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Attachment Council Agenda Bill I
Item: NB #5 City of Arlington Attachment Council Agenda Bill I COUNCIL MEETING DATE: July 6, 2020 SUBJECT: Community Policing, Policy and Accountability ATTACHMENTS: DEPARTMENT OF ORIGIN Presentation, Org Chart, IAPRO, BlueTeam, 2018 Strategic Planning, APD Planning Recommendations Police; Jonathan Ventura, Chief and Human Resources; James Trefry, Administrative Services Director EXPENDITURES REQUESTED: None BUDGET CATEGORY: N/A BUDGETED AMOUNT: 0 LEGAL REVIEW: DESCRIPTION: Presentation by the Chief of Police and the Administrative Services Director regarding the Arlington Police Department. Topics covered include community policing, policy and accountability. HISTORY: The Mayor and Councilmembers have requested a presentation about the current state of the police department in light of current events and feedback received from the community. ALTERNATIVES: Remand to staff for further information. RECOMMENDED MOTION: Information only; no action required. Arlington Police Department COMMUNITY POLICING / POLICY / ACCOUNTABILITY Community Policing Community Outreach Team / LE Embedded Social Worker (LEESW) (2018) Domestic Violence Coordinator (2019) School Resource Officer All-In Program / Conversations with Cops COP’s Building Trust Grant – Funding for 2 Officers (2015) Boards and Commissions Community Meetings 21st Century Policing Initiative Strategic Plan (2018) Virtual Training Simulator (2019) Crime Data (2019) Traffic Enforcement up 32% DUI Enforcement up 14% Burglary reports down 15% Robbery reports down 38% Overall Theft Reporting -
Royal Newfoundland Constabulary Association
AGREEMENT BETWEEN HER MAJESTY THE QUEEN IN RIGHT OF NEWFOUNDLAND AND LABRADOR AND THE ROYAL NEWFOUNDLAND CONSTABULARY ASSOCIATION SIGNED: March 10, 2020 EXPIRES: June 30, 2020 THIS AGREEMENT made this 10th day of March, Anno Domini Two Thousand and Twenty. BETWEEN: HER MAJESTY THE QUEEN IN RIGHT OF NEWFOUNDLAND AND LABRADOR represented herein by the Honourable Andrew Parsons, Minister of Justice and Public Safety (hereinafter referred to as the "Government"); AND THE ROYAL NEWFOUNDLAND CONSTABULARY ASSOCIATION, an Association constituted from the members of the Royal Newfoundland Constabulary, a Police Service established by The Royal Newfoundland Constabulary Act, S.N.L.1992 (as amended) (hereinafter referred to as the "Association"). WHEREAS The Royal Newfoundland Constabulary Act, S.N.L. 1992 (as amended), makes provision for bargaining by a Government negotiator with a bargaining committee of the members of the Royal Newfoundland Constabulary (the Police Service) with a view to making, subject to the approval of the Lieutenant-Governor in Council, of an agreement defining, determining and providing for remuneration, grievance procedures and working conditions of certain members of that Police Service. AND WHEREAS The Royal Newfoundland Constabulary Association, which is an Association consisting of not less than fifty per centum of the members of the Police Service and recognized for the purposes of the Act and this Agreement as the sole bargaining agent, requested the Lieutenant- Governor in Council to direct a Government negotiator -
Selected Police-Reported Crime and Calls for Service During the COVID-19 Pandemic, March 2020 to March 2021 Released at 8:30 A.M
Selected police-reported crime and calls for service during the COVID-19 pandemic, March 2020 to March 2021 Released at 8:30 a.m. Eastern time in The Daily, Tuesday, May 18, 2021 Police-reported data on selected types of crimes and calls for service during the COVID-19 pandemic from March 2020 to March 2021 are now available. Note to readers The Canadian Centre for Justice and Community Safety Statistics is conducting a special survey collection from a sample of police services across Canada to measure the impact of COVID-19 on selected types of crimes and on calls for service. Data will continue to be collected monthly until December 2021 and to be reported regularly. This is the fifth release of this special data collection by Statistics Canada. Previously published data may have been revised. For this reference period, 19 police services provided data on a voluntary basis. These police services are the Calgary Police Service, Edmonton Police Service, Halton Regional Police Service, Kennebecasis Regional Police Force, London Police Service, Montréal Police Service, Ontario Provincial Police, Ottawa Police Service, Regina Police Service, Royal Canadian Mounted Police (RCMP), Royal Newfoundland Constabulary, Saskatoon Police Service, Sûreté du Québec, Toronto Police Service, Vancouver Police Department, Victoria Police Department, Waterloo Regional Police Service, Winnipeg Police Service, and York Regional Police. Police services that responded to this survey serve more than two-thirds (71%) of the Canadian population. Although the Edmonton Police Service, Montréal Police Service, RCMP, Sûreté du Québec and Winnipeg Police Service were unable to provide data on calls for service, the police services that did provide these data serve one-third (32%) of the Canadian population. -
1St May, 2017, 11:50 AM
CQB KAJUKENBO CLUB Combatives, Personal Protection & Defensive Tactics FAQhttp://www.cqbkajukenbo.com Last Modified: 1st May, 2017, 11:50 AM “Only a warrior chooses pacifism; others are condemned to it.” — Unknown “We make war that we may live in peace.” — Aristotle “Civilize the mind but make savage the body.” — Chairman Mao Q: “WHAT IS KAJUKENBO?” Kajukenbo is a hybrid martial art that combines multiple martial arts including (but not limited to) western boxing, judo, jujutsu, kenpo karate, tang soo do, and kung fu. Kajukenbo is considered by many experts to be America’s first ‘Mixed Martial Art‘ — commonly known as ‘MMA‘. It was founded around 1947 in Oahu, Hawaii and the first classes were taught in the Palama Settlement Gym. The original purpose of the art was to deal with local crime, and to help the people defend themselves against U.S. Navy sailors from Pearl Harbor who would start fights with the locals. The creators are recognized as being Sijo (“founder”) Adriano Emperado, Peter Young Yil Choo, Joe Holck, Frank Ordonez, and George Chang, who were later called the ‘Black Belt Society’. The founders of Kajukenbo wanted to develop an art that would be readily useful on the street. As they trained and fought in and around Palama Settlement, the founders of Kajukenbo quickly gained reputations as formidable street-fighters. While similar to -and compatible with- Jeet Kune Do, Kajukenbo predates JKD by about 20 years. Kajukenbo uses hard, fast strikes to soft targets and vital points throughout the body, takedowns involving high impact throws and many joint and limb destruction techniques — usually as follow-ups to takedowns or grappling. -
2006-2007 Annual Report
Government of Saskatchewan 2006-2007 Annual Report Saskatchewan Justice Saskatchewan Police Commission Table of Contents Letters of Transmittal .......................................................................................................................... 3 Saskatchewan Police Commission – Appointed Members ............................................................ 4 Role of the Commission .................................................................................................................... 5 Police Services .................................................................................................................................... 6 List of Cities, Towns and Villages Policed by Municipal Police (Actual Establishment).................... 6 Royal Canadian Mounted Police Extended Policing Contracts (Provincial) .................................... 7 Use of Firearms by Municipal Police ................................................................................................ 7 Use of Firearms by Royal Canadian Mounted Police (in Saskatchewan) ........................................ 7 Activities of the Commission ............................................................................................................ 8 Commission Budgets........................................................................................................................ 8 Meetings ......................................................................................................................................... -
Operating Questions
Responses to City Council Questions on the 2019-22 Proposed Operating Budget The following report is sorted numerically by question number. Page 1 of 183 Friday, November 23, 2018 2019-22 Operating Budget Questions By Question # Branch: Edmonton Transit Asked By: Councillor Esslinger Question #: 19-001O Budget Page #: 194 DATS, page 194 shows no increase in service levels for 2019-2022. Where is the unfunded service package that was requested at committee for increased service in 2019-22. Question Answer: Council Report CR_5823, DATS Service Delivery, was presented at the October 15, 2018 Executive Committee Meeting. At that meeting, a motion was made for Administration to bring forward an unfunded service package as part of the 2019-2022 budget deliberations. As a result, the unfunded service package is included as an attachment as part of Council Report CR_6556, DATS Service Levels- Increased Demand and Alternative Service Providers, being presented to Council on November 28, 2018. Page 2 of 183 Friday, November 23, 2018 2019-22 Operating Budget Questions By Question # Branch: Edmonton Police Service Asked By: Councillor Esslinger Question #: 19-002O Budget Page #: 607 Vital Signs Report 2018 indicated that Edmonton has more police officers per 100,000 people than Calgary or Toronto. What is the rationale for why the Edmonton Police Service require more officers than other large jurisdictions? Question Answer: The following response was provided to Administration by Edmonton Police Service. The figure below shows the officer per 100,000 population ratio for Canada’s top 15 largest cities. At 183.2 officers per 100,000 population, Edmonton is 1.5% higher than Toronto, and 9.0% higher than Calgary. -
Selected Police-Reported Crime and Calls for Service During the COVID-19 Pandemic, March 2020 to June 2021 Released at 8:30 A.M
Selected police-reported crime and calls for service during the COVID-19 pandemic, March 2020 to June 2021 Released at 8:30 a.m. Eastern time in The Daily, Tuesday, August 10, 2021 Police-reported data on selected types of crimes and calls for service during the COVID-19 pandemic from March 2020 to June 2021 are now available. Note to readers The Canadian Centre for Justice and Community Safety Statistics is conducting a special survey collection from a sample of police services across Canada to measure the impact of COVID-19 on selected types of crimes and calls for service. Data will continue to be collected monthly until December 2021, and will continue to be reported regularly. This is the seventh release of this special data collection by Statistics Canada. Previously published data may have been revised. For this reference period, 19 police services provided data on a voluntary basis. These police services are the Calgary Police Service, Edmonton Police Service, Halton Regional Police Service, Kennebecasis Regional Police Force, London Police Service, Montréal Police Service, Ontario Provincial Police, Ottawa Police Service, Regina Police Service, Royal Canadian Mounted Police (RCMP), Royal Newfoundland Constabulary, Saskatoon Police Service, Sûreté du Québec, Toronto Police Service, Vancouver Police Department, Victoria Police Department, Waterloo Regional Police Service, Winnipeg Police Service, and York Regional Police. Police services that responded to this survey serve more than two-thirds (71%) of the Canadian population. The Edmonton Police Service, Montréal Police Service, RCMP, Sûreté du Québec and Winnipeg Police Service were unable to provide data on calls for service; as a result, the police services that did provide these data serve nearly one-third (32%) of the Canadian population. -
Report of the Commission of Inquiry Into Matters Relating to the Death of Neil Stonechild
Report of the Commission of Inquiry Into Matters Relating to the Death of Neil Stonechild The Honourable Mr. Justice David H. Wright Commissioner October 2004 Report of the Commission of Inquiry Into Matters Relating to the Death of Neil Stonechild The Honourable Mr. Justice David H. Wright Commissioner October 2004 04-195-006.Stone_Oct5 10/20/04 4:05 PM Page i Contents PART Introduction 1 1 Overview of the Facts 1 PART Creation of the Inquiry 2 The Public Inquiries Act 2 2 Order-In-Council 3 Terms of Reference 4 Minister’s Press Release 5 Standing and Funding Guidelines 5 Rules of Practice and Procedure 8 PART The Objectives of a Commission of Inquiry and the Standard Applicable 3 to Inquiries 14 PART The Evidence 23 1 | The Stonechild Family 24 4 Stella Bignell (Stonechild) 24 Debra Mason 27 Jerry Mason 27 Marcel Stonechild 27 Erica Stonechild 28 i 04-195-006.Stone_Oct5 10/20/04 4:05 PM Page ii Contents PART 2 | Stonechild Acquaintances and Other Civilian Witnesses 29 Patricia Pickard 29 Gary Pratt 32 4 Jason Roy 33 Tracy Lee Horse 49 Cheryl Antoine 50 Julie Binning 53 Lucille Horse (Neetz) 54 Gary Horse 55 Trent Ewart 56 Bruce Genaille 57 Diana Fraser 59 Brenda Valiaho 60 Richard Harms 64 Larry Flysak 64 3 | The Saskatoon Police Service in 1990 65 A Brief History of the Saskatoon Police Service 65 The Organization of the Saskatoon Police Service in 1990 67 Departments and Divisions 68 Command Structure 69 4 | The Saskatoon Police Service Officers Dispatched to Snowberry Downs 72 Police Records for November 24/25, 1990 73 Constable -
Law Enforcement Information Management Study
SPECIAL STUDY Law Enforcement Information Management Study Alison Brooks, Ph.D. IDC OPINION The objective of this study is to develop a common understanding of Canadian law enforcement's major investigative and operational systems (local, regional, provincial and federal levels) and to develop a common vision towards improved interoperability. To do so this study will provide: . An overview of the central challenges and obstacles to interoperable systems and a view into realistic best practices of interoperability between policing systems . An inventory and short description of the current major national, regional and provincial investigative and operational systems, smaller local systems in the policing community across Canada, and linkages between systems . An assessment of the current levels of interoperability . System-specific interoperability challenges . A delineation of the reasons for a lack of interoperability and an assessment of perceived legal constraints . Recommendations and next steps with respect to the overall state of system interoperability October 2014, IDC #CAN11W TABLE OF CONTENTS P. In This Study 1 Methodology 1 Executive Summary 2 RECOMMENDATIONS 4 Create a National Strategy 4 PIP 2.0/PRP 4 Standards/Interfaces 5 Mugshots 5 MCM 5 RMS 5 CAD 5 BI 5 Digital Evidence Management/ Business Intelligence 5 Situation Overview 6 Introduction 6 Background and a Case for Action 6 The Volume, Variety, Velocity and Value of Digital Evidence 6 Vast Differences in Technology Investments 7 Shifting Operational Paradigms in Policing 7 Technical Obsolescence of Critical Systems 8 Proprietary Systems 8 Lack of Standards 9 Financial Instability 9 System Interoperability Across the Justice Continuum (eDisclosure and DEMS) 9 System Inventory 10 Large National and Provincial Systems 12 Police Information Portal 12 Canadian Police Information Centre 13 Canadian Criminal Real Time Identification Services/Real-Time Identification Project 13 ©2014 IDC #CAN11W TABLE OF CONTENTS — Continued P. -
Archived Content Contenu Archivé
ARCHIVED - Archiving Content ARCHIVÉE - Contenu archivé Archived Content Contenu archivé Information identified as archived is provided for L’information dont il est indiqué qu’elle est archivée reference, research or recordkeeping purposes. It est fournie à des fins de référence, de recherche is not subject to the Government of Canada Web ou de tenue de documents. Elle n’est pas Standards and has not been altered or updated assujettie aux normes Web du gouvernement du since it was archived. Please contact us to request Canada et elle n’a pas été modifiée ou mise à jour a format other than those available. depuis son archivage. Pour obtenir cette information dans un autre format, veuillez communiquer avec nous. This document is archival in nature and is intended Le présent document a une valeur archivistique et for those who wish to consult archival documents fait partie des documents d’archives rendus made available from the collection of Public Safety disponibles par Sécurité publique Canada à ceux Canada. qui souhaitent consulter ces documents issus de sa collection. Some of these documents are available in only one official language. Translation, to be provided Certains de ces documents ne sont disponibles by Public Safety Canada, is available upon que dans une langue officielle. Sécurité publique request. Canada fournira une traduction sur demande. CONGRATULATIONS TO JOËL CHÉRUET CEM Mr. Robert Lafrenière, Deputy Minister, Ministry of Public Safety of Quebec; Mr. Joël Chéruet, CEM; Mr. Michel C. Doré, Associate Deputy Minister, Ministry of Public Safety of Quebec. Congratulations to Joël Chéruet, the first Canadian to receive the International Association of Emergency Managers Lifetime CEM designation. -
July 2009 – Sword And
© COPYRIGHT 2009 BY BRADLEY J. STEINER - ALL RIGHTS RESERVED. Sword and Pen – July 2009 Issue Visit us regularly: www.americancombato.com Sword and Pen Official Newsletter of the International Combat Martial Arts Federation (ICMAF) and the Academy of Self-Defense E D I T O R I A L Results From Training Depend Upon Your Input THE techniques of close combat and self-defense are fairly simple. They can be easily understood, learned in a reasonable period of time, acquired initially with no tremendous physical prowess or athletic talents, and — once acquired — they can be retained pretty well. However, anyone aspiring to be really good in the art of close combat, to achieve a level of great personal confidence and skill, and to be able to handle just about any adversary under any conceivable conditions, anywhere, must understand that there are no short-cuts. The only path to practical knowledge and reliable skill is through practice, practice, and more practice. 1 © COPYRIGHT 2009 BY BRADLEY J. STEINER - ALL RIGHTS RESERVED. Sword and Pen – July 2009 Issue Regularity and persistence, much more than prolonged and extensive all day sessions in the practice hall, are the keys to mastery. This is especially true in practical close combat work, since workouts of two, three, or even more hours duration are quite customary for classical/traditional ―martial arts‖, while sessions lasting between 30 and 60 minutes are quite sufficient for the combat trainee — but those 30 to 60 minute sessions need to be put in with the regularity of a chronometer and the persistence of a religious fanatic! We neither kid nor exaggerate. -
The Executive Branch
The Executive Branch 11 An Introduction 19 Office of the Governor 34 Governor Rick Scott 37 Lieutenant Governor 40 Attorney General 42 Department of Legal Affairs 44 Chief Financial Officer 45 Department of Financial Services 52 Commissioner of Agriculture and Consumer Services 54 Department of Agriculture and Consumer Services 56 Past Governors of Florida 92 Inaugurations 99 The Governor’s Mansion 106 Subsequent Political Careers of Governors 109 Cabinet Milestones 111 Former Cabinet Offices 115 Protocol 119 Major State Agencies 10 The Executive Branch: An Introduction Photo by Eric Tournay The Governor and Cabinet left to right: Attorney General Pamela J. Bondi, Commissioner of Agriculture Adam H. Putnam, Governor Richard L. Scott, and Chief Financial Officer Jeffrey Atwater. “The powers of the state government shall be divided into legislative, executive, and judicial branches. No person belonging to one branch shall exercise any powers appertaining to either of the other branches un- less expressly provided herein.” Florida Constitution, Article II, Section 3 11 Table of Contents Article IV, Section 1 of the State Consti- tution vests the “supreme executive power” in the Governor. But the Governor shares his executive responsibility with other officers, elective and appointive. Of these, first are the members of what the Constitution designates as the “Cabinet.” The Cabinet formerly consisted of six officers elected statewide for terms of four years with the possibility of re-election for one successive term. The Cabinet officers were, in the order listed in the 1968 Consti- tution: the Secretary of State, the Attorney General, the Comptroller, the Treasurer, the Florida State Archives Commissioner of Agriculture, and the Com- Governor Bob Graham and his six-person Cabinet: Doyle Conner (Commissioner missioner of Education.