Advocates and Law Enforcement: Oil and Water?
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Social Media and Tactical Considerations for Law Enforcement
Social Media and Tactical Considerations For Law Enforcement This project was supported by Cooperative Agreement Number 2011-CK-WX-K016 awarded by the Office of Community Oriented Policing Services, U.S. Department of Justice. The opinions contained herein are those of the author(s) and do not necessarily represent the official position or policies of the U.S. Department of Justice. References to specific agencies, companies, products, or services should not be considered an endorsement by the author(s) or the U.S. Department of Justice. Rather, the references are illustrations to supplement discussion of the issues. The Internet references cited in this publication were valid as of the date of this publication. Given that URLs and websites are in constant flux, neither the author(s) nor the COPS Office can vouch for their current validity. ISBN: 978-1-932582-72-7 e011331543 July 2013 A joint project of: U.S. Department of Justice Police Executive Research Forum Office of Community Oriented Policing Services 1120 Connecticut Avenue, N.W. 145 N Street, N.E. Suite 930 Washington, DC 20530 Washington, DC 20036 To obtain details on COPS Office programs, call the COPS Office Response Center at 800-421-6770. Visit COPS Online at www.cops.usdoj.gov. Contents Foreword ................................................................. iii Acknowledgments ........................................................... iv Introduction ............................................................... .1 Project Background......................................................... -
Full Performance Police Officer in a Non-Competetive Promotion the First Day of the Payperiod Following Academy Completion
City of Bellingham Classification Specification CLASS TITLE Police Officer (Full Performance) DEPARTMENT Police UNION: POLICE GUILD SG: 29 CS: Y FLSA: Y EE04CODE: PS NATURE OF WORK: This position performs fully responsible, professional general duty police work in the protection of life and property through the enforcement of laws and ordinances. After a period of formal and on-the-job training, employees in this class are responsible for independent law enforcement duties ranging from average to considerable difficulty and performed under general supervision of a sergeant or other ranking officer. Work normally involves patrolling in an unaccompanied automobile, motorcycle, bicycle or foot patrol, and/or conducting detailed criminal investigations, traffic regulation, or community policing activities in a designated area on an assigned shift. Work involves a substantial element of danger and requires the responsible exercise of appropriate judgment in meeting critical emergency situations. Employees are sworn to act on behalf of the Police Department and the City of Bellingham and carry firearms in the performance of their duties. Employees may be directed to work on, lead, or plan special projects or assignments which call upon specialized abilities and knowledge attained through experience as a uniformed officer. Work of this class may be reviewed by superior officers via personal inspection, reviews of reports and/or oral discussion. ESSENTIAL FUNCTIONS: 1. Patrols a designated area of City on foot, bicycle, or in an automobile, motorcycle or small watercraft to investigate, deter and/or discover possible violations of criminal and vehicle (and/or boating) traffic laws, codes and/or ordinances. Maintains radio contact with the dispatch center. -
Police Recruitment and Retention in the Contemporary Urban Environment
THE ARTS This PDF document was made available from www.rand.org as a public CHILD POLICY service of the RAND Corporation. CIVIL JUSTICE EDUCATION ENERGY AND ENVIRONMENT Jump down to document6 HEALTH AND HEALTH CARE INTERNATIONAL AFFAIRS NATIONAL SECURITY The RAND Corporation is a nonprofit research POPULATION AND AGING organization providing objective analysis and effective PUBLIC SAFETY solutions that address the challenges facing the public SCIENCE AND TECHNOLOGY and private sectors around the world. SUBSTANCE ABUSE TERRORISM AND HOMELAND SECURITY TRANSPORTATION AND INFRASTRUCTURE WORKFORCE AND WORKPLACE Support RAND Purchase this document Browse Books & Publications Make a charitable contribution For More Information Visit RAND at www.rand.org Explore the RAND Center on Quality Policing View document details Limited Electronic Distribution Rights This document and trademark(s) contained herein are protected by law as indicated in a notice appearing later in this work. This electronic representation of RAND intellectual property is provided for non-commercial use only. Unauthorized posting of RAND PDFs to a non-RAND Web site is prohibited. RAND PDFs are protected under copyright law. Permission is required from RAND to reproduce, or reuse in another form, any of our research documents for commercial use. For information on reprint and linking permissions, please see RAND Permissions. This product is part of the RAND Corporation conference proceedings series. RAND conference proceedings present a collection of papers delivered at a conference or a summary of the conference. The material herein has been vetted by the conference attendees and both the introduction and the post-conference material have been re- viewed and approved for publication by the sponsoring research unit at RAND. -
FY2017 Annual Report Alabama Law Enforcement Agency
FY2017 Annual Report Alabama Law Enforcement Agency [intentionally blank] Alabama Law Enforcement Agency 2017 Annual Report Office of the Secretary The Secretary of Law Enforcement statutorily appoints and oversees the Division Directors for the Department of Public Safety and the State Bureau of Investigation. The Office of the Secretary also consists of the following units: Homeland Security, Protective Services, Administration, Support Services, and Integrity. Homeland Security The Homeland Security Program works with federal, state and local partners to prevent and respond to terrorism in the state. Homeland Security works closely with the public and private sectors in law enforcement, emergency medical services, fire services, agriculture, public health, public safety, communications, environmental management, military and transportation. The Homeland Security Program is also the administrator for the Grants Administered State Homeland Security Grant Program (SHSGP). The purpose of the SHSGP is to support state and local efforts to prevent terrorism and other catastrophic events and to prepare the state for the threats and hazards that pose the greatest risk to the $11,652,000 security of the United States. In fiscal year 2017, the department administered $11,652,000 to state and local partners. Protective Services Protective Services consists of the Dignitary Protection and Uniform units. Protective Services is responsible for providing general law enforcement/police services at all state facilities, buildings, and other designated properties (primarily within the state Capitol complex in Montgomery), as mandated by §32-2-100, Code of Alabama, 1975; providing for the protection of certain state officers and visiting dignitaries to the state as mandated by §36- 33-1, et. -
Seattle Police Department
Seattle Police Department Adrian Diaz, Interim Chief of Police (206) 684-5577 http://www.seattle.gov/police/ Department Overview The Seattle Police Department (SPD) addresses crime, enforces laws, and enhances public safety by delivering respectful, professional, and dependable police services. SPD divides operations into five precincts. These precincts define east, west, north, south, and southwest patrol areas, with a police station in each area. The department's organizational model places neighborhood-based emergency response services at its core, allowing SPD the greatest flexibility in managing public safety. Under this model, neighborhood-based personnel in each precinct assume responsibility for public safety management, primary crime prevention and law enforcement. Precinct-based detectives investigate property crimes and crimes involving juveniles, whereas detectives in centralized units located at SPD headquarters downtown and elsewhere conduct follow-up investigations into other types of crimes. Other parts of the department function to train, equip, and provide policy guidance, human resources, communications, and technology support to those delivering direct services to the public. Interim Police Chief Adrian Diaz has committed the department to five focus areas to anchor itself throughout the on-going work around the future of community safety: • Re-envisioning Policing - Engage openly in a community-led process of designing the role the department should play in community safety • Humanization - Prioritize the sanctity -
Reentry Strategy E M E N T R E E N T R
P l a n n i n g a LANNING AND SSESSING A n P A d A s s e s s i n g a L a Law Enforcement w E n f o r c Reentry Strategy e m e n t R e e n t r Council of State Governments y Justice Center S t r a t e g y 100 Wall Street 4630 MontgomeryAvenue 504 West 12th Street 20th Floor Suite 650 Austin,TX 78701 New York, NY 10005 Bethesda, MD 20814 tel: 512-507-6653 tel: 212-482-2320 tel: 301-760-2401 fax: 512-474-5011 fax: 212-482-2344 fax: 240-497-0568 www.justicecenter.csg.org For More Information U.S. Department of Justice Office of Community Oriented Policing Services 1100VermontAvenue, N.W. Washington, DC 20530 To obtain details about COPS programs, call the COPS Office Response Center at 800.421.6770 Visit COPS Online at www.cops.usdoj.gov . e080813162 Planning and Assessing a Law Enforcement Reentry Strategy A report prepared by the Council of State Governments Justice Center and the Police Executive Research Forum for the Office of Community Oriented Policing Services U.S. Department of Justice Matt Schwarzfeld Deirdre Mead Weiss Martha Plotkin Laura Draper This report was prepared by the Council of State Governments Justice Center, in partnership with the Police Executive Research Forum. It was completed under Cooperative Agreement 2005–HS–WX–K007 awarded by the Office of Community Oriented Policing Services, U.S. Department of Justice. The opinions contained herein are those of the authors and do not necessarily represent the official position or policies of the U.S. -
Applying Personality Theory to a Group of Police Bodyguards: a Physically Risky Prosocial Prototype?
Psicothema ISSN 0214 - 9915 CODEN PSOTEG 2002. Vol. 14, nº 2, pp. 387-392 Copyright © 2002 Psicothema Applying personality theory to a group of police bodyguards: a physically risky prosocial prototype? Montserrat Gomà-i-Freixanet and Andreas A. J. Wismeijer Autonomous University of Barcelona The aim of the present study is twofold. First, to present evidence in favour of the application of the dispositional model to police applicants and second to present evidence that police bodyguard mani- fest a personality profile similar to that of subjects engaged in activities that imply a high level of phy- sical risk of a prosocial kind. The sample consisted of 20 subjects, the complete Bodyguard Unit from the Autonomous Government of Catalunya. Subjects were administered the Eysenck Personality Ques- tionnaire (EPQ) and the Sensation Seeking Scale form V (SSS-V) from Zuckerman. The findings seem to favour the dispositional model and that the profile of a police bodyguard matches that of prosocials. The profile of a police bodyguard is characterized by being ambiverted, emotionally stable, with low scores on psychoticism and sensation seeking, and shows a distinctive characteristic expressed by a high sincerity and a low susceptibility to boredom. Perfil de personalidad de un grupo de policías-guardaespaldas: ¿Un prototipo de riesgo físico proso- cial? El objetivo del presente estudio es doble. Primero presentar evidencia a favor de la aplicación del modelo disposicional a los aspirantes a policía y segundo evidenciar que los policías-guardaespaldas manifiestan perfiles de personalidad similares a los de los sujetos que practican actividades que impli- can un nivel elevado de riesgo físico de tipo prosocial. -
Standards Manual
Delaware Police Accreditation Commission STANDARDS MANUAL January 19, 2021 1 TABLE OF CONTENTS CHAPTER 1 STANDARDS FOR ORGANIZATION AND MANAGEMENT ROLE Section 1 LAW ENFORCEMENT ROLE AND AUTHORITY 1.1.1 Oath of Office 8 Section 2 LIMITS OF AUTHORITY 1.2.1 State Law Requirements 8 1.2.2 Constitutional Requirements 9 1.2.3 Search and Seizure 9 1.2.4 Arrest 9 1.2.5 Strip and/or Body Cavity Searches 10 Section 3 USE OF FORCE 1.3.1 Use of Force 10 1.3.2 Police Officer Defined 10 1.3.3 Warning Shots 10 1.3.4 Less Lethal Weapon and Control Devices 11 1.3.5 Providing Medical Aid 11 1.3.6 Use of Force Reporting and Review 11 1.3.7 Officer Involved Shooting 11 1.3.8 Firearms and Ammunition 12 1.3.9 Weapons Proficiency 12 1.3.10 Annual Weapons Proficiency Training 13 1.3.11 Annual Use of Force Training 13 1.3.12 Annual Use of Force Analysis 13 Section 4 DIRECTION 1.4.1 Direction 14 2 1.4.2 Duty to Obey Lawful Orders 14 1.4.3 Mission 14 1.4.4 Written Directives 15 Section 5 ALLOCATION AND DISTRIBUTION OF PERSONNEL AND PERSONNEL ALTERNATIVES 1.5.1 Hiring Criteria 15 1.5.2 Basic Training Requirements 15 1.5.3 Part-time Officer In-service Training 15 1.5.4 Training Requirements for Use of Force and Firearms 16 1.5.5 Training Requirements for Seasonal Officers 16 1.5.6 Seasonal Officer Training Hours 16 1.5.7 Seasonal Officer Firearms Training Requirements 16 1.5.8 Non-sworn Personnel Training Requirements 16 Section 6 FISCAL MANAGEMENT AND AGENCY OWNED PROPERTY 1.6.1 Accounting 17 Section 7 COMPENSATION, BENEFITS AND CONDITIONS OF WORK 1.7.1 Conditions -
Records Management Advice Internal Review/Investigation of Notorious
Records Management Advice Issued: December 2015 Using Records Retention Schedules: Internal Review/Investigation of Notorious/Historically Significant Incidents within the Law Enforcement Agency’s Jurisdiction Purpose: Provide guidance to local law enforcement agencies on the identification and retention of notorious/historically significant incidents within the agency’s jurisdiction. The Law Enforcement Records Retention Schedule includes the following records series: DAN LE2010-059, Internal Review/Investigation – Notorious/Historically Significant Incidents. It is intended to cover internal review and investigation of incidents that (may) have enduring historical value for future research. Factors to consider Did the incident: • Cause controversy within the community, the county, or the state? • Involve a serious injury or fatality? • Involve a community-wide disaster (e.g., earthquake, mudslide, flood)? • Create a major public threat that required a significant law enforcement response (e.g. major protest, riot, demonstration, terrorist threat)? • Have a lasting impact on the community? • Result in a major modification to the agency’s policy, training, or equipment? • Cause a change in federal, state, or local law? • Result in the participation of or investigation by a federal agency/body (e.g., National Guard, Federal Bureau of Investigation, U.S. Department of Justice, etc.)? • Attain significant contemporary public notoriety beyond the community? • Become the subject of extensive news media coverage, a book, or a feature film? • Become frequently cited in scholarly or professional literature or other resources? If you answered YES to any of the above then the records need to be appraised for transfer to Washington State Archives (WSA). Please contact your regional branch to organize appraisal and transfer; records declined by WSA may be destroyed. -
37 Police Equipment for Police Constables
ATTORNEY GENERAL 37 POLICE EQUIPMENT FOR POLICE CONSTABLES APPOINTED BY TOWNSHIP TRUSTEES-TRUSTEES WITHOUT LEGAL AUTHORITY TO PURCHASE-SECTION 509.16 RC. SYLLABUS: Township trustees are without legal authority to buy police equipment for police constables appointed by them pursuant to the provisions of Section 509.16 of the Revised ,Code. Columbus, Ohio, February 9, 1954 Hon. William A. Ambrose, Prosecuting Attorney Mahoning County, Youngstown, Ohio Dear Sir: I have before me your letter asking my opinion as to the authority of the township trustees to purchase police equi,pment for regularly em ployed salaried police constables. The statutory provision relative to the appointment of -police constables is found in Section 509. 16 of the Revised Code, and reads as follows : "The board of township trustees may designate any qualified person as a police consta:ble. The board may pay each police con stable, from the general funds of the township, such compensation as the 1board by resolution prescribes for the time actually spent in keeping the peace, protecting ,property, and performing duties as a police constable. Such police constable shall not 'be paid fees in addition to the compensation allowed by the board for services rendered as a police constaJble. All constable fees provided for by section 509. r 5 of the Revised Code, where due for services rendered while the constable performing such services is being compensated as a police constable for his performance, shall be paid into the general fund of the township." Prior to the recent codification, this section appeared in substa..ritially the same form as Section 3348, General Code. -
2020 Annual Report MISSION in Support of the Port of Seattle’S Mission, We: • Fight Crime, • Protect and Serve Our Community
PORT OF SEATTLE POLICE 2020 Annual Report MISSION In support of the Port of Seattle’s Mission, we: • fight crime, • protect and serve our community. VISION To be the nation’s finest port police. GUIDING PRINCIPLES • Leadership • Integrity • Accountability Port of Seattle Commissioners and Executive Staff: It is my pleasure to present to you the 2020 Port of Seattle Police Department Annual Report. This past year was challenging in unprecedented ways. COVID-19 significantly impacted our day-to-day operations and our employees and their families. National civil unrest and demand for police reform led to critique and an ongoing assessment of the department. Changes in leadership, ten retirements, and a hiring freeze compounded the pressures and stress on your Police Department members. However, despite these challenges, I am proud to say that the high caliber professionals in the department stepped up. They adapted to the new environment and continued to faithfully perform their mission to fight crime, and protect and serve our community. Port employees, business partners, travelers, and visitors remained safe yet another year, because of the teamwork and outstanding dedication of the people who serve in your Police Department. As you read the pages to follow, I hope you enjoy learning more about this extraordinary team. On behalf of the exemplary men and women of this Department, it has been a pleasure to serve the Port of Seattle community. - Mike Villa, Deputy Chief Table of Contents Command Team . 6 Jurisdiction .........................................7 Community Engagement ...........................8 Honor Guard .......................................9 Operations Bureau .................................10 Port of Seattle Seaport . 11 Marine Patrol Unit .................................12 Dive Team .........................................12 SEA Airport . -
Deputy Chief of Police
The Port of Seattle Police Department is seeking a Deputy Chief of Police Salary: $129,090 - $161,362 D E P U T Y C H I E F O F P O L I C E Excellent opportunity for a talented public safety The Deputy Chief of Police must be a good professional to serve in a well-managed listener, skilled communicator, and team builder. organization and to assist in leading a 101- officer He/She will represent the department on a variety police department that takes pride in its mission, of internal and external panels and coalitions. The services provided, and contribution to quality of Deputy Chief of Police must be a proactive and life. energetic participant in these endeavors, and provide strategic input from the department’s perspective, as well as from the port’s broader CANDIDATE PROFILE perspective. The Port of Seattle Police Department is He/She must have the ability to identify and seeking a strong, decisive individual who analyze issues, prioritize tasks, and develop demonstrates a clear command presence alternative solutions, as well as evaluate balanced with well-developed interpersonal courses of action and reach logical skills. Given the unique nature of the conclusions. department, the Deputy Chief of Police must place a high premium on customer service. The Deputy Chief of Police must be a highly The successful candidate will lead by example, skilled leader and manager of people. As one of setting the tone of honest, ethical behavior, the senior leaders within the department, he or demonstrating integrity beyond reproach. she will partner with the Chief in driving change and continuous improvement.