitor employees assigned to specific activities. o Deploy specialized units. o Issue appropriate equipment. o Notify or alert other emergency personnel (Office of Emergency Management). o Maintain contact with advising agency. o Provide updates to all employees. o Document.

232 Law Enforcement Management  Non Specific Threat: o Advise all staff (up-line). o Review high value targets in area. o Notify high value / risk security staff. o Develop contingency plans. o Give assignments based on GO. o Consider increasing uniform presence. o Assign frequent inspections of high risk sites. o Monitor employees assigned to specific activities. o Issue appropriate equipment. o Put specialized units on standby. o Notify or alert other emergency personnel (Office of Emergency Management). o Provide updates to all employees. o Document.

Multicultural Communities

General Principles

 The melting pot has always been, essentially, a myth.  Mosaic is a better description – all contributing, but not necessarily blending.  First generations of immigrants generally face opposition due to a lack of common culture.  Every new group seems to be faced with suspicion, and even hostility.

Diverse Society

 For the purposes of censuses, it is difficult to define people – very mixed.  Not a matter of black and white anymore.  There is no limit to the number of racial categories that could develop.

233 Law Enforcement Management There has been a huge shift in racial makeup from 1990 – 2000. If the shift continues, the non-Hispanic white population will decline to 53%. In 2050, 25% of the population will be of Hispanic origin. In California, minorities have already begun to become the majority.

Immigrants

 Anti-immigrant sentiment exists, despite the lack of basis for it.  Especially in times of recession, it is said by some that jobs are being taken from ‘real Americans’.  Particularly when officers are under pressure, true attitudes become apparent.  Officers must be aware of ‘racial flashpoints’, and while officers are not expected to solve the world’s problems, they may have to act as cultural mediators.

Europe, while often lumped together as an origin contains 4 separate regions (North, South, East, and West) all with their own customs, languages, and social norms. Same goes for Africa and Asia for that matter. Not all Europeans act alike and neither do all Africans and all Asians.

Undocumented Immigrants

 Most people think of Latino immigrants, because of the high level of undocumented immigrants in California and Florida.  Some undocumented immigrants are seeking asylum.  Often lack official identification and other documentation.  Often present difficulties because they do not want to raise suspicion with authorities, and do not want to report crimes, et cetera.

234 Law Enforcement Management Immigrant Women – Domestic Violence

 May suffer higher rates because of cultural acceptance in their home country.  If not a legal resident, or status rests on her partner, then she is culturally isolated between needing to stay in the country and being abused.  Distrust of legal system, cultural and language barriers, fear of deportation.  A battered woman may not understand that she can tell a story in court, believe that men / money have power.

Cultural practices from other regions may be acceptable there, but illegal in the United States. While this is not a defense in the case of illegal activity, it benefits police to attempt to understand cultural context and what is considered ‘normal’ in a foreign culture, so that they better understand how to treat witnesses, victims, and suspects.

Culture – beliefs, values, patters of thinking, behavior, and everyday customs.

Ethnocentrism – seeing and judging all other cultures from one’s own perspective.

Dimensions of Diversity

 Primary Dimensions of Diversity: o Age o Ethnicity o Gender o Mental / physical abilities o Race o Sexual Orientation

235 Law Enforcement Management  Secondary Dimensions of Diversity: o Communication style o Education o Family Status o Military experience o Organization role / level o Religion o First language o Geographic location o Income o Work experience o Work style o Others

Sexual Age Orientation

Ethnic Gender Heritage

Mental / Race Physical Abilities

Models such as a diversity wheel illustrate the levels of the primary and secondary dimensions of diversity. Primary is the core, and Secondary forms a periphery.

236 Law Enforcement Management Prejudice

 Prejudice: o Is a judgment or opinion formed before facts are known, usually involving negative or unfavorable thoughts about groups of people – often subconsciously.  Stereotypes: o Shortsighted way of thinking about people who are different.  Character Conditioned Prejudice: o Found often in people who have been mistreated themselves, they tend to mistrust and oppress others. Simply hate all other ways of life.  ‘Normal’ Socialized Prejudice: o Pattern of prejudice within a group of people, and the ‘normal’ person within the group adapts to the pattern. Think of being raised with bloods and hating crips but with no real justification as to why.

People Most Likely to be Prejudiced

 Older People  Less Educated People  Unskilled / Semiskilled Workers  Residents of Rural areas  Uninterested in Civic Affairs  Low Socioeconomic Status

Police must be introspective when it comes to prejudice. Actions become inherent, such as racial profiling, et cetera. The only hope is for strong mandating and peer influence to overcome prejudice actions.

Community Based Policing

Encourages unconventional and creative ways of dealing with community problems, and allows for a change in the image of the ‘traditional’ police officer. 237 Law Enforcement Management Commonalities and Perspectives

 Deployment Perspective: o Placing officers in closer proximity to members of the community and thereby improving their knowledge of the area.  Community Revitalization: o Focusing on preventing deterioration of neighborhoods by police paying closer attention to fear-inducing characteristics of neighborhoods.  Problem Solving: o Maintaining that the most critical element of community policing is the problem solving efforts in which the police and communities participate.  Customer: o Proactive mechanisms for determining the needs of the public – surveys and community advisory groups.  Legitimacy: o Striving, via community policing, for officers to be more equitable in their relationships with minority community.

238 Law Enforcement Management Eight Tips for Improving Enforcement in Multicultural Communities

 Make positive contact with community groups from diverse backgrounds.  Allow the public to see you as much as possible in a non- enforcement role.  Make a conscious effort to treat all segments of society objectively and fairly.  Remember that all groups have some bad, some average, and some good people.  Go out of your way to be friendly with minority group members.  Do not appear uncomfortable discussing racial and ethnic issues with other officers.  Take responsibility for patiently educating citizens and the public about the role of law enforcement and “police culture.”  Do not be afraid to be a cross cultural agent within your department.  Remember the history of police with minority groups and strive to be the future – not the past.

239 Law Enforcement Management Multicultural Law Enforcement and Terrorism

Terrorism

Definitions

 Terrorism: o A violent act or an act dangerous to human life, in violation of the criminal laws of the United States or any segment to intimidate or coerce a government, the civilian population, or any segment thereof, in furtherance of political, social, or ideological objectives.  Domestic Terrorism: o Groups or individuals whose terrorist activities are directed at elements of our government, organizations, or population without foreign direction.  International Terrorism: o Groups or individuals whose terrorist activities are foreign-based and / or directed by countries or groups outside the United States or whose activities transcend national boundaries.  WMD (Weapons of Mass Destruction): o Nuclear weapons. o Biological weapons. o Chemical weapons. o The subcategories of WMD include activities that may be labeled as “agro terrorism”, which is harm to our food supplies, and “cyber terrorism”, which is harming telecommunications.  B-NICE Incident: o An acronym for any terrorist incident involving biological, nuclear, incendiary, or chemical and / or explosive weapons of mass destruction.

240 Law Enforcement Management Myths and Stereotypes about Terrorists

 Arab and Middle Eastern nationality or Muslim religious background: o Even though al-Qaeda is popularized via 9/11, terrorists come from all nations and backgrounds. Tim McVeigh is a perfect example of a white, middle class, male who would not fit the current, stereotypical profile.  Insane and or behave like automatons: o Terrorists are generally not insane but quite rational, intelligent, decisive, and clear thinking. Their dedication may seem insane, but they are rationally acting.  Not as skillful as law enforcement: o While all may have different backgrounds, many are military trained and / or quazi-militarily trained. Skill level can only be determined via intelligence – not stereotypes or assumptions.

Facts

 Anyone could be a terrorist: o Nationality is not important, and stereotypes involving gender, intelligence, or age can all prove to be false.  Terrorists can be motivated, skilled, and capable: o Dismissing them as ‘scum’ can be detrimental. Prior to the Oklahoma City bombing, some agencies thought that domestic terrorists were just a nuisance, and no real threat.  Observe street level behavior: o Without appropriate intelligence, it is impossible to interpret street-level behavior, but racial profiling can blind officers to suspicious activities.

241 Law Enforcement Management  Analyze and utilize intelligence and other information: o Not only official sources, but also knowledge, relationships, and networks developed within the local multicultural communities.  Setting of an event may be significant (time and place): o The better officers know the community and cultural importance, the better they know when things may happen (9/11 will always be heightened awareness).  Occupancy, location, and/or purpose of target: o Controversial businesses (abortion clinics). o Public buildings with large numbers of people (mass casualties). o Infrastructure systems and services (water treatment, mass transit).

First Response Challenge

 Time: o Spend as little time as possible in the hazard area.  Distance: o Make as much distance as possible, allows for safety, evacuations, etc.  Shielding: o Essentially, make sure you’re behind cover.

Response Strategies

Ideally, attacks would be able to be prevented via “profiling.” This is behavioral profiling that recognizes potential threats.

Four key activities need to be simultaneously implemented and coordinated.

 Initial Considerations and Assessments: o Must accurately and efficiently evaluate the incident area and determine the severity of the danger.

242 Law Enforcement Management  Perimeter Control: o Must use their GOs for establishing and maintaining perimeter control for “stand-off” distances and for work zones (Oklahoma City was 20 blocks).  Public Safety and Protection Considerations: o Options are (1) evacuation, (2) protection-in-place for all (3) combination of the two. Decisions made on the basis of: . Degree and severity. . Number of individuals. . Logistical resources. . Notification and instructional resources. . Route security. . Opportunity. . Special needs.  Crime Scene Security Considerations – Depending on the scene, the incident commander may not be from the police department, so clear command structures must be established. Conventional law enforcement should be used for; o Controlling access points. o Organizing evacuation / stay-in-place efforts. o Isolating unstable conditions. o Preserving crime scenes. o Establishing contamination reduction corridors and areas. o Maintaining security and site control.

FBI is in charge of crisis management involving terrorist attacks and WMDs. FEMA is in charge of recovery and consequence management. FBI coordinates closely with the local law enforcement to ensure law and order is maintained.

243 Law Enforcement Management Multijurisdictional Action

 Preparation and Planning.  Cost and deployment.  Access to intelligence and information databases.  Multijurisdictional training and rehearsal.

In order to prevent incidents, strong community networks are critical. This allows for a flow of credible information. Multicultural media sources should be a part of this, as it allows for a more direct link to a larger variety of people.

Key Issues in Law Enforcement

 False tips from informants – waste of resources.  Training to heighten awareness – bringing the issue to local enforcement.  Extension of community policing – being the “eyes and ears.”

244 Law Enforcement Management Multicultural Law Enforcement in Homeland Security and Disaster Preparedness

DHS (Department of Homeland Security)

 Incorporated the roles of 22 federal agencies and 170,000 employees.  Focused largely on counter terrorism.  Brought local law enforcement to the foreground in counterterrorism.

Strategic Plan

 Awareness: o Identify and understand threats, assess vulnerabilities, determine potential impacts, and disseminate timely information.  Prevention: o Detect, deter, and mitigate threats.  Protection: o Safeguard our people and their freedoms, critical infrastructure property, and the economy of our nation from acts of terrorism, natural disaster, and other emergencies.  Response: o Lead, manage, and coordinate the national response to acts of terrorism, natural disasters, or other emergencies.  Recovery: o Lead national, state, local, and private sector efforts to restore services and rebuild communities after acts of terrorism, natural disasters, or other emergencies.  Service: o Serve the public effectively by facilitating lawful trade, travel, and immigration.

245 Law Enforcement Management  Organizational Excellence: o Value our most important resource, our people. Create a culture that promotes a common identity, innovation, mutual respect, accountability, and teamwork to achieve efficiency, effectiveness, and operational synergies.

Ensuring Multicultural Considerations

 Contact with community leaders.  Utilize a communication plan.  Clearly define and spell out the implications for participation in the data gathering process.  Utilize law enforcement personnel and translator / interpreters from the same or similar multicultural communities.

It is difficult to define local law enforcement’s goal when they gain intelligence. Most suspected terrorists do not do anything illegal until they commit an act of terrorism. The paradigm for enforcement is still developing.

Issues with Border Security

 Racial Profiling: o Border patrol agents cannot single individuals out simply based on race. Aside from federal law, it is impractical, considering terrorists cannot be summed up by one race or ethnic background.

246 Law Enforcement Management  Working with ICE: o Although local jurisdictions can work with ICE to identify illegal immigrants, it is not the police’s job to deport people. Therefore, it is best to not get involved with immigration status. Policies for dealing with ICE need to be well structured as to not distort law enforcement’s mission: . Develop departmental policies for ICE. . Maintain contact with community leaders. . Utilize a communication plan. . Clearly define the implications for contact with law enforcement and possible reporting to ICE. . Train all personnel on policies regarding ICE. . Utilize translators and officers from same background. . Ensure community outreach services. . Provide real-time information and referral to community-based advocacy services.

 Major Cities Chief’s guidelines for working with ICE: o ICE should first secure the borders. o ICE should enforce laws pertaining to hiring illegal aliens. o ICE should consult with local police before making policies that involve local law enforcement’s role in immigration. o Any initiative to involve local police should be voluntary. o Any initiative should be incentive based. o Current funding should be kept, regardless of initiative. o Jurisdictional issues should be clearly defined. o Removal of immigration detainers from NCIC. o Continuing enforcement of criminal regardless of immigration status.

247 Law Enforcement Management Domestic Counterterrorism

 After 9/11, the US PATRIOT Act expanded the abilities of local law enforcement and brought them to the front lines of the war on terror. The law gave local law enforcement rights to: o Question, detain, and remove foreign terrorists within our borders. o Enhance surveillance methods to track and intercept communications without court orders. o Increase information sharing for key infrastructure protection.  Local enforcement has to be balanced with multicultural sensitivity to avoid destroying a network of community based policing.

Protecting Infrastructure

 Minimize terrorist opportunity by protecting infrastructures such as: o Agriculture o Food o Water o Public Health o Emergency Services o Government o Defense Industrial Base o Information and Telecommunications o Energy o Transportation o Banking and Finance o Chemical Industry o Postal and Shipping

248 Law Enforcement Management Community Assessment – what to protect

 First Priority – Fatal: o Those services which are critical that would result in severe loss (energy, communications).  Second Priority – Critical: o Necessary to department to operate and would be difficult to operate without for a long period of time (computers).  Third Priority – Important: o Not critical to the department (copiers).  Fourth Priority – Routine: o Not strategically mission-important (coffee makers).

One of the worst case scenarios is the use of WMDs against the US. The DHS was created to attempt to make an unprecedented level of cooperation against these kinds of attacks, and to create national guidelines for all emergency personnel to abide by in the event of these or other disasters.

249 Law Enforcement Management Working with Multicultural Communities

Education is a Two-Way Street

Educating Training of Multi-Cultural Officers All personnel Communities Agencies should should be trained provide important to handle possible DHS information DHS issues with to members of the utmost care ethnic diversity; for multicultural particularly if it issues. Training in pertains to their Terrorist Attack particular Pre-incident background. Not Indicators (TAPIs) only does it foster might prevent the positive breakdown of community positive relations, but it community also explains why relationships. departments may Cultural issues be acting the way may blind officers they are. to real threats.

Key Issues

 Reluctance to Participate in Homeland Security: o Multicultural groups that have been stereotyped may be reluctant to call for police, because they are afraid of being harassed. This is particularly true in homeland security issues where they are automatically treated as suspects.  Victimization: o Without proper training and sensitivity, multicultural groups can become victims of authoritative harassment and discrimination.  Differential Treatment: o If not straight-out harassment, the treating of individuals differently because of their cultural background shows bias and a lack of professionalism.

250 Law Enforcement Management  Sustaining Police Services to the Multicultural Communities: o General police services may take a backseat to DHS initiatives in multicultural areas where resources are allocated for counterterrorism.  Increasing Multicultural Police for Homeland Security: o For several reasons, there may be a breakdown of multicultural police forces: . History with the police. . Image of law enforcement. . Lack of interest in law enforcement. . Lack of knowledge as to the different career paths. . Concern with background checks. . Concerns with roles assigned to these communities. . Lack of advocates for law enforcement careers.

Empowerment

 Break away from the standard hierarchical power structures to allow more autonomy in operations.  Increased employee participation leads to greater job satisfaction.  Employees become participants in solutions, not drones.  Lack of hierarchy without self-control leads to chaos.  Empowerment is about replacing strict, command form power with self-control.

General principle is that employees who are empowered to find their own solutions are more invested in the solutions. This is particularly important in Community Oriented Policing Programs where officers are expected to find their own, creative, solutions.

251 Law Enforcement Management  Delegation: o Turning over authority demonstrates trust in employees.  Participation: o Encouragement of employees to become active in decision making.  Capitalization: o Discover what is unique about each person and capitalize on it.  Trust: o Believing in employees.

Delegation

Participation Divided by Trust

Capitalization

252 Law Enforcement Management Time Management

General Principles

 Time management is self-management.  Time is an inelastic resource.  Time-bound and timeless are opposite states of mind.  Create a time-management program that involves you.  Time and stress are interactive.  The situation determines whether a decision should be made quickly or slowly.  There are four generations of time management.  Typically too much time is spent on Category A activities (perceived crises).  ‘Underloads’ can be as frustrating as overloads.  The first step in building a time-management program is the creation of personal mission statement. The remaining steps are roles, goals, schedule, time trap avoidance, action and flexibility.

253 Law Enforcement Management Organizing

Control

Bottom-Up Top-Down Control Control Empowerment

Service Manager Decides Team Effort to Decide

Community Faceless, Nameless Group People are Individuals

Power Centralized at the Top Dispersed Throughout

Commitment Top / Managerial Dispersed Throughout

Purpose Manager Decides Team Effort to Decide

Demonstrate Commitment Not Tied to Particular Achievements to Manager Manager or Style

Bureaucratic Organization

 A bureaucratic organization has four givens: o Division of labor o Hierarchy of authority o Structure o Span of control

Max Weber

 Three types of power: o Traditional: . The status quo. o Charismatic: . Personality. o Rational-legal: . Based on rules.  If the power is legitimate, than it becomes authority.

254 Law Enforcement Management  The rational-legal is the best, and safest; to maintain it, there are six (6) safeguards: o Rulification and Routinization: . Reinforces the status quo of the rules. o Division of Labor: . It clearly defines the necessary means of compulsion and delineates definite conditions concerning their use. o Hierarch of Authority: . Creates a power structure. o Expertise: . Rules that regulate may be technical. o Written Rules: . Administrative acts are formulated in writing. o Separation of Ownership: . Members of the administrative staff should not be the owners.

Taylor: Scientific Management

He made several contributions to the study of management:  Large-scale, scientific application to the field.  Organized the study of management.  Coined the term functional supervision, which is a pro- delegation paradigm.  He also believed that management alone was responsible for increases in work productivity.  Five methods for “scientifically” managing an organization: o Management must study body movement to be most efficient. o Standardize its tools based on the requirements of the job. o Select and train each worker for the job he is best suited. o Abandon unity-of-command and delegate. o Must pay worker in accordance with output.

255 Law Enforcement Management Gulick and Urwick: Principles

Gulick and Urwick proposed eight principles, the first and main of which focuses on the Division of Labor. The other seven are predicated on this idea:

 Division of Labor: o The more specialized the skill, the more skilled the worker. o Division can be based on four rationales: . The purpose the worker serves (the profession). . The process the worker uses (the skill). . The persons or things the worker deals with (the topic of their work). . The place they work (the location of their job).  Unity of Command: o Has to have one boss.  Fitting People to the Structure: o Workers are cogs in a machine.  One Top Executive: o With many delegated underlings.  Staff: o Generalized and specialized: a hierarchy of underlings leading to the executive.  Delegation: o Necessary. o In larger organizations, there is a need to delegate the right to delegate.  Matching Authority to Responsibility: o Cannot hold people accountable if they are not fully in charge of the responsibility.  Span of Control: o Five or six, maximum.

256 Law Enforcement Management Creating an Agile Organization

 Values: o The enduring qualities of an organization.  Vision: o Awareness of incoming demands.  Size: o Bigness breeds bureaucracy, smallness ensures agility.  Speed: o The success differentiator.  Boundary-less-ness: o Open, sharing element magnifies the unique strengths.  Stretch: o Nothing is impossible.  Simplification: o Simplify everything you do.  Rethinking: o Benchmarking and reinventing.  Continuous Improvement: o Conduct ongoing evaluations for all steps.  Team Leadership: o There is no “I” in team.

Steps for Management by Objectives (MBO)  Preplanning  Mission Statement  Departmental Goals  Division Objectives  Unit Action Plan, Identified Projects and Programs  Implementation  Evaluation  Feedback  Assessment

Community Oriented Policing = An Agile Organization + MBO

257 Law Enforcement Management New Policing Philosophies and Strategies

Problem Oriented Policing (POP)

Underlying Problem

Problem

Incident Incident Incident Incident Incident

Police Police Response Response

The goal of POP is to get at the root of the problem, not the symptoms.

The SARA Model (how to find and solve the problem)

 Scanning: o Identify the problem.  Analysis: o Information gathering.  Response: o Develop a strategy for solving the problem.  Assessment: o Determining the success of the strategy.

258 Law Enforcement Management Characteristics of a POP Department

 Problem solving is the rule – not the exception.  Problem solving will focus on the public problems, not police administration.  When problems are taken on, police establish precise, measurable objectives.  Look for ways to get all members of the department involved.  Consistently undertake thorough analysis using internal and external data.  Uninhibited search for all problems they take on.  All members will be involved in problem solving.

Limitations

 Impractical with 911, particularly with time required for SARA model.  Not all departments taking on full SARA model.  Long term problem solving often times impossible.

Community-Oriented Policing (COP)

Theory

 Police cannot control crime without community help.  Broken Windows Theory – belief that a level of disorder is caused by the quality of the environment.  If police, with community assistance, combat the disorder that degrades into higher crime, then neighborhoods improve.

259 Law Enforcement Management Core Features

 Police – Community Partnership: o Strong collaborative partnerships between police and communities, marked by consultation and mobilization. . Consultation:  Allows citizens to convey problems.  Allows police to instruct citizens.  Citizens can voice complaints about police.  Allows police to discuss the current success of their initiatives. . Mobilization:  Conveys that informal social norms will resist intrusion.  Mobilized community can act as ‘eyes and ears’.  Organizational Change: o COP requires an organizational overhaul in the structure and the culture: . Structure:  Requires decentralization.  Less management.  Greater officer discretion.  Less calls-for-service focused. . Culture:  Must see public as allies.  Must not alienate public opinion.  Public need, not police culture, focused.  Problem Solving: o COP requires police to work with communities – not necessarily using the SARA model. Problems are identified by public.

260 Law Enforcement Management Characteristics

 Philosophical: o Citizen input. o Broad police function. o Personal service.  Strategic: o Re-oriented operations. o Geographic focus. o Prevention emphasis.  Tactical: o Positive interaction. o Partnerships. o Problem solving.  Organizational: o Structure. o Management. o Information.

Limitations

 Massive organizational overall.  Funding for the programs.  Getting resistant communities involved.  Calls for service while officers are out problem solving.

COMPSTAT

Theory

 Specific objectives.  Timely and accurate intelligence.  Effective strategies and tactics.  Rapid deployment of personnel and resources.  Relentless follow-up and assessment.

261 Law Enforcement Management Core Features

 Mission Clarification: o Clarifying and speaking highly of the core features of the department’s mission – demonstration of management’s commitment to goals.  Internal Accountability: o Individuals should be held accountable for organizational goals.  Organizational Flexibility: o Middle managers are not only empowered with the authority to make decisions in responding to problems, but they are also provided with the resources necessary to be successful in their efforts.  Geographic Organization: o Organizational power is shifted to the commanders of geographic units.  Data-Driven Problem Identification: o CompStat requires that data is made available to identify and analyze problems and to track and assess the department’s response.  Innovative Problem-Solving: o Middle managers are expected to select responses because they offer the best prospects of success.

Zero Tolerance Policing

Theory

 Based on broken windows theory.  No community partnership.  No emphasis on identifying underlying causes of crime.  Location specific.  Does not call for any innovation – just enforcement.

262 Law Enforcement Management Limitations

 It negatively affects police / community relations (overly aggressive officers).  It potentially increases crime in the long run (arrest records hinder employment).  It is disproportionately focused on poor neighborhoods.

Measuring Police Performance

Modern police become the ‘catch all’ department. Policing is not just about catching bad guys, it also involves medical emergencies, traffic accidents, crisis emergency, and family disputes. Therefore, measuring success when there is no clear objective is difficult.

The Numbers Game

 Need for quantitative measurement of success or activity, but does not take situational discretion into account.

Traditional Measures

 Departmental Numbers: o Providing adequate police protection through proper allocation (most basic quantitative test).  Crime: o (Reported in UCR, Unreported discovered in NCVS), Arrests, Response Time – problem, solution, and speed.  Uniform Crime Reports: o What crime happens and where.  Individual Officer: o “Activity” – good officers appear active with lots of enforcement (think about ‘bringing in paper’). o Performance evaluations (timely, objective, taken seriously, and accurate – rarely happens).

263 Law Enforcement Management New Measures

 Departmental Measures: o National Incident Based Crime Reporting System (NIBRS) – improved UCR by identifying patterns. o Community satisfaction surveys. o POP/COP measurable outcomes.

 Individual Officer: o Expanded / enhanced performance evaluations – to include more abstract dimension. o Expansion of purpose of evaluations – tool for development mentality. o Peer evaluations. o Community satisfaction surveys.

Police Misconduct

Definitions

 Police Crime: o Crimes that are related to being an officer, such as stealing money from a known drug dealer.  Occupational Deviance: o Inappropriate behavior that occurs under the guise of police authority, such as an officer who pulls girls over to get their numbers.  Corruption: o Acts involving the misuse of authority in a manner designed to produce personal gain, such as taking money from crime scenes.  Abuse of Authority: o Any action that tends to injure, insult, trespass upon human dignity and / or violate an inherent legal right, such as brutality, harassment, or illegal search.

264 Law Enforcement Management Consequences of Miscounduct

 Can result in criminal charges.  Can involve the protection of other illegal activities.  Undermines the effectiveness of the entire Criminal Justice System.  Undermines the professionalism and effectiveness of the department.  Can undermine public confidence.

Theories

 The Rotten Apple Theory: o That misconduct is a result of individuals being rotten, not a systemic problem – could simply be a screening issue in recruitment.  Structure: o Police face opportunities to engage in misconduct on an almost daily basis.  Legitimizing Police Deviance (the law): o Special privileges are given to the police because of their position. For instance, the use of force may be assault in any other job.  Public Perception: o People assume that police will be deviance free.  Isolation and Discretion: o Most encounters with police are reasonably private, and police spend a good deal of time alone.  Supervision: o Generally work with no direct supervision.  Division of Labor: o Specialized units are more likely to engage in deviance because of autonomy, lack of supervision, and more discretion.  Limited Mobility and Salary: o Lack of opportunity to advance or make more money.

265 Law Enforcement Management  Subculture: o Secrecy, solidarity, reliance on violence. o This is where the idea of the ‘Thin Blue Line / Blue Wall of Silence’ comes in. Never give up another cop, watch out for your partner, et cetera.

Persistent Problems

 Possible Abuses of Authority (situations of increased risk): o Legal Authority to Use Force: . Easy to jump from a use of force to brutality. o Less than Lethal: . Issues arise out of pepper spray use, taser, and impact weapons. o Hot Pursuits (cars): . Increased risk to life and property for minor traffic. o Deadly Force: . The use of deadly force has grave implications beyond the shooting: civilly, criminally, and departmentally, especially when the shooting is not justified.

Corruption

 Mooching: o Free coffee.  Chiseling: o No cover at clubs.  Favoritism: o BPD stickers over VIN to avoid parking tickets.  Prejudice: o Racial profiling.  Shopping: o Lifting small items from unlocked stores.

266 Law Enforcement Management  Extortion: o Demanding money to not give a ticket.  Bribery: o Pay offs.  Shakedown: o Taking expensive items and attributing it to criminal activity.  Perjury: o Lying on the stand.  Premeditated theft: o Planned burglary.

Moral Career: Officer starts taking free coffee. Then he starts allowing the store to sell alcohol after cutoff time because they give him coffee. Then he tries to find other stores that give him things and he starts letting them get away with violations, et cetera.

 Type 1: o Rotten apples and rotten pockets of people (isolated incidents).  Type 2: o Everyone may be doing something corrupt, but it is unorganized.  Type 3: o Everyone is doing corrupt things in an organized and systemic fashion.

267 Law Enforcement Management Prejudice

 Officer Internal: o Sexual harassment of a female officer.  Officer External: o Harassing youths or college students.  Administrator Internal: o Placing minority officers in undesirable assignments.  Administrator External: o Not policing minority neighborhoods correctly.

Racial Profiling is the big example. Despite the constant argument that officers do not racially profile, the “Driving While Black” phenomenon is ongoing. Now, “Driving While Middle Eastern” is on the rise.

 Racial Profiling: o Using skin color as an indicator of criminal activity.  Psychological Profiling: o Comprehensive study of the type of the crime. o Thorough inspection of crime scene. o In-depth examination of background of victims. o Formulation of probable motive. o Development of description based upon overt characteristics associated with the psychological profile.

268 Law Enforcement Management Police Accountability – Internal Mechanisms

Internal Mechanisms

 Recruitment / Selection: o Problems come from ‘mass hiring’ when there is a lack of thorough background check. o Goal is to find or attract the best candidates for the position. o CALEA recommends that the racial makeup mirrors the racial makeup of the community. o Should have multiple techniques for recruiting. o Special offers to entice minorities and women (often under represented). o Effectively communicate the basic requirements of the job. o Realistically highlight the benefits and advantages of police work. o General selection: physical fitness, physical exam, written test, background check, drug test, psychological exam.  Training: o Police academy training to provide basic skills. o FTOs to provide real world experience. o In-service to reinforce and to provide new information.

Most misconduct cases are either from intentional action, ineptitude, or carelessness, so the more training that officers have, the better prepared they are to make good decisions, and the less likely they are to have problems.

269 Law Enforcement Management  Supervision: o Maintain reasonable span of control. o Proper instructions in their duties and responsibilities. o Should not be supervisors of those who they recently worked with: . Do not respect authority. . Resentment. . Officers may know about past transgressions. o Corruption thrives most in environments where authority is vague and supervision is minimal.

Administrative Guidance

 Written rules should: o Inform officers of expected standards of behavior. o Inform community of those standards. o Establish the basis for consistency in operations. o Provide grounds for discipline. o Provide standards for supervision. o Give officers training.

Internal Affairs

IID is the primary investigator of police misconduct. It is challenged by public perception and police perception, neither of which is very positive.

Must attempt to break down the police subculture, such as the “blue curtain of silence.”

 Keys for effectiveness: o Complete support of the chief, with unlimited and direct access. o Sufficient resources and personnel. o Investigators need proper, and specialized, training. o Particularly high standards for recruitment to the unit. o Informally promote bringing information to the unit.

270 Law Enforcement Management  Integrity Tests: o Put the officer in a certain situation and then gauge the response. o If the officer fails, consequences follow: training, suspension, et cetera. o Can be anything from a bribe, to found property, to phony complaints to supervisors.  Early Warning Systems: o Selection Criteria: . ‘Red Flags’ that identify the at-risk officer – needs to have multiple selection criteria, not just one type of indicator. o Intervention: . Generally not punitive, just necessary counseling – should involve personnel and resources beyond the officer’s immediate supervisor. o Post-intervention monitoring: . ‘Keeping an eye out’ – essential to identify continuing problem behavior.

Accreditation

Voluntary accreditation from any of the following organizations to evaluate and lend credibility to an organization:

 CALEA: o Commission on Accreditation for Law Enforcement Agencies.  IACP: o International Association of Chiefs of Police.  NOBLE: o National Organization of Black Law Enforcement Executives.  NSA: o National Sheriff’s Association.  PERF: o Police Executive Forum. 271 Law Enforcement Management Police Chiefs influence line personnel from the top down. The Commissioner’s mentality becomes that of the department, and so his attitude must be pristine if he hopes for an uncorrupt department.

Police Accountability

Criminal Law

 Advantages: o Allows for punishment to fit the crime. o Public. o Solace for the victim.  Disadvantages: o Criminal law is too vague to be applied to the police. o Not swift, certain, or severe – no deterrence. o DAs hesitant to prosecute because of the need for a working relationship with police.

Civil Litigation

Types of Torts  Strict liability: o Extremely dangerous behaviors that are likely to cause injury or death: pushing a car off of the road into an elementary school to avoid fleeing.  Intentional: o Intentionally engaged in the behavior, and the injury was likely and foreseeable: . Assault and battery. . False arrest and imprisonment. . Malicious prosecution and abuse of process. . Wrongful death.

272 Law Enforcement Management  Negligence: o Failure to act creates an unreasonable risk to another person. Must involve: . Legal duty: had a legal duty to take action and did not. . Breach of duty: failed to meet his legal duty. . Proximate cause: officer’s breech caused harm. . Damage or injury: actual harm occurred.  Advantages: o No DAs. o Makes departments liable to make policies. o No vague criminal statutes. o Allows courts to draw a line between what is acceptable and not.  Disadvantages: o Still no deterrence. o Costs taxpayers in the long run. o Negative effect on police / public relations.

Judicial Intervention

 Injunction Relief: o A court order that prohibits persons or organizations from engaging in some specific conduct (a cease and desist order – no compensation).  U.S. Supreme Court: o Defines misconduct via legal statute in reference to protocol, and has created penalties for police who violate them (Terry v. Ohio).  Advantages: o Established protocol. o Created penalties for not abiding. o Forced departmental reform.

273 Law Enforcement Management  Disadvantages: o Unable to supervise day to day. o Most police work never sees a courtroom. o May be unaware of recent court decisions. o Encourages lying to circumvent the rules. o Undermined by police and suspects.

Special Investigations

Investigate issues that are generally appointed by the governor, mayor or president. Generally wide spread misconduct accusations and / or major incidents.

 Advantages: o Brings together scholars, lawyers, and specialists to discuss police matters. o Often supports original research and leads to greater understanding. o Comprehensive. o Highly publicized. o Breaks down the “code of silence.”  Disadvantages: o Entirely reactive. o Is generally widespread or severely injurious before the investigation occurs. o The suspected often plead the 5th. o Departments can ignore the recommendations of the investigation. .

274 Law Enforcement Management Department of Justice Consent Decrees

An enforceable agreement reached between two parties involved in a lawsuit – in this case, the DOJ and the accused Department. They use the ‘pattern and practice’ suit to require court-ordered changes in police practices and management. Generally, the decrees focus on reform in the following areas, expecting no monetary penalty:  Training (in the case of racial profiling).  Use of Force (creation of policies, etc.).  Citizen Complaints (creation of a grievance process).  Early Warning System.  Independent Monitor.

Problems with cost, and officer morale.

Citizen Oversight

They began in 1931 following a commission that decided that a ‘disinterested agency’ should handle citizen complaints.

 Arguments For: o Misconduct is a serious problem. o More thorough and fair. o Will sustain more complaints. o Results in more discipline. o Will act as a better deterrence. o Perceived as independent and lead to better community satisfaction. o Helps professionalize police.  Arguments Against: o Not as serious as perceived. o IID is fine. o IID sustains a higher number. o PD gives tougher discipline. o IID deters. o IID gives satisfaction. o Undermines managerial authority of police executives, and deters effective enforcement. 275 Law Enforcement Management  Four Models of Citizen Oversight: o Class I Boards: . Physically removed from the department – completely autonomous. o Class II Boards: . PD does fact finding in reference to investigation, and then turns it back to the board. o Class III Boards: . Appellate review after decision is made by PD. o Class IV Boards: . Auditor of the complaint process.  Core Elements of Success: o Autonomous investigation and reporting to the department. o Sufficient funding. o Staffed by well-trained investigators. o Must be unbiased. o Must work expediently. o Both the accused and the accuser must be kept updated as to results.

Public interest groups, and the media, are representatives of a public that the department serves. Often times, opinion is shaped by these elements, and their independent reporting, despite often being unscientific and biased they remain a key external pressure.

276 Law Enforcement Management

277 Law Enforcement Management

278 The Written Test Chapter 8 The Written Test

Well, here it is, the practice test that my wife and I created. No you do not get the answers; that is part of the learning process. Make sure you can answer every single one of these questions before you dare head into the written test.

The questions that you get in the test will be very similar to these. The day before the test…

Studies have shown that the brain just really will not be able to recall that cram studying in a situation such as this. Get good sleep the night before and plan ahead to eliminate stress. Other than casual reading, do not, DO NOT, worry about the oral board until the week after you complete the written test. You have to break this up into sections and focus on what counts.

279 The Written Test

280 The Written Test 1. When you need to test for gunshot primer residue, what does not apply? a. Ensure the GSR test is performed on all subjects within three hours of the shooting, including those where subjects are hospitalized b. Transport all subjects to the Mobile Laboratory Unit’s GSR collection room c. Immediately protect the hands of all subjects to be sampled d. Discuss with your immediate squad who has the GSR bags and remain aware of how many you are disposing.

2. For a Bad Check/False Pretense ensure that the victim has submitted the check at least ______time to his/her bank; unless the check was returned as ______, in which case charging documents can be sought. Otherwise ensure the victim has sent a certified letter to the person who wrote the check, if not response after ______days the charges may be sought. a. Three, account closed, ten b. Two, “insufficient funds”, ten c. Two, “account closed”, ten d. Two, “account closed”, five

3. Due to relatively recent law changes the following must be taken to juvenile booking with no steps other than medical attention or DUI testing. a. Juvenile charged with a crime b. Curfew Violators c. Runaways d. All of the above

281 The Written Test 4. For a report of identity theft which occurred in another jurisdiction: a. Contact the outside jurisdiction to get an officer to come to the complainant b. Obtain CC# and report the incident using the complainant’s call location as the incident location c. Transport the complainant to the Check and Fraud Unit d. Direct the complainant to return to the jurisdiction of occurrence and call 911 from there.

5. Possible or suspected child abuse is what type of incident report? a. Persons b. Miscellaneous c. Property d. Vehicle

6. An individual with permanent or temporary responsibility, care, or custody of a child is tasked with the proper care of that child. If a child is left unattended, or does not receive proper care which places the child at risk, that risk constitutes child neglect. Which of the following is true for a child neglect handling? a. Immediately arrest for child neglect and contact DSS b. Child Neglect investigations are handed differently than Child Abuse c. Do not make warrantless arrest solely for child neglect d. Child Neglect is a Persons Report

7. You have a victim of an emergency housing relocation in your custody; be sure that you______. a. State the address of the relocation on the radio so that the shift commander is aware of your location b. Include the address of the relocation in your written report c. Interview the victim and determine need to contact the Crisis Intervention Section d. All of the above

282 The Written Test 8. Commissioner’s Action Plan does not include: a. Refocusing b. Rebuilding c. Re-engineering d. Restoring

9. When an officer is suspended due to an allegation of criminal activity, which suspension form is used? a. 99/154 b. 99/153 c. 99/144 d. 99/143

10. A Juvenile in plain, public view is drinking on a porch of his or her parent’s home, while the parents are present. Your actions should consist of: a. Arresting the parents for contributing to the delinquency of a minor b. Issuing a citation for the juvenile for drinking underage c. Do nothing d. Issuing a citation to the parents for contributing to delinquency of a minor

11. Special attention to a primary resident of an emergency housing relocation must be provided for a minimum of ______days after relocation. a. 14 days b. 30 days c. 60 days d. 90 days

12. If tapes are needed for court, you must give ______notice. a. Three weeks b. 48 hours c. Two weeks d. 72 hours

283 The Written Test 13. Once you follow a vehicle for any reason, you must notify the dispatcher within a. Thirty seconds b. Ten seconds c. Sixty seconds d. Forty-five seconds

14. When dealing with budget preparation, ______is operational budget. a. 76% b. 68% c. 43% d. 80%

15. Which option is not included as one of the 6 members of the Crisis Negotiation Team? a. Intelligence Coordinator b. Team Specialist c. Chronographer d. Coach

16. Based on this standard you can make arrests, frisks, searches, and obtain warrants. a. The 5th amendment b. Miranda c. Reasonable suspicion d. Probable Cause

17. The belief that an individual was engaged in a crime, is engaging in a crime, or is about to engage in a crime is the basis of ______. a. Stop and Frisk b. 4th Amendment c. Probable cause d. Reasonable Suspicion

284 The Written Test 18. Which of the following may be issued a Safety Equipment Repair Order (SERO)? a. A recycler tag b. Finance tags c. Historic Tags d. None of the above

19. A search and seizure warrant must be executed within ______days beginning on the date of issuance, returned to issuing judge or another judge of same court if absent, no later than _____ days after service. If unexecuted, returned within _____ days beginning of the date of issuance. a. 10,15,10 b. 15,10,15 c. 15,15,15 d. 15,10,10

20. A juvenile is urinating in public, you shall a. Verbally warn the juvenile to cease and desist; if they fail to follow your warning you then take action b. Issue a criminal citation c. Immediately arrest the juvenile d. Do nothing

21. If a parent, guardian, custodian, or a responsible adult cannot be located or refuses to take custody of a juvenile, contact a. Department of Juvenile Services b. Juvenile Booking c. 2284/Communications d. Department of Social Services

22. When handling a serious assault or death investigation the following steps should occur in what order? a. Render Aid, Effect the arrest, Interrogate Suspects b. Proceed to scene safely, Effect the arrest of the offender, Interview all witnesses c. Proceed to scene safely, Locate all witnesses, Interview all witnesses d. Proceed to scene safely, Render Aid, Effect the arrest of offender

285 The Written Test 23. When handling rape or sexual assault victims, children ______years or older should be examined at Mercy. a. 11 b. 13 c. 15 d. 18

24. When handling a kidnapping/extortion/abduction investigation for a victim that is 13 or older, the shift commander should do all of the following except: a. Notify Homicide Unit b. Notify the Sex Offense Unit where sexual assault has occurred c. Notify Child Abuse Unit

25. A member under your command has reported that he/she received a criminal summons for theft stemming from confusing his/her trashcan with a neighbor’s. You must immediately notify commanding officer, notify IID, forward a preliminary report, and______. a. Send the member to the PSI for a fit for duty b. Contact public affairs c. Conduct written counseling for the member d. Suspend the member without pay until suspension hearing.

26. Theft by someone who had lawful access to the items or currency in questions is considered ______. a. Embezzlement b. Fraud c. False Pretense d. Felony Utterance

286 The Written Test 27. Pre-raid surveillance for a Search and Seizure Warrant must be conducted for______. a. At least one square block of target location b. At least two square blocks of target location c. All areas within view of target location d. At least ¼ square mile of target location

28. When a signal 13 is broadcasted three units will be assigned; which is not true pertaining to other units responding? a. Must follow all traffic laws b. Must respond code 1 (lights and sirens) c. Must request permission from dispatch d. Must immediately return to post if 10-32 is announced while en route

29. A vehicle stolen in a burglary is reported on which type of report? a. Property b. Vehicle c. Persons d. Miscellaneous

30. When handling a BPD officer involved in an assault out of jurisdiction, the Sergeant should immediately: a. Suspend officer from duty and seize weapon b. Assist foreign jurisdiction c. Submit incident to ECU d. Notify IID and Member’s Parent Command

31. Who is not needed when counting money to be seized from a subject? a. The subject b. A witnessing police officer c. A supervisor d. Officer seizing the money

287 The Written Test 32. Members who request maternity leave are entitled to ______weeks under FMLA. a. 6 b. 12 c. 15 d. 8

33. During emergency situations where mass arrests are anticipated, ______strategy locations will be identified by the commanding officer of the ______section and designated as holding/processing centers. a. 5, Intel b. 2, Chief of Patrol c. 3, Tactical d. 3, Property

34. In the event of radio system failure, all portable transceivers will be set to ______, which will operate point-to-point; limited to ______miles, line-of-sight with no obstacles. a. B16, 5 b. C-For Assigned District, 10 c. C-For Assigned District, 5 d. C-For Assigned District, 1

35. When multiple Search and Seizure Warrants are being simultaneously executed by a single division/unit or execution times are close then ______. a. A Lieutenant or higher must be at the execution with the highest risk level and a Sergeant or higher at each remaining execution b. A Sergeant or higher must be at each execution c. A Sergeant of higher must be at the execution with the highest risk level d. A Lieutenant or higher must be at one of the executions

36. When recovering a stolen automobile which is not true? a. Contact Hot Desk and report recovery b. Have the Crime Lab process the car for prints c. Examine the car for evidence such as property left by theft, gas receipt from after theft, etc. d. Try to contact owner to find out if they wish to come pick up the vehicle. 288 The Written Test 37. A brief detention of a person when the officer can articulate specific facts to produce an inference that criminal activity may be a foot. a. Stop b. Involuntary Detention c. Field Interview d. Diehl v. Ohio Principle

38. While conducting frisk of an individual, what is believe to be a weapon is felt and next… a. You must continue frisk until completion and then retrieve item. If the item is an illegal weapon-arrest and search; if not an illegal weapon, release the individual b. Turn the frisk into a search of the person whether or not an illegal weapon is recovered c. Immediately retrieve item, if the item is an illegal weapon you arrest the individual and search them. If the item is not an illegal weapon, continue the frisk. d. The subject to the frisk is directed to remove the item in question

39. Cancellation of an H day requires _____ days notice. If not given, P/O-Sgt is entitled to additional _____ hours of pay plus another day. a. 10 days, 4 hours b. 6 days, 6 hours c. 10 days, 2 hours d. 12 days, 4 hours

40. One of your officers in on patrol and runs a tag for a suspicious vehicle. The vehicle is reported stolen, so the officer conducts a traffic stop. The suspect vehicle pulls over and upon approaching the vehicle the suspect speeds away, striking and killing a child. Because the officer did not wait for backup to arrive, the officer is civilly liable for a______. a. Negligence Tort b. Intentional Tort c. Constitutional Tort d. The officer is not civilly liable

289 The Written Test 41. When serving a no-knock warrant, what information is not needed in the report? a. Identity of raid party b. Name of Officer who knocked c. Name of Judge who signed warrant d. Name of member who 1st found evidence

42. Vehicle pursuits must stop immediately when the pursuit becomes an imminent threat to the health and wellbeing of ______. a. The member b. The public c. The person being pursued d. All of the above

43. In order to issue a criminal citation for theft which of the following must be true? a. Suspect be 16 years or older with government issued ID b. A miscellaneous incident report will be written c. Property stolen must be over $1,000.00 d. Property stolen must be under $1,000.00

44. Clothing allowance shall not be paid to sworn members above rank of ______. a. Sergeant b. Lieutenant c. Major d. Deputy Major

45. A vehicle stolen in an assault and robbery is reported on which type of report? a. Property b. Vehicle c. Persons d. Miscellaneous

290 The Written Test 46. Quality of life offenses includes all of the following except: a. Littering b. Hindering c. FTO d. Prostitution

47. During an emergency situation where mass arrests are anticipated, the Department will utilize ______to track arresting officers with subjects and the charge for the suspect. a. Handcuffs to another prisoner and toe tags in shirt pockets b. Flex cuffs, nylon marking pens, and cameras c. PAL vans and Property Section Vans to move those prisoners, with metal cuffs from armory stockpile d. Emergency zip tie supply, permanent ink on forearms of arrestees, and KGA logbook

48. The ______believe the root causes of conflict were idiosyncrasies in the individuals, and resolution was sought through group cohesion. a. Traditionalists b. Behavioralists c. Constructivist d. Interactionists

49. Interdependence is a cause of organizational conflict which states that a. If such things as jurisdictions, goals, or expectations are not clearly defined, a spontaneous conflict can arise b. Battle lines are drawn when there is a struggle for power to capture resources needed to achieve their goals c. There is potential for conflict whenever people or organizational groups are depended on each other to achieve their own particular goals d. When a person falls short of, or exceeds the norms established by a group, social distance is created.

291 The Written Test 50. When one of your officers had an E.P to serve and is unsuccessful in locating the individual, ensure that: a. An administrative report (95) is written to the next shift commander, attach the report to the E.P and continue until the E.P is served or expired b. Your officer hands the E.P over to the next shift and informs KGA that service must be attempted, continue for 24 hours, and then hand into the admin Lieutenant. c. Your officer hands the E.P over to the next shift and informs KGA that service must be attempted, continue for 48 hours then hand into the admin Lieutenant. d. An administrative report (95) is written to the administrative Lieutenant stating that service will be attempted for the next 48 hours, a miscellaneous report is written for attempt to service E.P

51. One example of a ruling which protected the freedom of speech was______. a. Diehl v. State of Maryland b. Chaplinsky v. New Hampshire c. Cohen v. California d. Hess v. Indiana

52. The minimum standard needed to stop a vehicle is ______. a. Probable Cause b. Legal Doubt c. Articulable and Reasonable Suspicion d. Beyond a Reasonable Doubt

53. When investigating a bomb threat at a hospital you are speaking to the CEO and ask for a volunteer to help search the building. Four people volunteer, which is the best selection? a. The ER Charge Nurse b. A Janitor c. The Chief Resident Doctor d. The Front Desk Security Guard

292 The Written Test 54. Every department starts with zero dollars and must justify each dollar through their budget to provide a fresh outlook each fiscal year, this is called ______. a. Base Line Budget b. Zero Based Budget c. Performance Budget d. Budget Justification

55. You have been involved in an on-duty shooting which can be a very stressful situation. First your body goes into an alarm stage, then a resistance stage, and finally an exhaustion stage. These stages are known as______. a. General Adaptation Syndrome b. Flight or Flight Reactions c. General Allocation Syndrome d. Human Stimuli Disturbances

56. According to the Gulick and Urwick theory of management, the span of control shall be no more than a. 3 b. 14 c. 30 d. 6

57. The SARA Model of Problem Solving consist of a. Scanning, Analysis, Response, Assessment b. Scanning, Assessment, Realism, Assignments c. Strategy, Assessment, Response, Assignments d. Strategize, Assess, Reassess, Action

293 The Written Test 58. An officer on your shift arrested an individual that clearly needs an E.P evaluation for a misdemeanor hand gun violation. If the individual is admitted to the medical facility, ensure that: a. Crime Lab conducts fingerprinting, probable cause and charging documents are handwritten; if individual cannot make bail then CBIF is advised and will assume custody. b. A warrant is written for the individual and that the hospital knows to call the police when the individual is to be released c. Crime Lab conducts fingerprints, probable cause and charging documents are handwritten, a hospital detail is arranged for 48 hours or until CBIF/Corrects assumes custody d. A hospital detail is arranged until the individual is released from the medical facility

59. When reviewing reports at the end of the shift, one of your Sergeants signed a robbery in which a man was so drunk that he was barely conscious. The officer included in the narrative that there was no witnesses of the robbery and the officer believed that no crime had been committed. The correct title of this report would be ______. a. Unfounded Robbery b. Robbery c. Adam No Oral Code d. Intoxicated Person/Report of Robbery

60. Physically or constructively taking a person into custody and detaining him/her is the definition of ______. a. Petain b. Seizure c. Arrest d. Involuntary Detention

294 The Written Test 61. An officer on your shift had reasonable suspicion that an individual had committed a burglary. While questioning the individual it became clear that no crime was committed. You must ensure which of the following? a. The individual is released immediately, an explanation is given to the individual, a burglary report is written, involuntary detention is written on the first line, and a citizen contact receipt is written. b. The individual is released as soon as complete information is gathered for reporting, an explanation is given, an involuntary detention report is written, and a copy is provided to the individual c. The individual is released immediately, the individual is transported back to the place of first contact, an involuntary detention report is written, and a citizen contact receipt is written. d. The individual is released as soon as complete information is gathered for reporting, a burglary report is written, an explanation is given to the individual and an involuntary detention is written on a citizen contact receipt

62. Which of the following examples represent types of evidence? a. Direct, Circumstantial, Relevant b. Hearsay, Opinion, Incompetent c. Competent, Cumulative, Collaborative d. Former, Confessions, Inclusive

63. While Personnel was looking through a criminal background check and the history of a potential police officer, Personnel found this individual lied about his/her previous use of drugs, he/she has financial problems, and has had multiple speeding tickets throughout an extended period of time. These ‘Red Flags’ that identify the at-risk officer are considered______. a. Interventional Marks b. Monitoring Points c. Selection Criteria d. Recruitment Flags

295 The Written Test 64. Which of the following is not a psychological effect of anabolic steroids? a. Hallucinations b. Anorexia c. Psychomotor Retardation d. Headaches

65. How old must an individual be in order to apply for voluntary E.P admission? a. 18 b. 21 c. 16 d. Any Age

66. Self-Actualization is a part of which content theory? a. ERG theory b. Maslow’s Hierarchy of Needs c. Theory X d. Theory Y

67. Which content theory uses positive reinforcements? a. Expectancy Theory b. Equity Theory c. Theory X d. Operant Conditioning Theory

68. Which represents the correct communication structure? a. Sender, Decoding, Message, Channel, Encoding, Receiver b. Sender, Encoding, Message, Channel, Decoding, Receiver c. Source, Encoding, Message, Channel, Interpreting, Receiver d. Source, Encoding, Message, Channel, Decoding, Receiver

296 The Written Test 69. All of the following are examples of downward formal communications except ______. a. Feedback b. Job Rationale c. Procedures d. Conflict Resolutions

70. ______is where mutual assistance is high and personal antagonism is low. a. Collaboration b. Group Work c. Cooperation d. Competition

71. An infant less than 18 months old, which comes into police custody, shall be transported in a child seat to ______. a. Department of Social Services b. Mercy Pediatrics c. Bayview Medical Center d. University of MD Pediatrics

72. Community-Oriented Policing (COP) is theorized as: a. Police cannot control crime without community help b. It is the communities responsibility to report crime c. Both A and B d. None of the above

73. When handling a bomb threat, what is one thing you should not do? a. Suspend cell phone use b. Secure the area to be searched c. Suspend all radio communication d. Request K9 for bomb search

297 The Written Test 74. Abduction without the elements of prostitution, fornication, or concubine involves a child ______. a. 12 and under b. Under 12 c. 15 and under d. Under 18

75. Upon being told to terminate a pursuit by a supervisor an officer will immediately do so then announce his/her location. The officer will then: a. Remain at the location and wait for the arrival of the supervisor b. Immediately return to his/her post c. Return to the district to debrief d. Follow as long as possible without emergency equipment and while obeying all traffic laws.

76. Parental child abduction requires that a non-custodial parent have had ______and the child be under the age of ______. a. Not been exercising visitation, 16 b. Rights judicially terminated, 18 c. Exceeded custody period by 24 hours, 16 d. Rights judicially terminated, 16

77. Extortion is recorded on a crime/incident ______. a. Property report b. Miscellaneous Report c. Persons Report d. Vehicle Report

78. For missing persons, maintain a copy of the report with photograph at the district for ______days. a. 60 b. 10 c. 30 d. 15

298 The Written Test 79. A vulnerable adult is any person ______or older without physical or mental capacity to provide for daily needs. A case of criminal neglect for a vulnerable adult involves mandatory notification of ______and ______. The incident will be reported on a ______report. Any person who makes a report under this section must ______. a. 21 Felony Family Violence Division of State’s Attorney’s Office Department of Social Services Miscellaneous Report b. 18 Felony Family Violence Division of State’s Attorney’s Office Department of Social Services Miscellaneous Sign Supplement Page c. 18 Vulnerable Adult Division MD Attorney General Department of Social Services Persons Sign Supplement Page d. 18 Felony Family Violence Division of States Attorney’s Department of States Attorney’s Office Department of Social Services Persons Confidential

80. There are four necessary elements that must exist for an arrest to be legal, they are… a. Authority, Probable Cause, Physical Restraint, Understanding b. Authority, Probable Cause, Seizure, Understanding c. Juris Prudence, Probable Cause, Physical Restraint, Understanding d. Authority, Probable Cause, Seizure, Identifying

299 The Written Test 81. Problems in recruitment selection come mainly from which of the following? a. There is only one technique to recruiting. b. The basic requirements of the job are not clearly stated. c. ‘Mass hiring’ when there is a lack of thorough background check. d. Not enough people are applying.

82. The Missing Persons Unit is responsible for investigations, reports, and photographs involving ______. a. Children under 14 and vulnerable adults b. All juveniles and mentally handicap persons c. Abductions and children under 14 d. All juveniles and vulnerable adults

83. ______is a struggle that begins in earnest, and the behavior of the participants makes the existence of the conflict obvious to others. a. Manifest Conflict b. Latent Conflict c. Felt Conflict d. Surrendered Conflict

84. Which of the following is an argument for a ‘disinterested agency’ handling citizen complaints? a. The IID does not give satisfaction b. The ‘disinterested’ agency will sustain more complaints c. The ‘disinterested’ agency is very serious d. Discipline given by the ‘disinterested agency’ would give tougher discipline

300 The Written Test 85. The administrative functions of a manager can be summed up with the acronym POSDCORB-______. a. Programming, Organizing, Staffing, Directing, Collaborating, Reporting, Budgeting b. Providing, Organizing, Structuring, Decision-making, Corroborating, Reviewing, Balancing c. Providing, Organizing, Staffing, Directing, Coordinating, Reviewing, Balancing d. Planning, Organizing, Staffing, Directing, Coordinating, Reporting, Budgeting

86. Under a ______organization, everyone has one supervisor. a. Staff b. Line c. Functional d. Basic

87. During the emergency plan for mass arrest events which of the following is not true? a. Prisoners shall place a left thumb print on each page of arrest report. b. Stretchers will be used to carry non-compliant, nonviolent and arrestees to cruising patrols. c. Cruising patrols will transport prisoners to detention location(s). d. Flex cuff removed at detention locations will be retained and processed as evidence.

88. Which of the following is not true pertaining to theft incidents? a. It is possible to charge a thief with stealing property previously stolen by another thief. b. Checks are worth their face value for determining whether their theft was felonious. c. The person who “passes” a bad check is the “utterer.” d. Thefts of items valued at $1,000.00 or more are felonies.

301 The Written Test 89. One of your officers discovers that an individual in his custody has possession of a rental car that was rented to him for two weeks, but should have been returned weeks ago, which was confirmed by the rental company You inform your officer that this is a theft of rental goods/ theft by written contract case and since the rented car is valued at $35,000.00, the subject shall be arrested and charged with a felony. a. True. b. False. c. There is no such thing as theft by a written contract. d. Depends on what condition the car is in.

90. When reporting an identity theft which of the following is correct/true? a. Ensure that the identity theft took place in Baltimore, if not refer complainant to proper jurisdiction. b. Attempt to verify the identity theft, but proof is not needed. c. Provide the complainant with the Check and Fraud Unit’s phone number; it is the complainant’s responsibility to contact and follow-up. d. Advice the complainant to not contact the credit bureaus or FTC until the investigation is complete.

91. While handling a call or service in which an individual (who is still on scene) attempted to pay for goods with a counterfeit $50.00 bill, the individual claims no-knowledge that bill was counterfeit. Which of the following is not true? a. Do not make an arrest. b. Write an M.I report with the store as complainant. c. Call the Secret Service at 443-262-1000. d. Contact the Check and Fraud Unit.

92. Moving citation books are a controlled item in supervising their use which of the following is not true? a. There are 25 citations and 25 envelopes in each book. b. When transferred, turn in unused citation to the office supervisor. c. An incorrectly written citation requires a 95 and void on citation. d. Citation books can be loaned to officers not issued a book to write citations out of.

302 The Written Test 93. It is illegal to trespass or picket on Baltimore City School Property; therefore, if there is a complaint, have a school staff member tell the unauthorized person in an officer’s presence to leave. If the unauthorized person does not leave, the officer shall make the arrest and write a ______Incident Report with the complainant as ______. a. Miscellaneous, Baltimore City Public School b. Property, Individual School c. Miscellaneous, Staff member that issued warning d. Property, Staff member that issued warning

94. A Use of Force report is required for ______. a. Physical contact with a suspect that results in a complaint of injury, with no signs of injury. b. Use of the capture net c. Both A and B d. None of the above

95. Officers who witness a use of force may be ordered to submit a statement; while officers involved in the use of force have _____ days to do so. a. 10 b. 5 c. 15 d. 7

96. Zero Tolerance Policing is based on ______. a. Less Enforcement and More Innovation b. Targeting of Underlying Crime Causation c. Community Partnership d. Broken Windows Theory

303 The Written Test 97. A supervisor’s use of force report must be completed ______. a. Within 2 days b. Within 5 days c. Within 2 hours d. Before end of tour of duty

98. A stolen vehicle is reported on which type of report? a. Property b. Vehicle c. Persons d. Miscellaneous

99. Before serving a misdemeanor warrant on which of the following on-duty employees must you contact their command to coordinate? a. Baltimore Gas and Electric b. United States Postal Employee c. Both a and b d. None of the Above

100. While handling a domestic assault one of your officers was assaulted by the suspect, for reporting purposes ______. a. A Separate Central Complaint Number Must be Generated b. The Central Complaint Number From the Domestic Assault Shall be Used c. The Incident Report is a Miscellaneous Report d. The Complainant is the City of Baltimore, and the Reporting Person is the Assaulted Officer

101. Which of the following is not a primary dimension of diversity? a. Sexual Orientation b. Age c. Gender d. Primary Language

304 The Written Test 102. When handling chemical agents, you must consider _____. a. The direction of the wind b. What direction the crowd should disperse c. Exposure to innocents d. All of the above

103. In the case of a bomb threat, which of the following should occur? a. Field intelligence must be received and sent to HQ, Logistical matters should be turned over to aide, Take control of an evacuation, Then say the building is safe. b. Field intelligence must be received and sent to HQ, A disaster control plan must be initiated, Follow standard fire drill procedures, and Divert traffic if necessary. c. Field intelligence must be received and sent to HQ, A disaster control plan must be initiated, Evacuation is the responsibility of the manager/principal, People making search for the bomb should be evacuated if the bomb has a specific time to be exploded. d. Command post must be setup, A disaster plan must be initiated, Traffic may be diverted if needed, follow specific standard fire drill procedures.

104. The refined approach that assimilates conflict when it is beneficial and discourages it when it is harmful is considered by ______. a. The Traditionalists b. The Behavioralists c. The Constructivists d. The Interactionists

305 The Written Test 105. ______: Things learned first create a strong impression in the mind that is difficult to erase a. Principle of Readiness b. Principle of Regency c. Principle of Primacy d. Principle of Intensity

106. When establishing a command post for field forces, you want to be sure that ______. a. The post is easily identifiable on maps, upwind, near the incident b. The post is easily identifiable on maps, downwind, near the incident c. The post is hidden on maps so that other suspects cannot find you, upwind, near the incident d. The post is hidden on maps so that other suspects cannot find you, downwind, near the incident

107. A manager is attempting to determine appropriate shift hours, whether the shift should be 1600-2400 or 1800-0200. To determine this, he/she would determine the ______of both shifts and then choose the ______of the two for the greatest efficiency. a. Adjusted Total Shift Deviation, Lower b. Adjusted Total Shift Deviation, Higher c. Average Percent of Hourly Need, Higher d. Average Percent of Hourly Need, Lower

108. When information acquired last is usually remembered best it is considered which principle of learning? a. Principle of Intensity b. Principle of Repetition c. Principle of Regency d. Principle Readiness

306 The Written Test 109. By 2050, ______of the population will be of Hispanic origin. a. 34% b. 25% c. 17% d. 26%

110. When handling a barricaded suspect case, the first thing you must do is ______. a. Attend to injured persons b. Perform Evacuations c. Communicate with suspect d. Secure the Premises at all locations

111. Seeing and judging all other cultures from one’s own perspective is called ______. a. Ethnocentrism b. Egocentrism c. Cultural Perspective d. Cultural Principals

112. Rational suspects and emotionally disturbed suspects in a barricaded situation are handled differently. Which of the following would be the most effective when dealing with an emotionally disturbed suspect? a. Attempt to point out futility of actions. b. Reassure that everything will be done to help. c. Act quickly to eliminate a possible break down. d. All of the above.

113. If a Lieutenant is given 16 officers, with a relief factor of .6, then he/she has ____ officers that he can utilize at any time, giving him 70 stations per week. a. 6 b. 16 c. 8 d. 10

307 The Written Test 114. Examples of ______include a ready state of mind to learning, recognition of the value of the training, a feeling of satisfaction from learning, and a feeling of success when he/she have learned new material. a. Motivation b. Learning Rate c. Learning Patterns d. Personal Interest

115. The Principal of ______is when conditions in the learner’s environment are such that they establish in him an attitude favorable to learning. a. Readiness b. Intensity c. Repetition d. Regency

116. Motivation is best obtained via ______that satiates the individual needs of employees. a. Negative Reinforcement b. Positive Reinforcement c. Strict Command d. Well-rounded training

117. A leader should use Readiness Style #1 by being informative, cooperative, but also commanding and encouraging to increase ability while also increasing willingness, when dealing with a person who is ______. a. Willing and Able b. Willing and Unable c. Unwilling and Able d. Unwilling and Unable

308 The Written Test 118. The ______believe that all conflict is bad; conflict is seen as dysfunctional, and those engaged in it are reprimanded. a. Interactionists b. Behavioralists c. Traditionalists d. Constructivists

119. ______is where all basic conditions for future conflict exist, but have not been recognized as a problem by potential adversaries. a. Latent Conflict b. Perceived Conflict c. Felt Conflict d. Manifest Conflict

120. The elements of Leadership include all of the following except ______. a. Discipline b. Ethics c. Psychology d. Training

121. For an off-duty firearm discharging you must immediately notify your command and ______. a. The Proper Law Enforcement Agency b. Communication c. A and B d. None of the Above

122. Daytime juvenile curfew is for minors ______years of age on school days between ______hours. a. 7 to 16, 1000 – 1430 b. 8 to 17, 0800 – 1430 c. Under 16, 0900 – 1430 d. 6 to 15, 0900 – 1430

309 The Written Test 123. Contact School Police (Unit 9905B) via citywide to transport minor curfew violators to the Baltimore Truancy Assessment Center (B-TAC) at 400 N. Caroline between ______. a. 0900 – 1100 / Monday – Thursday b. Any Daytime Curfew Violation c. 0900 – 1430 / Monday – Friday d. 0900 – 1100 / Monday – Friday

124. When multiple juvenile curfews are located in the same event… a. Use One Curfew Number with A, B, C, D and so added to the end. b. Use One Curfew Number with 1, 2, 34, and so on added to the end. c. Pull Separate Curfew Numbers for Each Violator. d. Pull Separate Curfew Numbers for Each Violator and Link the Numbers Together Like With Moving Citations.

125. When does the Curfew Control Number become the Central Complaint Number on the Miscellaneous Report? a. When a Curfew Violator is subsequently arrested for a CDS Violation. b. When the violator is found to be a Runaway. c. When the violator is found to be a Missing Person. d. None of the Above.

126. The Explanation and Waiver of Rights Form does not need to be given to a person who ______. a. Spontaneously Gives Information Without Being Asked Questions by Anyone b. Is not in Custody, Not Being Detained or is Free to Leave c. Does Not Speak English d. Both A and B

310 The Written Test 127. Generally the Sex Offense Unit will handle incidents with victims 13 years of age and older; In the Event that ______then the ______Unit will be handling. a. The Suspect is the Victim’s Parent, Guardian, or Other with Responsibility for a Child’s Supervision / Child Abuse b. The Suspect is Mentally handicapped / Child Abuse c. The Victim is Mentally Handicapped / Child Abuse d. The Suspect has an Outstanding Homicide Warrant / Homicide

128. An incident where an individual is believed to be armed and unlawfully holding a person in return for some known or unknown consideration is ______. a. Barricade Incident b. Sniper Incident c. Hostage Incident d. Hostage Barricade Incident

129. Which of the following is not an element of a Barricade, Sniper, or Hostage Incident? a. Inner Perimeter b. Inner Perimeter Command Post c. Outer Perimeter d. Command Post

311 The Written Test 130. Upon receiving a building owner / agent’s permission to evacuate / search on a Bomb / Bomb Threat incident, which of the following is wrong? a. Direct occupants of the building to keep windows, doors, desks, etc. unlocked. b. Using the pretext of a fire drill is the best method to evacuate. c. Maintenance personnel are generally excellent to assist with the search. d. Move evacuated people at least 100 yards away from the building.

131. In a study on stressors on females, it was determined that the most significant were the same as men. Which of the following is not a significant stressor shared by both men and women? a. Lack of Peer Acceptance. b. Death of a Fellow Officer. c. Death of a Suspect. d. Scene Involving Children.

132. ______is when a supervisor is responsible for the actions of the employee, such as in negligent hiring, negligent training, or negligent supervision. a. Negligence Theory b. Vicarious Liability c. Negligent Liability d. Vicarious Torts

133. The E.R.G Theory stands for ______, ______, and ______. This theory is a simplified version of Maslow’s Hierarchy of needs, created by Alderfer. a. Goals, Realization, and Esteem b. Growth, Readiness, and Experience c. Growth, Relatedness, and Existence d. Goals, Required Fulfillment, Exercising Needs

312 The Written Test 134. There are two types of motivation; motivation that comes from within a person activating behaviors designed to produce satisfaction, and motivation resulting from incentives to encourage patterns of behavior. These two types of motivation are referred to as ______and ______. a. Self-Motivation and Incentive-Based Motivation b. Internal and External Motivation c. Behavioral Motivation and Incentive-Based Motivation d. Self-Actuated Motivation and Punishment Motivation

135. There are certain situation which a search warrant is not needed to conduct electronic surveillance, such as consent, 911 calls, and ______. a. Hostage/Barricade b. Officer’s Safety c. Those Readily Accessible to the Public d. All of the Above

136. Which of the following require a court order to intercept/conduct surveillance? a. Tone-only Pager. b. Video Camera in Public Area. c. Cordless Phone Handset to Base Radio Communications. d. One Party only Consents.

137. Which of the following is not true regarding electronic surveillance? a. Interception by police without proper court order is a criminal offense. b. Officer’s safety warrantless surveillance cannot be recorded or used against the defendant. c. Consultation with a prosecutor is required in every case. d. Wiretaps are good for 60 days at a time.

313 The Written Test 138. If 911 tapes are needed for court, a ______notice is required. a. 10 days b. 5 days c. Two weeks d. One week

139. As a shift commander assuming responsibility of a major incident (such as Hostage/Barricade) which of the following is true? a. Consider assigning the SIC to handle regular duties. b. Begin writing an event log. c. The 1st priority is always to establish a command post. d. None of the Above.

140. A bomb threat with extortion involved in handled by______. a. Arson b. Homicide c. Check and Fraud d. ESU

141. Kidnapping requires… a. False Imprisonment. b. Transportation. c. Both A and B. d. None of the Above.

142. Who completes the report when an on-duty offer discharges his weapon at a suspect and misses, hitting nothing? a. Homicide b. DDU c. P/O’s Sergeant d. P/O’s Lieutenant

314 The Written Test 143. There are four types of warrants including Arrest Warrants, Bench Warrants, ______, and ______. a. Domestic, and Civil b. Federal and International c. Hospital and Retake d. Escapee and Domestic

144. The crime of conspiracy is complete when: a. Agreement is Entered Into b. The Crime is Attempted c. The Crime is Completed d. None of the Above

145. A suspect was arrested for malicious burning of property, what is the incident report titled? a. Destruction of Property b. Malicious Burning c. Arson d. Malicious Destruction of Property

146. In order to make a warrantless arrest for an incident not on view, you must have Probable Cause for a felony or for specific misdemeanors. Which of the following is NOT one of those specific misdemeanors? a. Stalking with Corroborating Evidence b. Handgun Possession c. Common Assault d. Theft

147. What is the age of infancy in which an individual is immune to prosecution? a. Under 7 b. Under 12 c. 7 and Under d. 12 and Under

315 The Written Test 148. Of the following types of evidence which is an expression meaning "on its first appearance"? a. Conclusive b. Opinion c. Hearsay d. Prima Facie

149. Which of the following is a felony offense? a. Malicious Burning 1st Degree ($1,000 or More) b. Malicious Burning 2nd Degree (Less than $1,000) c. Handgun Violation d. None of the Above

150. What is the difference between escape in the 1st degree and escape in the 2nd degree? a. 1st Degree Involves Use of Force and 2nd Degree Does Not b. 1st Degree Involves Place of Confinement 2nd Degree Involves From Lawful Arrest Escape, Escape From Custody, or Failure to Report to Confinement c. 1st Degree Involves Use of a Weapon and 2nd Degree Does Not d. None of the Above

151. In Regards to the Degrees of Burglary which of the following is not true? a. 1st Degree is a Felony Involving a Dwelling, a Theft or Crime of Violence b. 2nd Degree is a Felony Involving a Storehouse, an Arson, Theft, or Crime of Violence c. 3rd Degree is a Felony Involving a Dwelling and any Other Crime d. All of the Above are True

316 The Written Test 152. When there is a conflict between the parental custody order of Maryland and another state ______. a. The Custody Order of Maryland Always Prevails b. The Custody Orders of Both are Invalid and New Order Must be Sought c. The Custody Order of Maryland Prevails Unless the Other State Passed its Order After the Maryland Order d. None of the Above

153. Indirect or Inferred Evidence is the definition of? a. Direct Evidence b. Circumstantial Evidence c. Real Evidence d. Prima Facie Evidence

154. Assignation is defined as? a. An Appointment for a Lover's Meeting b. The Murder of an Important Person c. The Duties Given to or "Assigned" to a Member d. None of the Above

155. A gun case folder must be prepared within ______of a gun related arrest. a. 24 Hours b. By the End of the Tour of Duty c. 48 Hours d. 4 Hours

317 The Written Test 156. Place the following responsibilities for a major incident in their proper order; 1. Redirect and detour traffic as needed, 2. Ensure that first aid is immediately rendered to the injured; evacuate to a safer location if necessary, 3. Locate and Secure all Witnesses, 4. Ensure that the scene is secured and rendered safe. a. 2-4-3-1 b. 2-1-3-4 c. 1-2-3-4 d. 4-2-3-1

157. Forced vaginal intercourse in connection with a 3rd degree burglary should be charged as ______? a. 1st Degree Sex Offense b. 1st Degree Rape c. 2nd Degree Rape d. 3rd Degree Rape

158. While reviewing a statement of probable cause you read that one of your officers arrested a 15 year old for having vaginal intercourse with an 11 year old neighbor, the officer charged the 15 year old boy with 1st degree rape, you need to inform your officer of what? a. Without the Use of a Weapon the 15 Year Old Cannot be Charged With Rape b. That the 15 Year Old Should be Charged With 2nd Degree Rape c. That Since the Act Was Consensual The 15 Year Old Cannot be Charged With Rape and Should be Released and an Involuntary Detention Written d. That There is Nothing Wrong With Your Officer's Report

318 The Written Test 159. The only difference between 1st degree rape / 2nd degree rape and 1st degree sex offense / 2nd degree sex offense is ______? a. The Rapes Involve Male Suspects Only and the Sex Offenses Involve Female Suspects Only b. The Rapes Involve Female Victims Only and the Sex Offenses Involve Male Victims Only c. The Rapes Involve Vaginal Intercourse and the Sex Offenses Involve Sexual Contact d. The Rapes Involve Vaginal Intercourse and the Sex Offenses Involve a Sex Act

160. In Maryland the age of sexual consent is 16 years of age; in the instance that a 22 year old school teacher has a sexual encounter with a 17 year old student ______. a. The Teacher Should be Arrested and Charged With a Fourth Degree Sex Offense b. The Teacher Should Not be Charged With Anything c. The Teacher Should be Charged with Statuary Rape d. None of the Above

161. The ______involves the transfer of an employee from one place or one supervisor, or from one unwholesome environment to one of lesser exposure; this approach may be more injurious than helpful in addressing the problem. a. Transfer Treatment Method b. Freeway Therapy Method c. Wheel Method d. All of the Above are Suitable Terms

162. What are freedom of speech and freedom of the press protected by? a. The 1st Amendment to the U.S. Constitution b. Article 40 of the Maryland Declaration of rights c. The 2nd Amendment to the U.S. Constitution d. Both A and B

319 The Written Test 163. Freedom of speech can be restricted in what very narrow circumstance(s)? a. Inciting Others to Engage in Unlawful Activity b. Insults That Tend to Incite an Immediate Breach of Peace, Fighting Words c. Talking Back to an Officer or Objecting to an Officer's Actions d. Both A and B

164. The optimal distance for use of pepper spray is ______and the effective range is ______a. 5 Feet; 1 - 20 Feet b. 10 Feet; 3 - 15 Feet c. 7 Feet; 10 - 20 Feet d. 10 Yards; 3 - 15 Yards

165. As a Lieutenant in charge of a tactical situation such as Hostage / Barricade, Sniper, or Bomb incident, which tasks if any are proper to delegate? a. Perimeter Management to a Sergeant b. Command Post and Staging Are management to a Sergeant c. Routine Field Operations to the Usual Sergeant in Charge (SIC) d. All of the Above

166. A robbery has just occurred; your police officer observes an individual he previously locked up in the area for a robbery sitting in a vehicle nearby. Can your police officer conduct a lawful stop of this individual? a. Yes b. No

320 The Written Test 167. Which of the following is not a missing person? a. Anyone Missing Under Unusual Circumstances and Last Seen in Baltimore b. Anyone Who's Disappearance is Related to a Natural Disaster c. Anyone Who is Wanted on a Warrant and has Not Been Seen d. Anyone Who has Not Been Seen and is Suicidal

321 The Written Test

322 The Oral Board Chapter 9

The Oral Board

Now this is where we make it or break it. Chapter 10 goes into detail covering the training scenarios; this chapter is about developing the mindset that needs to go into the oral board. While I can discuss what has happened in the past (which is highly likely to happen again) the process is subject to change. That potential for change, or surprise questions, is why we must have the right mindset in preparing for and executing the oral board part of the testing.

Generally, the oral board is weighted the heaviest on the final score computation. It is also the only area subject to opinion; the written test is right or wrong and completely in your control. The oral board on the other hand, has other elements involved. Cadence of speech (tone), physical appearance, an in depth understanding of law enforcement principles, the ability to think on your feet, write legibly with proper grammar, and even likeability all play a part.

After I was surprised to learn that I passed the written portion of the Sergeant’s test, I decided that I may as well go ahead and take the oral board preparation seriously. It was my success in the oral board that made me promotable and overcame my poor written score and lack of seniority. Ironically, I sought improvement for the Lieutenant’s test and changed my oral board tactics. The change in tactics hurt my Lieutenant’s test score, requiring my written score to make up for the oral board mistakes. The written test can be learned casually by taking your time and studying whenever you can. If you truly want to be promoted the oral board must be a focused effort, all distractions must be temporarily eliminated.

323 The Oral Board

324 The Oral Board What Happens?

Once you are finished passing the written test, which you will because you took my words seriously, you will begin focusing on Chapters 9 and 10 of this guide. Once the results of the written test have gone through their paces (confusing questions will be eliminated, inaccurate questions will be eliminated, and most likely a curve will be applied if the results do not yield a satisfactory number of passing scores) an order will come out stating where the oral board testing will be held, what time, and your candidate number.

Before the oral board date, scope out parking, travels routes, and contingency plans; the last thing we would want is to be late or have something else go wrong at this critical time. Relax the day before the test; if you don’t know it now you won’t know it then. Science shows that the brain does not work that way; it will not recall that last minute information when stressed. Get a haircut and whatever else grooming makes you look your best. Go get a massage, go to the gym, or do something which you enjoy and relaxes you.

Ensure that your attire is professional, clean, and complete. There are many opinions regarding what to wear. I have researched many and here’s my two cents. Men, light to dark grey or dark blue suit, laced smooth black shoes, subdued tie, and white shirt. Avoid the black; you do not want to look like you are going to a funeral or a formal event. The idea is to look confident but not slick, a nice black suit can make you look too good and give off an air of arrogance, which is great in certain situations, but not here. Remember that this is an investment so I suggest going down to Joseph A. Bank downtown, and tell them what you are trying to achieve and let them pick out your suit. They treat our officers well and know what they are doing; you can’t go wrong doing this.

Women, a stylish pant suit in the mold of the male color pattern has always looked good in my opinion. But thin pinstripes can help with women because it slims and makes you look taller; for some reason women can also get away with wearing the black better. I believe that women have to do their best to give off that air of

325 The Oral Board confidence that truly boarders on arrogance because you have to overcome some prejudices that still exist, whether admitted to or not, they are there. Get your hair done, go to the spa, treat yourself well in preparation and get that feeling of looking and feeling your best. If you have the assets do not flaunt them, you will end up with a strong women assessor that takes offense to that; instead, accentuate with a tailored outfit. A long skirt with the right blouse can look extremely professional, but get help with your wardrobe from a professional if the pant suit is something you do not want to wear.

Get to bed early and ensure plenty of sleep. Wake up with plenty of time to spare and avoid the stress of a rush. The test will be held downtown and if you are early there are plenty of places to relax and have a drink or a light snack. While you do not want to be so hydrated that you have to visit the restroom every five minutes, I have not found that the bathroom breaks are an issue. There are 2 to 3 opportunities while you are in the process.

Sign in and wait to be called up. Once called upon you will go to a room and complete some administrative paperwork and get briefed on the process. You will then go into another room and be assigned the Inbox portion of the test, move to the speech portion, and then to the scenarios. It will be stressful and seem like a blur. When you leave you will begin to think of all of the things that you missed and feel like you did awful because of those things that you missed. Be aware of this and remember that everyone feels that way.

326 The Oral Board Mindset

There are a few key mindset issues that you must understand right from the beginning:

 As a supervisor, whether you like it or not, you must begin to protect the department and your actions must be for the best interest of the department at all times. In reality, of course, there are going to be situations where you look out for an officer and may not follow the black and white rules but that is never the case in an answer you provide during promotional testing.  The assessors are human beings; they are swayed just as much by likability and first impressions as anyone else. It is only human that whether consciously or subconsciously they view themselves as the gatekeepers of the club. The club is the Sergeant’s or Lieutenant’s supervisors club. You want to be likeable; you want them to want you in their club. Do not under any circumstances, just like in any positional interview, talk about how you would do things differently or better than the way it has been or that the rules are written. Remember, they have most likely been doing things that way so you would essentially be telling them that they have been doing it wrong. Not a good way to make a solid impression!

Here are some key things to keep in mind throughout the oral board:

327 The Oral Board GMP The Three Cs of LEADERSHIP STYLES: This is an acronym that I created when trying to think of the keys of leadership that I would want to convey no matter what type of questions were asked of me in the inbox or potential speech sections.

GMP Goals and Milestones The Motivation Three Cs Problem solving of Teamwork

LEADER- Training

SHIP Commend in public STYLES Constant improvement

Common sense

Lead from the front

Ethical

Always document

Disciplined

Enthusiam

Respect is earned

Strategic Planning

High morale

Integrity

Professionalism

Supervise

Trust

Yes men (avoid)

Leadership development

Expert in subject matter

Self critique

328 The Oral Board The UMUC Leadership Certificate Course drove this principle home which I also integrated into the inbox portion of my Lieutenant’s test:

Successful Organization = Positive vision of the future, Resources, Knowledge – Skills – Attitude, Constant positive reinforcement, and Strategic planning.

Knowledge, Constant Positive Vision Strategic Resources Skills, & Positive of the Future Planning Attitude Reinforcement

329 The Oral Board AEDEMIC is another anonym that I created to think about what I needed to do when taking over a new unit and it also applies to any problem.

A Accept the mission of my unit E Establish goals and objectives D Define roles and functions E Establish expectations and standards M Monitor for adjustments I Intelligently appraise for effectiveness C Continually do better

330 The Oral Board Similar to AEDEMIC:

State the Problem

Investigate

Notify

Document

Critique

Training

Follow-up / Monitor

PRELIMINARY P Proceed to the scene safely R Render Aid E Effect the arrest of the offender if possible L Locate all witnesses I Interview all witnesses M Maintain Evidence I Interrogate Suspects N Note all conditions A Arrange for the collection of evidence R Report all the facts Y Yield investigation (i.e., give it to AIU, Homicide, etc...)

331 The Oral Board Resources

Do not limit yourself to the resources that are at your disposal, in the oral boards it is a perfect situation where everything comes together, even that which we know is impossible and will never be at our disposal.

Environmental Tactical Light Towers Emergency Vehicle Unit PODDS K-9 (Security & Presence) CCTV Bomb Squad Forestry Service SWAT DPW (street lights) Mounted (Presence) Environmental Crimes Unit Crisis Negotiator Rat Control Foxtrot Sanitation Less-Lethal Kits Liquor Board Mobile Command Post Health Department (extra batteries) Log Books

Communications Fire Department Communicator system Medic and fire apparatus Command pages Box 414 Notifications Batteries Additional Radios Committed channels

DPW Intel Transit and traffic support Watch Center Water main & sewage problems Federal Liaisons & notifications Gang Intel & Enforcement BOLO repository

332 The Oral Board District level Technical Rank and File officers TARU Patrol PODDS Community Relations CCTV Operations Units Watch Center Administrative Support Departmental guidelines Shift Commander Departmental Websites District Commander Duty Officer Notifications Vehicles RATT District gang liaison unit Property Officer

Command level Support CID notifications PCA SET CIST OCD Spiritual advisor Crime Lab States Attorney’s Officers Trace Unit Central Booking Liaison IAD Civilian Review Board EEOC Signal 13 Foundation Education & Training Public Affairs Safety/Liaison Officer Emergency Operations Center

333 The Oral Board Community State/Federal Community Associations FBI Escort Programs for the elderly ATF Crime Watch Programs FEMA Target hardening pamphlets Chemtrec Window Flyers Fire marshal Communicator (previously mentioned) Attorney general Drug Treatment DEA Addiction Counselors HIDTA task force GREAT MSP PAL Other Jurisdictions Scared straight programs Military Adolescence Crisis Centers Coast Guard Nuisance Law Enforcement EPA Truancy Services (B-Tac) Parole and probation Tension Squad Corrections –recent Senior Citizen Liaison releases Community News letters Community Affairs Division Community Mediation

Support Admin Personnel Comstat data Radios Cad information Street stanchions Reports Cones Gun and Drug hotlines Bullhorns Vehicles (land and sea) Personal Protective Equipment Logistics (food and supplies) Fiscal

334 The Oral Board General Information

The assessors will generally take turns fulfilling the different roles, time keeper, question reader, benchmark checker.

Exude confidence but not arrogance. Smile (likeability), stand straight, make eye contact with each member of the panel, and speak with a clear cadence and moderate volume. Use mirroring techniques, if they laugh, smile and laugh back, if they lean forward, lean forward in response to show attention.

Be aware of the time constraints of your questions. I will hit on it some later, but the fact is that the time constraints are tough intentionally. They are an additional stressor that tests your efficiency and time management, I cannot say that I agree with that process but it is what it is. In chapter 10, the scenarios may exceed the five minutes that you have to answer, so a perfect answer simply is not possible. That is why I recommend that you know the perfect answer and then get out what you can, so even if you forget things you will still remember enough to maximize the time available.

The assessors will not repeat questions.

There is no reason to limit yourself to the scenarios that I provide. I find them to be extensive, but if surprises are thrown in or you wish to create more, the following is intended to assist.

 Serious Complaints/ Infractions from Inside / Outside of the Agency: o Ascertain exact nature of misconduct from complainant. o Determine merit of complaint. o Draw conclusions from facts collected. o Decide corrective action if needed and administer it. o Follow-up to determine compliance/ effect of disciplinary action.

335 The Oral Board  Handling Minor Employee Infractions: o Discuss incident w/ employee. o Give on-the-spot warning or admonishment when necessary. o Record incident for future reference. o Follow-up to determine compliance/ effect of warning.  Remedial Training: o Performance Review: Explain precisely what error/ omission occurred. o Demonstration / Explanation: Tell/ show the proper procedure. o Resource Acquisition: Inform the member what resources are required to correct/ modify the behavior. o Compliance Time Line: Give a defined period of time in which to correct the problem. o Important Note: . Follow-up is Essential. . State timeframe when follow-up will occur.  Planning: o Define Problem. o Gather Relevant Facts. o Develop Alternatives. o Evaluate Effects.  The Research Process: o Problem Definition: Identify & clearly state issue. o Research Design: Ask the question, “What do I need to learn”? From here, decide the mode of research: archival, analytical (i.e., sampling, surveys, etc.) or experimental. o Data Collection: Research literature, conduct surveys, collects stats, etc. o Data Analysis: Determine validity and reliability of info. o Reporting.

336 The Oral Board For any of the inbox reports and the interview questions here are some more key notes:

All of these plans must be implemented and implementation requires three things, be sure these are included in an effective plan, especially for a written plan:

The Three elements of Implementation  Resources: o Money o Personnel o Authority o Et cetera  Provide employees direction.  Provide control to ensure directions are followed.

All of the plans also require follow-up  Victims: o Victim Services o Crisis Intervention o Counseling o Court Advocacy o Referral Services o Emergency Funding o Education o Crime Prevention Services  Case Development: o Solicit more information to further develop the case, think of: . Police . Crises Intervention . Rewards . Discipline . Training  Community Meetings: o Better Service o Related Problems

337 The Oral Board Inbox

The section covers some situation specific questions or tasks for the inbox. It is very possible that some of these could also be questions for in front of the board. These are bullet point ideas for the general topics.

The inbox is generally a crime plan, report correction, community meeting plan, action plan of some sort, or so forth. The 2011 Lieutenant’s test inbox question is in chapter 10. The answer is my actual answer to the best of my recollection from the actual test.

For the inbox you will enter the room and get briefed. You will have a paper to write your response on and a paper for extra notes; normally, the response is all that is collected. Generally, you can take the note paper to the speech phase with you. You will listen to a tape recording of the topic and then the 30 minutes start. I wrote neatly and went off of an outline; this left me with about 10 minutes to plan for the speech section. It is critical to know these general principles that I am teaching, because you need your answer to be instinctual in order to provide as much time as possible to prepare for the speech.

 School violence: o Baltimore School Police. o CCTV system in school (internal and external). o Anonymous tip line to alert officials regarding potential violence. o Safety awareness classes for all students. o Metal Detectors. o No book bags in school (only allowed in lockers). o Controlled entry after school has started. o Conduct evacuation drills. o Increase locker and bag checks (posted warning indicating policy throughout the school). o Hold community meetings at the school for community participation and awareness. o Develop a task force to address and violence and see what programs are in use in other cities. o Mental Health specialists.

338 The Oral Board o Restrict grounds of egress for “dumped guns.” o Strict anti-violence polices enforcing suspensions and expulsions.  Gang Violence: o Baltimore School Police. o Intel gang unit. o Gang database entries. o GREAT training in schools. o DARE officer in schools. o Drug Interdiction. o Narcotic Initiatives (buy bust/reversals/CCTV). o Community led anti-drug initiatives. o Telephone hotline. o Applying nuisance abatement laws. o Restraining orders against gang members. o Implementation of local statutes for gang related violence. o Reclaiming public places. o Safe Zones. o Secure vacant dwellings. o District gang officers. o BTAC. o Violate probation offenders.  Misconduct: o Establish an early-warning offender program. o Monitor all incidents regarding citizen complaints. o Complaint mapping. o Professional Standards classes. o Internal Affairs integrity tests. o Misconduct hotline for citizens and officers. o Ethics classes at IST and roll-call. o Supervisor accountability. o Criminal Prosecution. o Strict enforcement of receipt of gratuities. o Cameras in vehicles. o Roll-call training.

339 The Oral Board  General Enforcement Measures o Buy-Bust: . Undercover means are used to purchase CDS to ID & arrest dealer. o Saturation Patrolling: . Using many P/O to saturate area to deter crime. FI’s, parking, traffic enforcement & trespass enforcement, stop & frisk, loitering, etc. are used to make legal contact w/ public & build intelligence of crime in area. o Street Sweeps: . Arresting many dealers & users in area. o Street-level Reverse Buys (Stings): . Undercover P/O’s pose as dealers and sell CDS to purchasers & then make arrests. 5 teams are used: one team conduct street sweep to clear area; one team pose as dealer; one team provides surveillance, security & record transactions on video; a uniformed team makes arrests, & last an arrest processing team transports, books and completes paperwork. o Problem Solving: . Using combination of above means, environmental design, public education, collaboration w/ other public agencies & community organizing to change underlying conditions that cause problem(s). o Foot Patrol: . Makes public feel safer; provides continuous public presence; facilitates crime reduction via crime prevention & anti-drug training and info networks; found to be effective in housing projects or densely populated neighborhoods where public areas are plagued by drugs.

340 The Oral Board o Regular Patrol: . Not fragmented, so coordination is easier; remains in area after enforcement measure to provide stabilizing influence; address problems over larger area.

Speech

This is where you will first enter the room where the assessors are waiting. So this is where that first impression really takes hold.

For the 2011 Lieutenant’s test, the ten minutes I had left over provided me enough time to have a complete outline for the speech section, which was an introduction to your new Sergeants. For simplicity sake I incorporated the thoughts during my inbox into the speech and suggest you do the same, if possible.

It is very important in this phase to convey the principles of the department and the Police Commissioner. I ensured that I stated the messages that the Police Commissioner was trying to get through to the rank and file. In Chapter 10, the scenario titled Administrative: New Shift Introduction was my speech to the best of my recollection, which I wrote down immediately upon concluding the testing. Supervisors are not rebels! Well, not officially.

Other test measures could also be thrown in during the oral board in place of the oral board. Situations such as a faux community meeting or a news interview are just some ideas.

341 The Oral Board General Guidelines for addressing community meetings

As the commanding officer, upon being briefed of a community’s concern, I would:  Arrange a series of meetings comprising area police supervisors, post officers, community, business & church leaders, relevant municipal agencies (i.e., DPW, Fire, Parks & Recs, Housing, Mayor’s Office, Water, ASA, Courts, Juv. Dept., Corrections, etc.) & victims to facilitate a partnership to systematically brainstorm the issues using anyone or all of the applicable decision making models: o Tenets of CompStat o PEDA o SARA o Set meeting dates, follow-up meeting dates & feedback/ response dates. o Establish clear channels of communication. o Ensure that meetings are recorded. o Compile conference hot sheet/ agenda & lead meetings. o Ensure results are obtained from each meeting.  More specifically in this matter, I would attempt to resolve the problem by establishing & leading an agenda at the arranged meeting that will: o Accurately identify the problem (via stats, surveys, interviews, etc.). o Assess applicable legal, policy, & moral domains. o Solicit ideas, resources and help from other relevant municipal agencies, businesses, & community institutions (i.e., churches, non-profits, schools, etc.). o Facilitate development, implementation & maintenance of strategies & action plans consistent with the agency’s mission. o Assess progress by: monitoring, tracking, reporting, & obtaining feedback.

342 The Oral Board General Guidelines for addressing the public

 Clear your ideas and statements with command.  Make sure your chain of command knows who you’re addressing.  Give credit to commanders.  Take responsibility for issues and let them know you care.  Have empathy: o EXAMPLE: “So, what you’re saying is you feel like the drug dealers are taking over the corner of Milton and Biddle, I can hear your frustration.”

Questions / Scenarios

After the speech phase, you will transition to the scenario questions. Remember that the assessors will not repeat the questions, but you will have a written copy and a notepad. You are able to use the notepad; I used it to try and be perfect but, I believe that it slowed me down in time management and have to recommend against using it. Know the material and it will come out; my quest for perfection hurt me.

The scenarios in Chapter 10 show how this is done. Always delegate what you can of authority but never responsibility. Many of the Sergeant’s test questions will put you as a Sergeant In Charge so use the scenarios as they are, when they do not, then just step it down a level.

During the interview questions phase of the oral board, there is a general belief that they play a game where one person writes things down and does not look up, another feigns complete disinterest, and another acts very interested in what you are saying. I have seen nothing to show that this belief is not true so at least do not be surprised if the interviewers act like they are not listening or give you a hard time, it is just part of the process. Do not let that rattle you. As I said before the one who feigns disinterest is likely marking the time, the one not looking up is likely marking the benchmarks, and the one interested is reading the question.

343 The Oral Board In the past, you would be asked a question and have quite a while to answer it and could always go back and add or retract something from previous questions. Recent history is that oral interviews are moving towards less and less time to answer the question and you cannot go back and add or retract. Expect to have to complete answers in 3 to 5 minutes. Memorize these answers and remember that this is a benchmark test; the graders are looking for specific points, really the answers do not need to flow. The guidelines here are designed for five minutes or less. Since this is a benchmark test, prioritize what you think will be a benchmark and memorize in the order of anticipation of most likely to be a benchmark. Do it this way because if you end up only having 2 minutes instead of 4 then you will cover the most likely benchmarks. The move towards faster answers is, in my opinion, being done to recognize that decisions must be made quickly and confidently and there often will not be time to think about what to do. This is quite annoying when the scenario is complicated or you would, realistically, have plenty of time to complete.

 General Supervisory Responsibilities: o Initiate Control Operations. o Supervisor should assume that he will not be relieved and that it will be incumbent upon him alone to make decisions. o Must organize, systematize and delegate to determine priorities. o Supervisor can give advice (not order) in disaster incidents (i.e., bomb threats) on whether to evacuate or not.  Oral questions will cover the following general areas: o Legal Issues: . Stop & Frisk . Search & Seizures . Car Stops o Personnel Problems: . Drinking Problems . Lazy P/O or Sergeant . Disgruntled P/O or Sergeant

344 The Oral Board o Legal/ Personnel Issues: . Sexual Harassment . EEOC . Criminal Allegations o Tactical Situations: . Hostage/ Barricade/ Sniper . Bomb . Hazmat o Routine Situations: . Shootings . Crime Scene Protection, . Units in Service . Drugs . Nuisance Abatement . Quality of Life Issues . Robberies, etc… o Administrative Situations: . New Assignment . Leave Requests . Supervisor Complaint . Community Problems . Crime . Nuisances

345 The Oral Board EEOC Complaints General Guidelines

 File complaint with: o Equal Employment Opportunity Commission no later than 300 days of last occurrence. o Maryland Human Relations Commission within 180 days of last occurrence. o Community Relations Commission within 180 days of last occurrence. o Recommendation about complaint submitted to PC in 60 days. o Form 201-Department Discrimination Complaint Form. . Informal process / investigation o Form 155 Discrimination / Harassment Complaint Form. . Member may use departmental discrimination complaint process o Appeal may be filed with the Equal Opportunity Compliance Office of the law dept. unless an EEOC complaint has been filed.  Supervisor: o Implement established policy regarding EEO. o Render assistance in identifying problems. o Promote and encourage discussion with employees to insure EEO policies are followed. o Encourage members to achieve. o Inform members about grievance procedures. o Review qualifications of all employees to insure that minorities and females are given equal opportunity regarding transfer and promotion. o Ensure compliance with reporting requirements in all instances of discrimination of any kind.

346 The Oral Board  Avenues to resolve complaints include: o Chain of command. o Equal Employment Opportunity Officer. o Grievance Procedure. o Negotiated through collective bargaining process. o Outside Agencies. o Personnel Service Board. o Police Commissioner: . Personal interview by appointment. o Suggestion boxes: . Suggestions regarding equal opportunity concerns may be directed to the Police Commissioner’s Advisory Council.  Sources of Protection: o Title VII of the Civil Rights Act of 1964 o Article IV of the Baltimore City Code o ADEA 1967 o Title I of ADA 1990 o Article 43B, Annotated Code of Maryland  All are to report any sexual harassment or discrimination. Report & submit 95.  Any person who files a complaint, charge, participates in an EEO investigation, or identifies an employment practice that is prohibited is protected from retaliation.  Zero tolerance is BPD’s policy in reference to sexual harassment and discrimination.

347 The Oral Board Nonviolent Sudden Deaths DOA General Guidelines

 If signs of death (rigor mortis or post mortem decomposition) are present, pronounce the person dead, noting the time of pronouncement.  It is the policy of the department to investigate any suspicious deaths involving violence, suicide or injury.  In assault cases where death is likely or death cases, notify homicide.  Fire department does not have to remove body upon pronouncing death.  If in public view, in best interest of public, fire dept. will remove body.  Make notifications: o Police services o Medical examiner o Homicide o State Anatomy Board  If kin not present, inventory and secure property.  Get permission from ME prior to removing body.  Give morgue wagon medications and ambulance report.

348 The Oral Board Serious Assault General Guidelines

 Render first aid; for 2 person unit, 1person stay; 1 goes to hospital with victim.  In 1 person unit situation, he or she stays; designate someone to go to hospital.  Arrest if suspect is present.  Interview witnesses.  Protect crime scene, broadcast description & notify supervisor.  Request Homicide Unit when death is likely, crime lab & CIS.  Notify kin; cannot do it by phone.  Submit evidence, complete reports.  Unit at Hospital: o Obtain information and dying declaration if possible. o Victim must believe he or she is going to die for declaration to be admissible.  Broadcast description: o Obtain clothing and submit; place in paper bag.  Supervisor: o Detail necessary personnel to protect scene. o Keep witness at scene but do not let them talk. o Assign officers to look for witnesses and evidence; keep witnesses separated. o Conduct investigation when homicide is not available. o Assign P/O, other than primary P/O to maintain crime scene log (Form 98-229).

349 The Oral Board Community Problem General Guideline

 Community Problems: o Crime o Nuisances o Quality of Life Issues  As the commanding officer, upon being briefed of a community’s concern, I would: o Arrange a series of meeting comprising: . Area police supervisors . Post officers . Community . Business leaders . Church leaders . Relevant municipal agencies . DPW . Fire . Parks & Recs . Housing . Mayor’s Office . Water . ASA . Courts . Corrections . Victims o Facilitate a partnership to systematically brainstorm the issues using anyone or all of the applicable decision making models: . Tenets of CompStat . PEDA . SARA o Set meeting dates, follow-up meeting dates & feedback/ response dates. o Establish clear channels of communication. o Ensure meetings are recorded. o Compile conference hot sheet/ agenda & lead meetings. o Ensure results are obtained from each meeting.

350 The Oral Board  More specifically in this matter, I would attempt to resolve the problem by establishing & leading an agenda at the arranged meeting that will: o Accurately identify the problem (via stats, surveys, interviews, etc.). o Assess applicable legal, policy, & moral domains. o Solicit ideas, resources and help from other relevant municipal agencies, businesses, & community. institutions (i.e., churches, non-profits, schools, etc.) o Facilitate development, implementation & maintenance of strategies & action plans consistent with the agency’s mission. o Assess progress by: monitoring, tracking, reporting, & obtaining feedback.

Memorization

If possible take a week or so off of work and anything else before taking these tests.

Combine the methods of learning visual, auditory, and kinesthetic (physical) by doing the following:

 Tactile: o Write out the scenarios as many times as possible, preferably with a traditional non mechanical pencil on lined notebook paper, as this will provide more tactile feedback from the friction of the graphite on the paper. The idea is to create a physical memory that contains physical points of reference. For instance, you may remember points where you went to the next line or where you had to sharpen the pencil. When you are in front of that oral board this tactile action sparks a memory jolt to know that your mind may be telling you to say one thing, but you know you wrote something different than that and you get back on course.

351 The Oral Board  Auditory: o Create an oral recording of the oral board scenarios. Listen to these recordings as often as possible. Put them on your mp3 player, play them in your car, play video games while listening to them on headphones, and anywhere you have a moment. Some swear that they can enter your subconscious while sleeping, so if you can tolerate it put them on loop / repeat while sleeping, it certainly cannot hurt. If you write out new scenario ideas, be sure to create a digital recording of them and add them to the ones you already have.  Visual: o Take this book with you wherever you go and read over the scenarios as many times as possible.  Wild Card: o Here is the wild card method which is part visual, part mentally auditory, part kinesthetic, and part unique. This method is what I believe is the most important one to do. Although, this is the most important, complete all four methods as much as possible, this is your career, your future. o Take the printed oral board scenarios into a quiet room, shut the door, and eliminate all distractions. o Look at the first sentence on the oral board scenarios and read it out loud. Then, close your eyes and say the sentence without looking at it. o Repeat the step above, this time with the first 2 sentences. o Next, try it with 3 sentences, then 4, and repeat until you have memorized every sentence in the oral board scenarios.

352 The Oral Board Closing Notes

 You must take control of your mindset in this stressful process.  Do not get discouraged if you do not make it the first time.  Whenever eligible, take the test, even if you believe you are not ready you still have a win-win. You will either take part in a learning experience or surprise yourself.  Have others test you on the material.  Participate in study groups.

353 The Oral Board

354 The Oral Board Scenarios Chapter 10 The Oral Board Scenarios

I have never come across a collection of scenarios as extensive as the ones I created here with a great deal of help from Anthony Proctor, James Glanville, and Robert L. Brown. Remember that these are written from a Lieutenant’s test perspective. If you can think like a Lieutenant and are taking the Sergeant’s test, then doing the Sergeant stuff will be cake.

There is a critical lesson that I learned about these though. You need to study these inside and out. They are very useful for day-to-day work and will make you better on the street regardless. Know these as a philosophy, memorize them if you can, but do not try to present them in their entirety during the test. This is a mistake I made. A huge mistake I believe.

I memorized every single one of these scenarios word for word with acronyms and all, but there simply is not enough time under the five minute system to do that unless your memorization is perfect and the scenario is 100% accurate. What you need to have is complete knowledge of the concepts that are presented here. Once you achieve that, you can adapt to the scenario that is actually presented and have a complete answer. If you have time left then get into the details that are in these scenarios.

I was so fixated on perfection that I did not complete any of the scenarios, especially the hostage barricade. I had super detailed answers but did not complete the answers, and with a benchmark system we need to hit the major points, and then expand upon those major points if we have the time.

Good preparation needs no luck; luck is almost always a result of preparation. Prepare and luck will follow.

355 The Oral Board Scenarios

356 The Oral Board Scenarios Inbox: In one page define your leadership style and how it will benefit the Baltimore Police Department. 2011 Lieutenant’s Test.

My leadership style in one word is adaptability, based primarily off of situational leadership. I believe that choosing a leadership style depends on the situation and the individualities of those I am leading. A positive command presence brought about by training, poise, and self-control will convey an image of leadership regardless of the style chosen. I am largely democratic, believing that seeking ideas from subordinates provides intrinsic motivation and increases the commitment to the goals of the department. When high stress situations occur I adapt to an autocratic style, take charge, and lead from the front.

There are principles that I believe in that form my foundation, most importantly, creating a successful organization by providing a positive vision of the future, resources, knowledge, attitude, and skills, constant positive reinforcement, and strategic planning.

This style of leadership benefits the Baltimore Police Department by ensuring that on whatever level I am assigned I will accept the mission of my unit, establish goals and objectives, define roles and functions, establish expectations and standards, monitor for adjustment, intelligently appraise the effectiveness, and continually do it better the next time.

357 The Oral Board Scenarios Administrative: New Shift Low Performance Question Example: You are with your new shift after being promoted and according to the district commander; your shift is responsible for very low enforcement, wrinkled uniforms, and general malaise. What would you do?

I would begin by letting the Commanding Officer know that I will be researching the problem and present him or her with a plan.

My research would consist of things such as:  Gathering proactive enforcement statistics with comparisons to other shifts.

 Speaking with other shift supervisors, especially the previous Lieutenant.

 Interviewing my Sergeants and Officers to solicit an analysis of why they think the problem exists.

 Determining how long the problem has been occurring.

 Confirming that the problem does exist.

 Prioritizing the problems leading to low performance and malaise.

 Determining if there is an 80/20 type situation that exists where a small percentage of Officers are bringing down the whole shift. If that is the case, investigate what is affecting the group and address their issues.

Upon having an understanding of the problem or problems I would: o Research successful methods for correcting the problems from inside and outside of the agency or develop new methods.

o Plan the tactics, procedures, or training that will need implementation.

o Brainstorm for new ideas and use some of the ideas that I solicited from the Sergeants and Officers to give them some ownership and establish some intrinsic motivation to accomplish the goals.

358 The Oral Board Scenarios o Establish goals and milestones within a specific time frame to get the shift to be the best in the city.

o Establish some extrinsic motivational factors such as competitions and rewards.

o Present the findings and the plan of action to the Commanding Officer for approval, recommendations, and advice.

Upon approval from the Commanding Officer I would:  Implement the plan and ensure clarity for the parties responsible for implementation.

 Ensure that documentation is made in the performance evaluations, and consider 28 day evaluations, for the problem officers and their improvement or lack of improvement noted in order to establish a paper trail for justification of retraining or termination.

 Discipline if the issues are a result of negligence and discipline is appropriate.

 Supply training and coaching for issues that are a result of ignorance or lack of training.

 Send those with the highest level of problems to remedial training.

 Monitor the implementation of the plan, constantly following- up and assessing for needed adjustments.

 Reach the milestones and goals of the plan.

 Conduct a review with the Sergeants and Officers to assess areas that went well and where improvement is needed.

 Continue periodic training with roll call training, remedial training, and advanced training for further improvement.

I would then continue to monitor the situation to ensure that the shift remains the best in the city as well as periodically update my chain of command on the progress.

This concludes my answer to this question. 359 The Oral Board Scenarios Administrative: New Shift Deficiency Question Example: You are the shift commander when one of your Sergeants calls out on medical and one calls you stating that he cannot make it in because of daycare issues, this puts you at 14 shift strength when you are supposed to have 18. Additionally, your shift has a general medical abuse problem causing manpower issues. What would you do?

I recognize that I have two related issues to deal with; I must first address my immediate manpower issue for the shift, I must then implement measure to prevent recurrence of the manpower shortage.

To address the immediate manpower issue I would:  Notify my chain of command that our shift is under-staffed, the reasons why, that I will be addressing the issue, and keep them apprised.

 Ascertain the availability of District Operations and Neighborhood Services Units to fill vacancies.

 Coordinate with districts and operations around the city to request assistance for volunteers or shifts that are overstaffed.

 Contact hardworking and deserving officers from the district that are off and offer a shift overtime, as a last resort.

 Issue citywide broadcast requesting volunteers for an 8 hour shift overtime.

 If none of those options are available, advise the previous Shift Commander to solicit volunteers to stay for overtime. If there are no volunteers, draft individuals starting at the lowest seniority, staying within the MOU guidelines.

Upon the return of the Sergeant who failed to report for duty, due to lack of child care, I would attempt to ascertain why there was a lack of child care, was there a family emergency, or was there an emergency with the a baby sitter..etc., if the lack was due to negligence of preparation on the Sergeant’s part I would explain to the Sergeant that lack of child care is not a reasonable excuse for failing to report for duty, document this incident and refer the Sergeant to Command investigation for discipline.

360 The Oral Board Scenarios In order to address my long term problem I would investigate the situation, my research would consist of things such as:  Informing my chain of command that there is a problem that I have noticed, am addressing, and will keep them appraised.

 Review if we have enough officers assigned to us to meet requirements.

 Review the roll book to plan out into the future.

 Speaking with other shift supervisors, especially the previous Lieutenant to solicit input.

 Interviewing my Sergeants and Officers to solicit an analysis of why they think the problem exists.

 Determining how long the problem has been occurring.

 Confirming that the problem does exist.

 Prioritizing the problems leading to issues at hand.

 Determining if there is an 80/20 type situation that exists where a small percentage of Officers are bringing down the whole shift.

 Coordinate with the Medical Unit for a review of medical use, MLAC procedures, resources and advice.

Upon having an understanding of the problem or problems I would: o Research successful methods for correcting the problems from inside and outside of the agency or develop new methods.

o Plan the tactics, procedures, or training that will need implementation, such as placing eligible members in the MLAC program, rescheduling days off voluntarily and in accordance with the MOU, monitoring medical use, planning home checks for those on medical, counseling members on the importance of manpower.

o Brainstorm for new ideas and use some of the ideas that I solicited from the Sergeants and Officers to give them some ownership and establish some intrinsic motivation to accomplish the goals. 361 The Oral Board Scenarios o Establish goals and milestones within a specific time frame to get the shift to be appropriately staffed.

o Establish some extrinsic motivational factors such as competitions and rewards.

o Present the findings and the plan of action to the Commanding Officer for approval, recommendations, and advice.

Upon approval from the Commanding Officer I would:  Implement the plan and ensure clarity for the parties responsible for implementation.

 Ensure that documentation is made in the performance evaluations for the problem officers and their improvement or lack of improvement noted in order to establish a paper trail for justification of retraining or termination.

 Discipline if the issues are a result of negligence and discipline is appropriate.

 Monitor the implementation of the plan, constantly following- up and assessing for needed adjustments.

 Reach the milestones and goals of the plan.

 Conduct a public review with the Sergeants and Officers to assess areas that went well and where improvement is needed.

 Continue periodic training with roll call training, remedial training, and advanced training for further improvement.

I would then continue to monitor the situation to ensure that the shift remains appropriately staffed as well as periodically update my chain of command on the progress.

This concludes my answer to this question.

362 The Oral Board Scenarios Administrative: New Shift Deficiency Question Example: You are with your new shift after being promoted and according to the district commander; your shift is responsible for a high number of departmental accidents. What would you do?

I would begin by letting the Commanding Officer know that I will be researching the problem and present him or her with a plan.

My research would consist of things such as:  Gathering departmental crash information with comparisons to other shifts.

 Speaking with other shift supervisors, especially the previous Lieutenant.

 Interviewing my Sergeants and Officers to solicit an analysis of why they think the problem exists.

 Determining how long the problem has been occurring.

 Confirming that the problem does exist.

 Prioritizing the problems leading to the high rate of departmental crashes.

 Determining if there is an 80/20 type situation that exists where a small percentage of Officers are involved in a large number of the crashes.

Upon having an understanding of the problem or problems I would: o Research successful methods for correcting the problems from inside and outside of the agency or develop new methods.

o Plan the tactics, procedures, or training that will need implementation.

o Brainstorm for new ideas and use some of the ideas that I solicited from the Sergeants and Officers to give them some ownership and establish some intrinsic motivation to accomplish the goals.

o Establish goals and milestones within a specific time frame to get the shift to be the best in the city.

363 The Oral Board Scenarios o Establish some extrinsic motivational factors such as competitions and rewards.

o Present the findings and the plan of action to the Commanding Officer for approval, recommendations, and advice.

Upon approval from the Commanding Officer I would:  Implement the plan and ensure clarity for the parties responsible for implementation.

 Discipline if the issues are a result of negligence and discipline is appropriate.

 Send those with the highest rate of crashes to EVOC training.

 Monitor the implementation of the plan, constantly following- up and assessing for needed adjustments.

 Reach the milestones and goals of the plan.

 Conduct a review with the Sergeants and Officers to assess areas that went well and where improvement is needed.

 Continue periodic training with roll call training, remedial training, and advanced training for further improvement.

I would then continue to monitor the situation to ensure that the shift remains the safest drivers in the city as well as periodically update my chain of command on the progress.

This concludes my answer to this question.

364 The Oral Board Scenarios Administrative: New Shift Introduction Question Example: You are a new Lieutenant meeting with your three Sergeants; you have 8 minutes to introduce yourself, state leadership style, day to day functions, how things will be better, expectations and so forth. What do you say?

Good morning ladies and gentlemen, I am Lieutenant Candidate #99, I cannot begin to tell you how happy I am to be here. When the Commissioner informed me that I would be coming here I was elated, partly because of the reputation that this shift has and partly because it does not seem very long ago that I was an officer sitting in roll call here.

After leaving here as an Officer I became a detective with the Violent Crime Impact Division, then to the Major Case Squad, was promoted to Sergeant from there and spent my time as a Sergeant in the Eastern District where we made many crime reduction strides and dramatically enhanced our community relations. I intend on us being able to do even better, together, as a team.

The Police Commissioners plan is to:  Build partnerships with federal and state law enforcement experts.  Engage citizens in the safety of their communities and strengthening the relationship between police officers and citizens  Aggressively target our most violent offenders.  Get illegal guns out of Baltimore.

What I expect of myself is to support that plan in a professional manner while maintaining a high level of morale among our officers because that is our ultimate mission. That means that we must be the example of professionalism and high morale, making it clear that we expect the same of our officers.

That does not mean making sweeping changes to this shift, so do not worry about the changes that will come.

365 The Oral Board Scenarios Our first step is to integrate our officers in the decision making process. We will intelligently review what should change because it can be done better, and then we will gradually and methodically implement the changes that we discover.

Leadership is our role in achieving the missions of the department. If I were to define my style it would be adaptable leadership, in other words I believe we have to adapt our leadership styles to the situations and individual members that we are dealing with. We have to be intelligent leaders who solicit the input of our subordinates and integrate them into the mission, but also be able to take charge and lead when called upon.

I was once taught, and believe, that there are five things that are necessary for a successful organization. We will have to keep those things always in our mind. They are a positive vision of the future, knowledge attitudes & skills, constant positive reinforcement, and strategic planning.

A few notes about my beliefs and personality;

 I am a proponent of getting as much training as possible.  I strongly encourage the fostering of leadership, I will teach you to be Lieutenants and expect you to teach your officers how to be Detectives and Sergeants.  I support a unity of command and will not allow the officers to side step you and bring issues to me and expect that you will never side step me.

366 The Oral Board Scenarios The expectations that I have for my Sergeants are the same that I have for myself, let's go over some of them:

GMP Goals and Milestones The Motivation Three Cs Problem solving of Teamwork LEADER- Training SHIP Commend in public STYLES Constant improvement Common sense Lead from the front Ethical Always document Disciplined Enthusiam Respect is earned Strategic Planning High morale Integrity Professionalism Supervise Trust Yes men (avoid) Leadership development Expert in subject matter Self critique

Time for me to stop and listen, I cannot say that I am better but one thing that I will ensure is better is that I will listen, there are no questions that are off of the table, please ask anything that is on your mind.

That concludes my answer to this question. 367 The Oral Board Scenarios Administrative: New Shift Delinquent Reports Question Example: You are with your new shift after being promoted and according to the district commander; your shift is responsible for a high rate of delinquent reports, not writing reports for low income citizens and so forth. What would you do?

I would begin by letting the Commanding Officer know that I will be researching the problem and present him or her with a plan.

My research would consist of things such as:  Gathering delinquent report rates with comparisons to other shifts.

 Reviewing the process of report monitoring.

 Speaking with other shift supervisors, especially the previous Lieutenant.

 Interviewing my Sergeants and Officers to solicit an analysis of why they think the problem exists.

 Ensure that the denial of reports to the low income citizens is not a trained practice from previous supervision, if so the practice ends immediately and ensure all calls are investigated to determine if a report is necessary.

 Determining how long the problem has been occurring.

 Confirming that the problem does exist.

 Prioritizing the problems leading to issues at hand.

 Determining if there is an 80/20 type situation that exists where a small percentage of Officers are bringing down the whole shift.

 Meeting with community leaders and citizens claiming that reports have not been made to gather their perception and concerns.

368 The Oral Board Scenarios Upon having an understanding of the problem or problems I would: o Research successful methods for correcting the problems from inside and outside of the agency or develop new methods.

o Plan the tactics, procedures, or training that will need implementation, such as collecting reports every 2 hours, printing out CAD sheets, ensure complaint numbers have accompanying reports, and holding Sergeants accountable for reports prior to the end of their tour of duty.

o Brainstorm for new ideas and use some of the ideas that I solicited from the Sergeants, Officers, and Community Members to give them some ownership and establish some intrinsic motivation to accomplish the goals.

o Establish goals and milestones within a specific time frame to get the shift to be the best in the city.

o Establish some extrinsic motivational factors such as competitions and rewards.

o Present the findings and the plan of action to the Commanding Officer for approval, recommendations, and advice.

Upon approval from the Commanding Officer I would:  Implement the plan and ensure clarity for the parties responsible for implementation.

 Discipline if the issues are a result of negligence and discipline is appropriate.

 Send those with problems to remedial training.

 Monitor the implementation of the plan, constantly following- up and assessing for needed adjustments.

 Reach the milestones and goals of the plan.

369 The Oral Board Scenarios  Conduct a public review with the Sergeants, Officers, and Community Members to assess areas that went well and where improvement is needed.

 Continue periodic training with roll call training, remedial training, and advanced training for further improvement.

I would then continue to monitor the situation to ensure that the shift remains the best in the city as well as periodically update my chain of command on the progress.

This concludes my answer to this question.

370 The Oral Board Scenarios Administrative: New Shift Introduction Question Example: You are a new Lt. meeting your shift at roll call for the first time- what would you say?

I would begin by meeting with my Commanding Officer to gather his or her expectations, concerns, and strategies.

Then review the performance evaluations of the Sergeants and Officers of the shift to gain insight into the personnel that I have.

I will have three goals to accomplish in that important first impression: 1.) Establish my authority. 2.) Take away the anxiety for the shift that comes with change. 3.) Set a climate of openness and willingness to confront and deal with issues.

In order to do that I would:

 Begin by stating who assigned me to take over the shift, I am happy to be there, and state something positive that I have heard about the shift.

 Give background information that shows that I am an expert in the subject matter of our profession from patrol, community relations, narcotics, investigations, and so forth.

 Restate the mission and strategic plan of the Police Commissioner and set the tone that meeting those goals is our ultimate mission.

 Answer for those who are wondering what changes there will be by stating that nothing will dramatically change until a review has been conducted with their assistance as well as the Sergeants in developing what procedures need change. Those changes that are identified will gradually and methodically be implemented.

 Clarify that my priorities are to maintain high morale and accomplishing the mission in a professional manner.

371 The Oral Board Scenarios  State that I am a proponent of getting them as much training as possible and helping them with their career paths, they are the future Detectives, Sergeants, and Leaders of the Baltimore Police Department.

 Get expectations, concerns, issues, and styles on the table as soon as possible.

 Close by stating that one thing I will enforce right from the beginning is a respect for the change of command and those concerns, requests, and so forth must go through their Sergeants whom I will be expecting to be the leaders of the squads.

That concludes my answer to this question.

372 The Oral Board Scenarios Personnel Issues: Corruption Question Example: Two officers approach you and say they believe an officer is on the take or dirty, what do you do?

I have two issues that I need to take care of right away and simultaneously; I must handle the situation at hand, as well as review the procedures in place to ensure that everything is being done to ward off, identify, and root out corruption.

To handle the situation at hand I would:  Explain to the Officers reporting the suspicion that they are upholding the honor of their profession in one of the most challenging ways and that courage is admirable.

 Have the officers complete detailed administrative reports detailing the conditions of their suspicion.

 Conduct preliminary investigation on the information that the officers provided such as, the suspected officer's work schedule, district complaints, command discipline, performance reviews and so forth.

 Gather as much preliminary information as possible. Meet with other supervisors to discuss any rumors or suspicions but not identify the suspected officer as I believe confidentiality is critical to the investigation's success.

 Document all of the preliminary investigation's details in an internal incident report.

 Present the situation and the facts learned to the Commanding Officer for review, advice, and input.

 Hand-deliver all reports and evidence to the Commanding Officer of Internal Investigations Division.

 Continue to provide any assistance needed to IID and ensure that those under my command cooperate fully with IID investigations.

373 The Oral Board Scenarios To ensure that everything is being done to ward off, identify, and root out corruption I would:

o Research effective anti-corruption methods from within the agency and outside of the agency.

o Conduct a confidential survey with officers to help determine the current state of corruption.

o Meet with supervisors to gather ideas on anti-corruption and have my Sergeants interview their officers to gather ideas on what would work or would not work to ensure that corruption is prevented, identified and rooted out. This would help ensure a level of intrinsic motivation to achieve an anti-corruption environment.

o Locate effective anti-corruption training or develop anti- corruption training for supervisors to identify, root out, and prevent corruption.

o Conduct roll call training on the ethical behavior of police officers and anti-corruption. Add this training block to my cycle of periodically revisited training.

o Meet with my chain of command to develop a plan to train officers and set up a system of checks and measures to ensure that an atmosphere of honor and integrity is upheld for the shift.

o Continually conduct ongoing assessment to ensure continued effectiveness and identify new strategies to augment the plan.

This concludes my answer to this question.

374 The Oral Board Scenarios Personnel Issues: EEOC A female officer approaches you and reports that a Sergeant has made sexually suggestive comments to her, glaring at her body, and then she observed that Sergeant watching pornography on a computer with a group of male officers.

Upon confirmation that this incident occurred I would begin documentation of the incident:

o See if the victim officer needs any type of medical attention, counseling, or if prefers for a female supervisor to be present.

o Calm the officer in a controlled environment, make sure she understands what sexual harassment is, hostile environment, quid pro quo, and that she is protected from retaliation.

o Ensure victim officer that the incident will be investigated thoroughly and that incidents of this nature will not be tolerated.

o Advise the officer that a report will be filed regardless if she files one or not.

o Stress that you understand her needs for privacy and confidentiality.

o Advise of different agencies (internal and external) in which complaints may be filed, the time parameters and other resources of information such as the grievance procedure. Additionally, ensure that the officer is aware of the counseling services that the department provides, such as PCA, which she can attend voluntarily, confidentially, and free of charge.

o Speak with other Lieutenants; see if they are aware of any similar incidents.

o Notify my command and keep them apprised of the situation.

375 The Oral Board Scenarios I would then conduct a preliminary investigation with a witnessing supervisor in which I would:

 Interview the victim officer and gather as much information as possible, reasons this may occur, if it has occurred before and so forth.

 Check for a history of EEOC complaints for the accused to see if there is a pattern.

 Interview the suspected Sergeant and officers separately, after advising them of their LEOBR (Law Enforcement Officer's Bill of Rights) and having them sign for acceptance of understanding.

 Have the Sergeant answer for the allegations, as well as the officers.

 Attempt to locate witness and suspects and interview separately. Any witnesses will be required to write an administrative report detailing their observations.

 Conduct an initial counseling for all of the accused, providing them with the Generals Orders that are suspected to be in violation, clearly defining the expectations of Baltimore Police Department members and have them sign acknowledging receipt.

 Secure and protect any evidence that is located such as the computer in question with assistance from MIS and Computer Crimes.

 Notify Crime Lab, Computer Crimes, MIS, EEOC, IID, Command Investigations.

 Make an initial determination from the preliminary investigation and complete proper reporting and documentation.

 Properly complete the suspension process if the investigation determines so, ensure clear understanding of the responsibilities while suspended and the process.

376 The Oral Board Scenarios  Secure and properly store the specified equipment from those suspended.

Once preliminary investigation is complete and EEOC takes over:  Sit down with my Sergeants and review the EEOC policies and ensure they are monitoring for violations especially retaliation from reporting.

 Develop training for the shift on such incidents and the EEOC policy, making it clear that under no circumstances is such conduct condoned.

 Set up a confidential reporting system to make anonymous notifications of potential EEOC violations or situations.

 Coordinate with IID, EEOC, and my command to determine duty status and assignments for the accused.

 Relentlessly monitor the situation to ensure that the EEOC policies are adhered to and that no further incidents take place.

This concludes my answer to this question.

377 The Oral Board Scenarios Personnel Issues: EEOC A female officer approaches you at the end of the shift and tells you that she just found a condom taped to her locker, she is very upset, what do you do?

Upon confirmation that this incident occurred I would begin documentation of the incident:  See if the victim officer needs any type of medical attention, counseling, or if prefers for a female supervisor to be present.

 Calm the officer in a controlled environment, make sure she understands what sexual harassment is, hostile environment, quid pro quo, and that she is protected from retaliation.

 Ensure victim officer that the incident will be investigated thoroughly and that incidents of this nature will not be tolerated.

 Advise the officer that a report will be filed regardless if she files one or not.

 Stress that you understand her needs for privacy and confidentiality.

 Advise of different agencies (internal and external) in which complaints may be filed, the time parameters and other resources of information such as the grievance procedure.

 Notify oncoming supervisors; see if they are aware of any similar incidents.

Assign a female permanent rank supervisor respond to assist: o Respond to the female locker room to confirm the incident.

o Check all other lockers.

o Secure the area.

Assign my Sergeant with the most investigative experience to:  Interview the victim officer and gather as much information as possible, reasons this may occur, suspects, and so forth.

 Try to determine from other officers possible suspects, reasons, and conflicts. 378 The Oral Board Scenarios  Have everyone who had or has access to the locker room write an administrative report.

 Attempt to locate witness and suspects and interview separately.

 Notify Crime Lab, EEOC, IID, Command Investigations.

Once a suspect is found I will check for a history of EEOC complaints to see if there is a pattern. I will ensure that the suspect is suspended and I will follow through with IID and EEOC.

Once preliminary investigation is complete and EEOC takes over:  Sit down with my Sergeants and review the case, ensuring proper reporting and investigation.

 Develop training for the shift on such incidents and the EEOC policy, making it clear that under no circumstances is such conduct condoned.

 Set up a confidential reporting system to make anonymous notifications of potential EEOC violations or situations.

This concludes my answer to this question.

379 The Oral Board Scenarios Personnel Problems: Alcohol / Drugs Past Question: An officer gets arrested for a DUI in Montgomery County. What do you do?

Question Example: While conducting an inspection at roll call you detect an odor of alcohol coming from one your officers. What do you do?

First ensure medical attention is provided to the officer if needed.

I would begin addressing this by documenting every step of the situation.

Designate an SIC to run the routine shift operations.

Inform my chain of command on the situation and keep them updated.

I would then conduct and initial interview, in which I would:  Speak to the officer and Sergeant in private immediately after roll call, not allowing the officer to leave the station.

 Develop rapport with the officer and advise the officer that I suspected he or she had been drinking.

 Allow the officer to speak and make note of the officer's speech, demeanor, emotions, attitude, and so forth for indications of impairment.

 Ask the officer if he or she had been drinking, when, and how much.

 Immediately suspend the officer and secure the departmental property in the possession of the officer including any firearms, if the effects of impairment are evident.

 Continue to speak with the officer and try to ascertain if this is an isolated incident or if there are contributing factors that the officer needs assistance with such as addiction, personal problems, mental health issues, domestic difficulties, and so forth.

380 The Oral Board Scenarios  Advise the officer of the resources that are available for assistance, such as Employee Assistance Programs, Health Insurance Programs, the Crisis Team, counseling, psychiatric services, FOP, Signal 13 Foundation, which can be done on a voluntary basis even if the officer does not admit to a root problem. Also, inform the officer that the policies of the department have a goal of supporting treatment and recovery.

I would then assign the officer's Sergeant to: o Transport the officer to the Breathalyzer test.

o Arrange for a Drug Recognition Expert evaluation, if alcohol is not detected but the effects of impairment are evident.

o Arrange for the officer to have a fit for duty evaluation conducted at the Public Safety Infirmary.

o Properly complete the suspension paperwork and ensure that the officer has signed for, received, and understands the information needed.

o Ensures that transportation for the officer is arranged for and that the officer is not to drive anywhere.

o Review the officer's work history including uses of force, lateness, and so forth.

o Completes all required reporting.

I would then use this situation as an opportunity to review the subject with the shift as a whole. I would provide the shift with roll call training that emphasized the importance of seeking help with any issues before they become problems. Clarify to the shift that the department does seek to help and provide them with a complete reference to all of the sources of assistance.

I would also point out that as police we have a responsibility to protect our brothers and sisters and to keep an eye on each other for any developing issues.

I understand that first line supervisors are the key to managing, identifying, and detecting issues; therefore I would also train the Sergeants and OICs on counseling, problem detection, resources, and so forth. 381 The Oral Board Scenarios I would continue to monitor the situation, ensuring that it is continually reiterated that I strongly encourage and support any of the Officers and Sergeants to obtain assistance for any issues that they have, and that I will do everything in my power to help them work out those issues.

This concludes my answer to this question.

382 The Oral Board Scenarios Personnel Problems: Domestic Violence Question Example: While working the 3x11 as the shift commander you get a call from one of your Sergeants that is on an H-day that he was just involved in a domestic situation. What do you do?

If the incident has occurred in my district:  Inform communications that I will be responding and to assign the Sector Sergeant as well as back-up units.

 Ensure a controlled response by my units and me, to include parking away from the location, not blocking the flow of additional emergency vehicles, and that all units call 10-23 upon arrival.

 Remind myself and my units that the incident is especially dangerous due to at least one weapon being on the scene (the Sergeant’s).

 Begin documentation of every step from the moment I received the phone call.

Upon arrival:  Ensure any medical needs have been attended to.

 Ensure that the incident is handled same as any other domestic violence incident.

 Ensure that the relationship between the parties qualifies the incident as domestic.

 Ensure that victim is made aware of resources for help such as ex-partes, protective orders, House of Ruth, counseling services and so forth.

 Suspend the Sergeant (if the accused) from duty immediately. Seize departmental equipment per regulations and secure it safely.

383 The Oral Board Scenarios Assign the sector Sergeant to control the scene and ensure that: o The scene is a properly handled crime scene and is secure and controlled.

o Witnesses are located and interviews are conducted separately

o Evidence is located, protected, and preserved.

o Crime Lab collects appropriate evidence, including photographs of victim and suspect for injuries or lack of injury.

o Citiwatch is contacted to determine if there where CCTV / POD cameras in the area that may have captured evidence of the incident.

o An area canvass is conducted.

I would then review the facts of the case and make a conclusion based upon the evidence.

If probable cause exists for a domestic violence arrest, recover observed weapons and any brought to your attention by resident(s) in home if given directions to it. Ensure that the intake facility is notified and made aware that a police is coming to be processed.

Ensure procedures are followed to refer the Sergeant for a fitness for duty evaluation.

I would then notify my chain of command, IID, and the Domestic Violence Unit.

Monitor and follow-up on the situation.

Inform the Sergeant that documentation has been made and suggest voluntary counseling.

Advise the Sergeant that he may contact the FOP or Signal 13 Foundation for financial problems that may occur as a result of this incident.

Ensure proper reporting, performance assessment critique, follow-up, lessons learned, roll call training.

384 The Oral Board Scenarios (Incident occurred out of jurisdiction) Act as an observer and assist the foreign jurisdiction while ensuring that our departmental guidelines are followed.

That concludes my answer to this question.

385 The Oral Board Scenarios Personnel Problems: Performance Issues Question Example: A senior Sergeant is not performing his job, how do you handle that?

There are two things that I need to do while addressing this issue; I need to handle the situation at hand and I need to take measures to help prevent future lapses in performance from all of my subordinates.

Handle the situation at hand:  I would first begin documentation of every step of the situation.

 Review the work history, to include a review of the personnel jacket and speaking to the previous supervisor of the member to verify the problem and to understand the depth of the situation.

 Meet with the member to discuss the issue, being direct and not “sugar-coating”.

 Obtain the employee’s ideas on what needs to change to improve performance.

 Restate the performance expectations, describe the specific behavior that is not meeting expectations, and clearly explain how that behavior differed from the expectations. Ensuring that the Sergeant has a copy in writing and signs an acknowledgement of receipt.

 Explain the consequences of poor performance, personally, on citizens, and other police.

 Ensure there is a clear understanding of how the performance needs to change.

 Provide on the spot correction or admonishment if necessary.

 Understand that accidents, injuries, absenteeism or tardiness, repeated disciplining, erratic behavior may be indicators of alcoholism, substance abuse, medical or psychological problems.

 Provide the three steps of assistance: prevention, intervention, and treatment. 386 The Oral Board Scenarios  Tools to provide assistance include: conveying to the member that the department has a goal to help, psychological counseling, crisis intervention, abuse treatment, domestic violence training, remedial training and clearly stating the expectations of the job.

 Put a plan in place with time specific goals.

 Follow up with progress and provide feedback on a regular basis to reinforce the positive performance.

 Give that feedback as soon as possible after a good performance or poor performance.

 Document the poor performance in the semi-annual performance evaluation.

 Consider placing the Sergeant on 28 day performance evaluations.

 If the situation dictates proper suspension procedures and charging must be completed if in the best interest of the department, citizens, or individual member.

 Inform my chain of command of the situation and the actions being taken.

 Use the situation to review and evaluate my effectiveness at handling the issue and seek improvement.

Measures to ensure performance from the shift as a whole: o Foster an environment of intrinsic and extrinsic motivation.

o Encourage intrinsic motivation by getting members involved and taking pride in what they do. Asking for and using their ideas to help formulate strategic and operational plans.

o Implement extrinsic motivation to create a teamwork based and positive reinforcement environment. Use rewards within departmental guidelines to encourage excellence.

o Recognize efforts in roll call; send winners to training or other special police related events.

387 The Oral Board Scenarios o Ensure that performance expectations are clearly understood by the entire shift.

o I understand that first line supervisors are the key to managing problem officers, and identifying and detecting subordinate problems. Therefore I will train the first line supervisors on counseling, problem detection, resources, etc.

o Relentlessly follow-up on the progress of all of my officers and evaluate the effectiveness of what I am doing in order to ensure everything is being done the best way possible.

That concludes my answer to this question.

388 The Oral Board Scenarios Routine Situation: Juvenile Problem Question Example: Tension between two groups of young people (boys) in school area- what you’re your actions?

I first need to evaluate the incident and formulate an action plan; I will do this with my Sergeants.

I will meet with my Sergeants and have them meet with their squads to see if there is any information or ideas that the officers already have.

I will provide oversight, assistance, and mentoring to use this as an opportunity to develop the leadership and problem solving of my Sergeants, especially the Sergeant responsible for the sector.

I will ensure that the sector Sergeant: o Gathers intelligence on the situation by visiting the school or schools involved and works with the staff and school police.

o Checks CCTV in the problem areas and in the schools.

o Conveys a method of anonymous information reporting for the students at the schools.

o Conducts after-action type enforcement for intelligence gathering and stabilization, especially during dismissal, events, and other significant time frames.

o Researches past police experiences in similar areas inside and outside of the agency to see what has worked and has not.

o Arranges a community meeting for the parents of the students and other community members to discuss the situation and how to work together, getting community leaders to take an active role.

o Coordinates with the response with multiple districts, neighborhood services, specialized units, and shifts.

o Identifies contributing factors that can be eliminated or changed such as boarding up vacant buildings in the area, enforcing park rules, meeting with business managers, and so forth. 389 The Oral Board Scenarios o Determines resources and training that are needed.

o Then presents a crime plan that establishes goals, time frames, and continuous assessment and reassessment. Enacts that plan and leads the officers in the reduction of the crime.

I will continually provide follow-up, oversight and direction for the sector Sergeant and support him or her in whatever is needed to accomplish the goals.

Once the situation has been resolved I will meet with the supervisors to review the effectiveness of the plan, what could have been done better, what was done well, and find out if there is a need for additional or remedial training.

I will ensure proper documentation of the situation and proper reporting.

That concludes my answer to this question.

390 The Oral Board Scenarios Routine Situation: Robbery Problem Example Question: A pattern of armed robberies has appeared in a park in your district. Most of the victims appear to be elderly. What is your strategy to respond to this problem?

I would begin by letting the Commanding Officer know that I will be researching the problem and present him or her with a plan.

My research would consist of things such as:  Reviewing the statistical data, COMSTAT, calls for service, arrests and reports, and so forth to confirm that there is indeed a pattern to the robberies.

 Contacting all of the districts with parks to see if they are experiencing any similar patterns.

 Coordinating with the detectives who have been investigating robberies for any possible suspects, patterns, time probabilities, and to interview all arrestees from the area.

 Coordinating with the senior citizen liaison for a similar pattern in other areas

 Interviewing my Sergeants and Officers to solicit an analysis of why they think the problem exists.

 Confirming that the problem does exist.

 Determining how long the problem has been occurring.

 Prioritizing the problems leading to the robbery problem.

Upon having an understanding of the problem or problems I would: o Research successful methods for correcting the problems from inside and outside of the agency or develop new methods.

o Plan the tactics, procedures, or training that will need implementation.

o Brainstorm for new ideas and use some of the ideas that I solicited from the Sergeants and Officers to give them some ownership and establish some intrinsic motivation to accomplish the goals.

391 The Oral Board Scenarios o Establish goals and milestones within a specific time frame to eliminate the robbery problem.

o Establish some extrinsic motivational factors such as competitions and rewards.

o Present the findings and the plan of action to the Commanding Officer for approval, recommendations, and advice.

Upon approval from the Commanding Officer I would:  Implement the plan and ensure clarity for the parties responsible for implementation.

 Arrange an intelligence meeting with my command, district detective units of my district and neighboring districts, the senior citizen liaison, Parks and Recreation, Department of Public Works, District Operations, Neighborhood Services, Parole and Probation, community leaders, the mounted unit, and the sector supervisor for each shift.

 Coordinate with Parks and Recreation and Department of Public Works to ensure proper lighting in the parks.

 Step up enforcement in the area with patrol, district operations, undercover squad, and any other units with members to spare.

 Go over recent releases and prior robbery offenders with Parole and Probation that may be in the area or had a similar method of operation.

 Discuss with community leaders that we are making efforts to control the situation and offer training on crime prevention techniques.

 Create distribution materials for the crime prevention techniques for community leaders, patrol, neighborhood services, and the senior citizen liaison to hand out door-to- door.

 Have the mounted unit visit the parks and increase presence.

 Establish foot overtime for the peak times and areas of occurrence. 392 The Oral Board Scenarios  Conduct roll-call training detailing the situation, enforcement efforts, and to go over the park rules and regulations.

 Monitor the implementation of the plan, constantly following- up and assessing for needed adjustments.

 Reach the milestones and goals of the plan.

 Conduct a review with all of the entities that were involved in the plan to assess areas that went well and where improvement is needed.

 Continue periodic training with roll call training, remedial training, and advanced training for further improvement.

I would then continue to monitor the situation to ensure that the robbery problem does not resurface.

This concludes my answer to this question.

393 The Oral Board Scenarios Routine Situation: Shooting / Crime Scene Protection Question Example: While working as the shift commander you receive a dispatched call for a shooting. Upon your arrival you find that three people have been shot, including a ten year old girl; there is a large crowd gathered and witnesses are saying the suspects left in a small black car. What do you do?

Ensure a controlled response by my units and me, to include parking away from the location, not blocking the flow of additional emergency vehicles, and that all units call 10-23 upon arrival.

Upon arrival assume control of the scene until relieved by superior officer or appropriate detective unit, then assist where possible.

Provide specific tasks and ensure Sergeants assign specific tasks to personnel.

Assign primary SIC to handle normal operations of the shift:  Contact districts and operations around city to acquire additional officers for the district operations.

 Arrange for sufficient personnel to relieve officers on scene.

 Brief the oncoming shift.

Assign the sector supervisor to ensure that the investigation is handled properly:  Ascertain the extent of injuries for all of those injured and arrange appropriate medical attention.

 Evidence is located, protected, and preserved.

 That the victims are followed to the hospital and that accompanying officers are conducting condition checks and updating their Sergeants. Ensure that unit with victim at hospital attempts to obtain information and dying declaration if possible. Obtain evidence and handle properly.

 That witnesses are located, kept separated, transported if necessary, and interviewed.

 That a door–to-door canvass, and vehicle canvass, is conducted and documented.

394 The Oral Board Scenarios  That a crime scene log is maintained.

 Contact Citi-watch to determine if there where CCTV / POD cameras in the area that may have captured evidence of the incident.

 As much relevant information as possible is communicated to a city-wide broadcast.

 That Foxtrot is notified to assist with the canvass for suspects, vehicles, and other evidence.

 That the primary officer remains on scene until released by commander of the scene.

 Brief incoming personnel to the situation.

 Designate officer to maintain chronological log.

 Once enough information is gathered make appropriate notifications such as communications, district detectives, homicide, commanding officer, duty officer, crime lab, and public information.

Designate another Sergeant to maintain the scene to include: o Ensure that crime scene is appropriately sized and secure.

o Ensure the parent or guardian of the ten year old girl is located and brought to the scene, hospital, or other best location.

o Notify next of kin.

o Obtain sufficient units to control the scene, crowd, tend to victims, locate witnesses, maintain crime scene log, and so forth.

o Ensure that medical personnel and additional officers have clear avenues of approach and are not blocked by unattended vehicles.

o Ensure that the traffic section is notified to reroute traffic if necessary as well as the MTA.

395 The Oral Board Scenarios Upon conclusion of event, secure all “BPD” equipment. Prepare for an after action initiative to help identify subjects, stabilize the community, arrest suspect, hinder retaliation.

Ensure proper reporting, performance assessment critique, follow-up, lessons learned, roll call training, and remedial training.

That concludes my answer to this question.

396 The Oral Board Scenarios Routine Situation: Use of force Question Example: You receive a phone call in the station from a man that states that he just saw an officer strike a man on the head with a flash light. The caller observed the man being arrested. The caller refuses to give his name, but does tell you the location of the incident which is in your district. What do you do?

I would assign the sector Sergeant the investigation and provide supervisory oversight and assistance, ensuring that the Sergeant:  Inquires with other supervisors about any arrests which occurred in that area.

 Reviews the calls for service, wagon runs, officer in need of back up calls, ambulance calls.

 Determines the extent of the injury and seeks medical attention for the suspect / arrestee and officer if it has not already been done.

 Interview the suspect / arrestee about the events that transpired.

 Attempts to locate witnesses, both sworn and civilian, and interview them.

 Speaks with the officer to ascertain the reason for the strike.

 Inquires about the type of arrest and if there was probable cause for the arrest.

 Have crime lab photograph injuries or lack of injuries of suspect / arrestee and involved officers.

 If necessary recovers the flashlight, clothing, and other evidence.

 Based upon a preliminary investigation, makes a determination if the incident occurred.

 Writes the use of force report and all other required reports.

 Have all officers on the scene write an administrative report detailing the sequence of events.

397 The Oral Board Scenarios  Notifies the appropriate people depending on the extent of the injury, IID, States Attorney, and / or Homicide if the injury is life threatening.

 Follows up with the officer and goes over use of force, options of control or other than physical force, such as pepper spray, increasing distance, waiting for back up units, better interviewing, arrest and control techniques.

 Considers remedial training for the involved officers.

 Properly hands the investigation off to the appropriate detective unit.

I would then notify the Commanding Officer, IID, the duty officer, and public information.

Document the incident, do performance assessment critique with the Sergeant, follow-up and conduct extensive roll call training on the proper use of force and control techniques that are less likely to result in suspect and officer injuries.

That concludes my answer to this question.

398 The Oral Board Scenarios Tactical Situation: Active Shooter (Hopkins Type Incident), Hostage, Barricade

Ensure a controlled response by my units and me, to include parking away from the location, not blocking the flow of additional emergency vehicles, and that all units call 10-23 upon arrival.

Prioritize what is most important, saving lives, evacuating injured, containing the incident, or immediate action.

If immediate action is needed or possible on active shooter, attempt to neutralize or isolate shooter until SWAT arrives.

Upon confirmation of the incident, ensure that SWAT is alerted as shift commander I am responsible for non-tactical operations.

Provide specific tasks and ensure Sergeants assign specific tasks to personnel.

Ensure firearms discipline, communications discipline on dedicated channel, unity of command, professional appearance, that personnel eliminates cross fire and maintains safe back drops.

Obtain as much information as possible: locations, avenues of escape, weapons, fields of fire, unsafe streets, and suspects.

Obtain the additional assistance of resources such as Communications, Hostage Negotiators, Fire Department, Foxtrot (if smalls arms or less being used) Intelligence Watch Center, Public Information Officer, Critical Incident Stress Team, Baltimore Gas and Electric, Verizon Telephone, and so forth.

If location has special personnel, bring them on board, security personnel, those with special intelligence or knowledge of building or area, as examples.

Obtain Internet connected laptop to see overview of officer's GPS and ensure officers have GPS turned on.

399 The Oral Board Scenarios Assign primary SIC to handle normal operations of the shift:  Contact districts and operations around city to acquire additional officers for the district operations and for the crisis situation.

 Arrange for sufficient personnel to relieve officers on scene.

 Brief the oncoming shift.

 Arrange for BOX 414 or other refreshment services for personnel involved.

Assign Sergeant to perimeter management: o Ensure inner perimeter and outer perimeter are appropriately established.

o Ensure Sergeant has personnel so as though their height is equal to or greater than the suspect and that they have cover and concealment.

o Ensure personnel are relieved.

o Maintain chronological log of events.

o Draw detailed map of scene and officer locations.

o Reroute all pedestrian and vehicle traffic, open up emergency evacuation routes if needed, contact MTA and traffic unit to assist.

400 The Oral Board Scenarios Assign Sergeant to Command Post and Staging Area:  Ensure the staging area, and the command post is appropriately established, easily accessible, safe, and upwind.

 Ensure all witnesses taken to the command post for interview to include family and friends of suspect.

 Ensure equipment security at the staging area with K9 assistance.

 Ensure separate staging area for media and medics if needed.

 Attempt to acquire mobile command post for command center.

 Have crime lab assigned and report to staging area.

Ensure members maintain a professional appearance throughout the incident.

Have plan in place with remedy for inclement weather, long durations, equipment failure, battery changes, officer sickness / fatigue, and other influencing factors.

Assess need for building evacuations and additional units.

Ensure critical locations are identified and staffed properly, for example the nearest hospitals, shelters, counselors, mass victim triage, and so forth.

Issue a public announcement to keep citizens out of the area and informed. Utilize the City Hall E-mail and Test messaging system, Baltimore Police Department Twitter and Facebook accounts, and have the Public Information Officer contact the news and radio stations to issue alerts.

Issue a city-wide broadcast to alert all police members not involved in the situation to stay out of the area.

When possible begin negotiations with incident participants, assign best suited Sergeant or OIC to the task.

Ensure suspect(s) are immediately taken for emergency petition upon control of the situation.

401 The Oral Board Scenarios Upon conclusion of event, secure all “BPD” equipment.

Send public praise and thanks to those helping with the situation.

Ensure proper reporting, performance assessment critique, follow-up, lessons learned, roll call training, and remedial training.

That concludes my answer to this question.

402 The Oral Board Scenarios Tactical Situation: Bomb Threat / Explosion Question Example: A very serious and informed caller states that a bomb is located somewhere in 310 N. Central Street, a 15 story office building downtown. There is no call back and the number was untraceable. The caller came across as very informed as to the fact that there was a device hidden in the building. What are your actions?

Ensure a controlled response by my units and me, to include parking away from the location, not blocking the flow of additional emergency vehicles, and a distance safe from an explosion.

Use landline for communication, forbid radios and cell phones; never put information over the air.

Contact supporting units and advise of the situation; Fire Department, Emergency Services Unit, Commanding Officer, Homicide (if extortion involved), Arson, SWAT, Public Information Officer, Intelligence, K9, Duty Officer, Chief of Patrol, and Homeland security in case of terrorism connection.

Assign primary SIC to handle normal operations of the shift:  Contact districts and operations around city to acquire additional officers for the district operations and for the crisis situation.

 Arrange for sufficient personnel to relieve officers on scene.

 Brief the oncoming shift.

 Arrange for BOX 414 or other refreshment services for personnel involved.

Assign sector supervisor to perimeter management: o Ensure owner / agent of building is contacted and decision is made whether or not to evacuate, not under the pretense of a fire drill.

o Ensure evacuated persons are at least 100 yards, a football field, away.

o Obtain a knowledgeable volunteer to assist with search, such as building manager or janitor.

403 The Oral Board Scenarios o Ensure agent of building opens windows to prevent flying debris and lessen blast effect. Leave doors and other secure items unlocked.

o Ensure a search of public, adjoining areas, storage, secured areas, and so forth.

o Ensure that search continues for additional and secondary devices whether an initial device is found or not.

o Ensure inner perimeter and outer perimeter are appropriately established.

o Ensure personnel are relieved.

o Maintain chronological log of events.

o Draw detailed map of scene and officer locations.

o Reroute all pedestrian and vehicle traffic, open up emergency evacuation routes if needed, contact MTA and traffic unit to assist.

o In the event of an explosion; maintain control of the scene and perimeter. Render medical aid to those in need.

o Ensure notifications are made to other homes and businesses in the areas to advise them of the danger.

Assign Sergeant to Command Post and Staging Area:  Ensure the staging area, and the command post is appropriately established, easily accessible, safe, and upwind.

 Ensure all witnesses taken to the command post for interview.

 Ensure equipment security at the staging area with K9 assistance.

 Ensure separate staging area for media and medics if needed.

 Attempt to acquire mobile command post for command center.

 Have crime lab assigned and report to staging area.

404 The Oral Board Scenarios Ensure critical locations are identified and staffed properly, for example the nearest hospitals, shelters, counselors, decontamination services, mass victim triage, and so forth.

Issue a city-wide broadcast to alert all police members not involved in the situation to stay out of the area.

Have plan in place with remedy for inclement weather, long durations, equipment failure, battery changes, officer sickness / fatigue, and other influencing factors.

Upon conclusion of event, secure all “BPD” equipment.

Send public praise and thanks to those helping with the situation.

Ensure proper reporting, performance assessment critique, follow-up with building manager as well to review the situation, lessons learned, add special attention to the location, roll call training, and remedial training.

That concludes my answer to this question.

405 The Oral Board Scenarios Tactical Situation: Hazmat Question Example: At 6:30am on a school day, an accident occurs involving a tanker truck with chemicals, possibly vapors, potential for mass casualties and injuries. The driver of the truck is injured. There is an electric pole down with wires exposed. The power is out in a six block radius, which includes two major intersections, a senior citizen home, and an elementary school. What do you do?

Ensure a controlled response by my units and me, to include parking away from the location, not blocking the flow of additional emergency vehicles, and that all units call 10-23 upon arrival.

While in route to the scene:  Ensure that all officers on-scene including me, responding officers, additional personnel responding are aware that there is a possible hazmat situation with chemical and vapor contamination, and to wear their personal protective equipment.

 Ensure that personnel does not handle or remove material.

 Gather as much intelligence as you can before your arrival: exact location, medical attention needed, and extent of the spill. Try to identify any placards on the tanker-truck which may identify the substance being transported. Contact the shipping company to review the shipping log to identify the substance.

 Contact supporting units and advise of the situation; Communications, Fire Department, Emergency Services Unit, Electric and Gas Company, Chemtrac, SWAT, Advanced Technical Team, Red Cross, FBI, and Homeland security in case of terrorism connection.

 Ensure communication discipline on a dedicated channel.

 Establish Unity of Command and maintain a professional appearance throughout the incident.

 Obtain Internet connected laptop to see overview of officer's GPS and ensure officers have GPS turned on.

406 The Oral Board Scenarios Upon arrival assume control of the scene, while keeping in mind that the Baltimore City Fire Department has the primary responsibility. Assist in any way possible once superior officer or fire department commander is on scene.

Provide specific tasks and ensure Sergeants assign specific tasks to personnel.

Assign primary SIC to handle normal operations of the shift:  Contact districts and operations around city to acquire additional officers for the district operations and for the crisis situation.

 Arrange for sufficient personnel to relieve officers on scene.

 Brief the oncoming shift.

 Arrange for BOX 414 or other refreshment services for personnel involved.

Assign Sergeant to perimeter management: o Ensure inner perimeter and outer perimeter are appropriately established.

o Ensure personnel are relieved.

o Maintain chronological log of events.

o Draw detailed map of the scene and officer locations.

o Reroute all pedestrian and vehicle traffic, open up emergency evacuation routes, and contact MTA and traffic unit to assist.

o Evacuate businesses and residents (use fire department, school teachers, citizen volunteers to help) within 100 yards (a football field).

o Use loudspeakers to make announcements, go door to door, and have 911 do call backs.

407 The Oral Board Scenarios Assign Sergeant to Command Post and Staging Area:  Ensure the staging area, and the command post is appropriately established, easily accessible, safe, and upwind.

 Ensure all witnesses taken to the command post for interview.

 Ensure equipment security at the staging area with K9 assistance.

 Ensure separate staging area for media and medics if needed.

 Attempt to acquire mobile command post for command center.

 Have crime lab assigned and report to staging area.

Ensure critical locations are identified and staffed properly; for example the nearest hospitals, shelters, counselors, decontamination services, mass victim triage and so forth.

Issue a city-wide broadcast to alert all police members not involved in the situation to stay out of the area.

Have a plan in place with remedy for inclement weather, long durations, equipment failure, battery changes, officer sickness / fatigue, or other influencing factors.

Ensure Helicopter unit stays high if helping to not spread vapors.

Upon conclusion of event, secure all “BPD” equipment.

Send public praise and thanks to those helping with the situation.

Ensure proper reporting, performance assessment critique, follow-up, lessons learned, roll call training, and remedial training.

This concludes my answer to this question.

408 The Oral Board Scenarios Tactical Situation: Barricade Question Example: You have received a call that a police officer is barricaded in his home with his child. The first unit on the scene reports that the wife of the officer was able to flee the residence and reports that the officer is a Sergeant that is under your command. What do you do?

Inform my chain of command and keep them apprised of the situation.

Ensure injured wife is taken to the command post and staging for immediate medical treatment and interview.

Ensure a controlled response by my units and me, to include parking away from the location, not blocking the flow of additional emergency vehicles, and that all units call 10-23 upon arrival.

Prioritize what is most important, saving lives, evacuating injured, containing the incident, or immediate action.

If immediate action is needed or possible on an active shooter, attempt to neutralize or isolate shooter until SWAT arrives.

Upon confirmation of the incident, ensure that SWAT is alerted as shift commander I am responsible for non-tactical operations.

Provide specific tasks and ensure Sergeants assign specific tasks to their personnel.

Ensure firearms discipline, communications discipline on a secured and dedicated channel, unity of command, professional appearance, and those personnel eliminates cross fire and maintains safe back drops.

Obtain as much information as possible: locations, avenues of escape, weapons, fields of fire, unsafe streets, and suspect information such as mental state, alcohol or drug use, personal issues and so forth.

409 The Oral Board Scenarios Obtain the additional assistance of resources such as Communications to disable the Sergeant's police radio, Hostage Negotiators, Fire Department, Foxtrot (if smalls arms or less being used) Intelligence Watch Center (who will check records for registered weapons), Public Information Officer, Critical Incident Stress Team, Baltimore Gas and Electric, Verizon Telephone, CitiWatch for possible CCTV feeds, Personnel to obtain the Sergeant's personnel jacket for training, military service, and so forth.

Obtain Internet connected laptop to see an overview of officer's GPS and ensure officers have GPS turned on.

I would assign the administrative Sergeant or Operations Sergeant to handle the normal operations of the shift with the suspect Sergeant's squad as well as:  Evaluate need to remove or reassign any officers that are distracted by the suspect Sergeant's situation.

 Contact districts and operations around city to acquire additional officers for the district operations and for the crisis situation.

 Arrange for sufficient personnel to relieve officers on the scene.

 Brief the oncoming shift.

 Arrange for BOX 414 or other refreshment services for personnel involved.

I would assign a Sergeant to perimeter management, who will:  Ensure inner perimeter and outer perimeter are appropriately established.

 Ensure Sergeant has personnel so as though their height is equal to or greater than the suspect, have an unobstructed view, and that they have cover and concealment.

 Ensure personnel are relieved.

410 The Oral Board Scenarios  Maintain chronological log of events.

 Draw detailed map of scene and officer locations.

 Reroute all pedestrian and vehicle traffic, open up emergency evacuation routes if needed, contact MTA and traffic unit to assist.

I would assign my remaining Sergeant to the Command Post and Staging Area who will: o Ensure the staging area and command post are appropriately established, easily accessible, safe, upwind, and have a safe route of approach established.

o Ensure all witnesses are taken to the command post for interview to include family and friends of the suspect.

o Ensure all injured persons are taken to the medic staging area for treatment and triage.

o Ensure equipment security at the staging area with K9 assistance.

o Ensure separate staging area for media and medics if needed.

o Attempt to acquire the mobile command center for the command post.

o Have crime lab assigned and report to staging area.

Ensure members maintain a professional appearance throughout the incident.

Have a plan in place with remedies for inclement weather, long durations, equipment failure, battery changes, officer sickness / fatigue, and other influencing factors.

Assess need for building evacuations and additional units.

411 The Oral Board Scenarios Ensure critical locations are identified and staffed properly, for example the nearest hospitals, shelters, counselors, mass victim triage, and so forth.

Issue a public announcement to keep citizens out of the area and informed. Utilize the City Hall E-mail and Test messaging system, Baltimore Police Department Twitter and Facebook accounts, have the Public Information Officer contact the news and radio stations to issue alerts, as well as have 911 do call back to phones in the vicinity.

Issue a city-wide broadcast to alert all police members not involved in the situation to stay out of the area.

When possible begin negotiations with suspect Sergeant, assign best suited Sergeant or OIC to the task.

Upon obtaining control of the situation:  Ensure that the scene is secured pending search warrant and that all apparent evidence is located, preserved and protected for the crime lab.

 Ensure suspect Sergeant is immediately taken for medical treatment, emergency petition, and processed appropriately, inform booking that a police is coming to be processed.

 Direct all witnesses members to write administrative reports detailing their observations.

Upon conclusion of event:  Secure all “BPD” equipment, take down crime scene tape, and clean up the area.

 Send public praise and thanks to those helping with the situation.

 Ensure proper reporting, performance assessment critique, follow-up, lessons learned, roll call training, and remedial training. Have an intelligence meeting with command staff and representatives from participating entities to discuss what was done well and could have been done better, document and publish for future use and improvement.

412 The Oral Board Scenarios  Evaluate the shift's reaction to what happened with the Sergeant and monitor for problems. Advise all personnel that PCA counseling is available for no cost, is voluntary, and confidential. Refer those who show signs of possible affect to mandatory fitness for duties. Call in the Critical Incident Stress Team to speak with the shift.

I will also complete the administrative requirement's for the suspect Sergeant to include:  Completing all required suspension documentation and reporting to IID and command.

 Collection and storage of departmentally issued equipment.

 Providing the Sergeant with counseling services, FOP contacts for financial issues, copies of required paperwork for the change in duty status, and ensuring a clear understanding.

That concludes my answer to this question.

413 The Oral Board Scenarios

414 Resources References Baltimore City. (2008). Civil Citations: Digest of Laws. Baltimore.

Baltimore City. (2009). Article 19: Police Ordinances. Baltimore: Baltimore City Department of Legislative Reference.

Baltimore Police Department. (1966 - 2011). Police Commissioner's Memorandums. Baltimore: Baltimore Police Department.

Baltimore Police Department. (2011). General Orders. Baltimore: Baltimore Police Department.

DeSimone, M. (2011). Professor / Doctor. (M. A. Wood Jr., Interviewer)

Encyclopedia.com. (2010). Crime Causation: Psychological Theories. Retrieved August 6, 2010, from Encyclopedia.com: http://www.encyclopedia.com/doc/1G2-3403000065.html

Iannone, N. F., Iannone, M. D., & Bernstein, J. (2009). Supervision of Police Personnel, 7th ed. Prentice Hall.

Maryland Police and Correctional Training Commissions. (2010). Criminal Digest of Laws. Sykesville.

More, H. W., Wegener, W. F., Vito, G. F., & Walsh, W. F. (2006). Organizational Behavior and Management in Law Enforcement, 2nd ed. Prentice Hall.

Shusta, R. M., Levine, D. R., Wong, H. Z., Olson, A. T., & Harris, P. R. (2008). Multicultural Law Enforcement: Strategies for Peacekeeping in a Diverse Society 4th ed. Prentice Hall.

Swanson, C. R., Territo, L., & Taylor, R. W. (2008). Police Administration: Structures, Processes, and Behavior, 7th ed. Upper Saddle: Prentice Hall.

415 Resources U.S. Department of Transportation. (2008). Emergency Response Guidebook. Pipeline and Hazardous Materials Safety Administration.

Vroom, V., & Yago, A. (1978). On the validity of the Vroom-Yetton Model. Journal of Applied Psychology, 63, 151-162.

Whisenand, P. M. (2009). Managing Police Organizations 7thed. Prentice Hall.

White, M. D. (2007). Current Issues and Controversies in Policing. Boston: Allyn and Bacon.

Wilmot, W. W., & Hocker, J. L. (2007). Interpersonal Conflict, 7th ed. New York: McGraw-Hill.

Wood, M. A. (2010). 8th year Police Sergeant: 12 years total experience. Baltimore, Maryland.

Zarka, H. (2007, May 3). Sociological Theories of Crime. Retrieved March 14, 2010, from Associated Content: http://www.associatedcontent.com/article/227143/sociological _theories_of_crime.html

Zhao, J. (2006, July 28). Strategic Planning in Law Enforcement Agencies. Retrieved October 19, 2011, from Community Oriented Policing Services, U.S. Dept. of Justice: http://www.cops.usdoj.gov/pdf/workshops/friday/Zhao.pdf

416 Resources

417 Resources

418 Notes Notes ______419 Notes ______

420 Notes ______

421 Notes ______

422 Notes ______

423 Notes ______

424 Notes ______

425 Notes ______

426 Notes ______

427 Notes ______

428

Table of Contents