FM 3-39: Military Police Operations

Total Page:16

File Type:pdf, Size:1020Kb

FM 3-39: Military Police Operations This publication is available at Army Knowledge Online (https://armypubs.us.army.mil/doctrine/index.html). To receive publishing updates, please subscribe at http://www.apd.army.mil/AdminPubs/new_subscribe.asp. *FM 3-39 Field Manual Headquarters No. 3-39 Department of the Army Washington, DC, 26 August 2013 Military Police Operations Contents Page PREFACE.............................................................................................................. iv INTRODUCTION .................................................................................................... v Chapter 1 MILITARY POLICE AND THE OPERATIONAL ENVIRONMENT .................... 1-1 Military Police View ............................................................................................. 1-1 Operational Variables ......................................................................................... 1-3 Policing Principles .............................................................................................. 1-5 Capabilities Across the Range of Military Operations ........................................ 1-6 Support Spanning the Levels of War .................................................................. 1-8 Escalation of Force ........................................................................................... 1-10 Chapter 2 ORGANIZATIONS AND CAPABILITIES .......................................................... 2-1 Section I – Military Police Corps Regiment ................................................... 2-1 Office of the Provost Marshal General ............................................................... 2-3 U.S. Army Military Police School ........................................................................ 2-4 U.S. Army Criminal Investigation Command ...................................................... 2-5 U.S. Army Corrections Command ...................................................................... 2-6 Military Police Operational Force Capabilities .................................................... 2-6 Section II – Unified Action: Joint/Interagency/Multinational ...................... 2-13 Joint/Interagency/Multinational Capabilities ..................................................... 2-14 Integration of Capabilities ................................................................................. 2-15 Section III – Military Police Force Tailoring ................................................. 2-16 Force Organization ........................................................................................... 2-16 Multifunctional Organizations ........................................................................... 2-17 Chapter 3 FOUNDATIONS OF MILITARY POLICE OPERATIONS .................................. 3-1 Military Police Functional Organizations ............................................................ 3-1 Military Police Disciplines ................................................................................... 3-3 Police Intelligence Operations .......................................................................... 3-24 Chapter 4 MILITARY POLICE SUPPORT TO ARMY OPERATIONS ............................... 4-1 Support to Combined Arms Operations ............................................................. 4-1 Distribution Restriction: Approved for public release; distribution is unlimited. *This publication supersedes FM 3-39, 16 February 2010. i Contents Application of Military Police Combat Power Through the Warfighting Functions ............................................................................................................. 4-2 Other Considerations ........................................................................................ 4-13 Chapter 5 PLANNING, PREPARING, EXECUTING, AND ASSESSING MILITARY POLICE OPERATIONS .................................................................................................... 5-1 Planning .............................................................................................................. 5-1 Operational Considerations ................................................................................ 5-2 Staff Planning at Each Level of War ................................................................... 5-2 Army Planning Methodologies ............................................................................ 5-3 Command and Support Relationships .............................................................. 5-11 Other Responsibilities ....................................................................................... 5-12 Operations Process........................................................................................... 5-14 Military Police Support to Decisive Action......................................................... 5-15 Chapter 6 SUSTAINMENT PLANNING FOR MILITARY POLICE OPERATIONS ............ 6-1 Responsibilities ................................................................................................... 6-1 Considerations .................................................................................................... 6-3 Chapter 7 U.S. ARMY CRIMINAL INVESTIGATION COMMAND ..................................... 7-1 Organization ........................................................................................................ 7-1 Investigative Mission and Specialized Capabilities ............................................. 7-4 Other Operational Capabilities ............................................................................ 7-6 Chapter 8 U.S. ARMY CORRECTIONS COMMAND.......................................................... 8-1 Mission ................................................................................................................ 8-1 Support to Unified Land Operations .................................................................... 8-3 Emergency Planning and Investigations ........................................................... 8-13 Rules of Interaction ........................................................................................... 8-13 Use of Force ...................................................................................................... 8-14 Escape .............................................................................................................. 8-14 Transportation ................................................................................................... 8-14 Transfer and Disposition of U.S. Military Prisoners .......................................... 8-15 GLOSSARY .......................................................................................... Glossary-1 REFERENCES .................................................................................. References-1 INDEX ......................................................................................................... Index-1 Figures Figure 1-1. Military police support to decisive action ....................................................... 1-2 Figure 2-1. Notional examples of tailored divisions ....................................................... 2-18 Figure 2-2. Notional military police support to a division ............................................... 2-19 Figure 2-3. Corps as an intermediate land force headquarters ..................................... 2-20 Figure 2-4. Notional military police support to a corps ................................................... 2-21 Figure 2-5. Notional theater military police command ................................................... 2-22 Figure 3-1. Police intelligence operations and the operations process ......................... 3-25 Figure 4-1. Application of military police combat power .................................................. 4-3 ii FM 3-39 26 August 2013 Contents Figure 4-2. Military police reconnaissance capabilities ................................................. 4-10 Figure 4-3. Aspects of counterinsurgency ..................................................................... 4-16 Figure 5-1. Military police planning at each level of war ................................................. 5-3 Figure 5-2. Notional military police operations in the offense ....................................... 5-17 Figure 5-3. Notional military police operations in the defense ...................................... 5-19 Figure 5-4. Notional military police operations supporting stability ............................... 5-21 Figure 5-5. Notional military police operations during DSCA ........................................ 5-23 Figure 6-1. Force beddown and basing continuum ......................................................... 6-6 Figure 7-1. USACIDC chain of command and coordination ............................................ 7-2 Figure 7-2. Sample CID element organization and capabilities ...................................... 7-3 Tables Introductory table-1. Rescinded Army terms ...................................................................... vi Introductory table-2. Modified Army term ........................................................................... vi Table 2-1. Military Police Corps Regiment across the components ................................ 2-2 Table 3-2. Military police integrated function ................................................................... 3-2 Table 5-1. Military police considerations in the military decisionmaking planning, preparation, execution, and assessment processes ...................................
Recommended publications
  • Role Profile Special Constable
    ROLE PROFILE SPECIAL CONSTABLE Reports To: Chief Officer, Isle of Man Special Constabulary Overall Purpose: Special Constables work on a voluntary basis at the front-line of policing. They work in partnership on a day-to-day basis with local communities, partner agencies and colleagues to promote law and order, reduce the fear of crime, provide reassurance and build confidence to improve the quality of life for citizens. This role carries the same legal powers as a Police Constable, making autonomous decisions in accordance with the National Decision Model and Code of Ethics, and exercising professional discretion, as appropriate to the role, in line with legal frameworks and policy guidelines. Special Constables are required to meet and maintain the highest professional standards required of their role, by conducting all actions in a legal, balanced, proportionate and justifiable manner to uphold the law and achieve the best outcomes in a wide range of situations/incidents. Main Duties & Responsibilities: Provide appropriate initial and ongoing frontline response to a wide range of incidents that include complex and confrontational situations, assessing immediate risk, threat and harm to determine a proportionate response in line with the law, policy and guidance. Assist police colleagues in establishing effective localised partnerships to problem-solve, engage with, reassure and support organisations, groups and individuals across communities in line with the Force’s planned approach. Effectively engage with victims, witnesses, suspects and the vulnerable, in accordance with equality, diversity and human rights considerations, to provide initial support, direct towards relevant services, establish relationships and gather information that prevents and reduces crimes.
    [Show full text]
  • Treading the Thin Blue Line: Military Special-Operations Trained Police SWAT Teams and the Constitution
    William & Mary Bill of Rights Journal Volume 9 (2000-2001) Issue 3 Article 7 April 2001 Treading the Thin Blue Line: Military Special-Operations Trained Police SWAT Teams and the Constitution Karan R. Singh Follow this and additional works at: https://scholarship.law.wm.edu/wmborj Part of the Law Enforcement and Corrections Commons Repository Citation Karan R. Singh, Treading the Thin Blue Line: Military Special-Operations Trained Police SWAT Teams and the Constitution, 9 Wm. & Mary Bill Rts. J. 673 (2001), https://scholarship.law.wm.edu/wmborj/vol9/iss3/7 Copyright c 2001 by the authors. This article is brought to you by the William & Mary Law School Scholarship Repository. https://scholarship.law.wm.edu/wmborj TREADING THE THIN BLUE LINE: MILITARY SPECIAL-OPERATIONS TRAINED POLICE SWAT TEAMS AND THE CONSTITUTION The increasing use of SWAT teams and paramilitaryforce by local law enforcement has been thefocus of a growingconcern regardingthe heavy-handed exercise of police power. Critics question the constitutionality ofjoint-training between the military and civilian police, as well as the Fourth Amendment considerationsraised by SWAT tactics. This Note examines the history, mission, and continuing needfor police SWAT teams, addressingthe constitutionalissues raisedconcerning training and tactics. It explains how SWATjoint-training with the military is authorized by federal law and concludes that SWAT tactics are constitutionallyacceptable in a majority of situations. Though these tactics are legal andconstitutionally authorized, this Note acknowledges the validfearscritics have regarding the abuse of such police authority, and the limitations of constitutionaltort jurisprudence in adequately redressingresulting injuries. INTRODUCTION Americans awoke on the morning of April 23,2000 to news images seemingly taken from popular counterterrorist adventure movies.
    [Show full text]
  • Issues Surrounding the Regionalization of Police Services
    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. Options for Service Delivery in the Greater Vancouver Region: A Discussion Paper of the Issues Surrounding the Regionalization of Police Services Prepared by the Planning, Research and
    [Show full text]
  • 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.
    [Show full text]
  • Amalgamation of Police Services
    Amalgamation of Police Services by John Kiedrowski, Ronald-Frans Melchers, Michael Petrunik, Rick Ruddell RESEARCH REPORT: 2015–R027 RESEARCH DIVISION www.publicsafety.gc.ca Abstract Police amalgamation (also referred to as regionalization, consolidation, or merger) has been a focus for administrators of police service delivery since the early 1950s when various provincial governments began to promote the amalgamation of services in adjacent municipal governments in the interests of cost-effectiveness and efficiency. The major justification for police amalgamation has been that significant cost savings would result through achieving economies of scale. While several studies show that economies of scale can be achieved in some contexts, other research suggests diseconomies of scale may also occur depending on the context and the size of police services being amalgamated. Police expenditure and crime rate data were collected for nine police services across Canada to help understand the impact of police amalgamation on the cost-effectiveness and efficiency of service delivery. Our review found no significant differences in cost-effectiveness and efficiency of service delivery among those police services that had undergone amalgamation and those continuing to operate independently. Several potential implications of police amalgamation for the FNPP are identified and discussed in the context of the legal framework for First Nations policing, Aboriginal governance and funding issues, and the rural and remote locations of many Aboriginal communities. Author’s Note The views expressed are those of the authors and do not necessarily reflect those of Public Safety Canada. Correspondence concerning this report should be addressed to: Research Division, Public Safety Canada, 340 Laurier Avenue West, Ottawa, Ontario, K1A 0P8; email: PS.CSCCBResearch- [email protected].
    [Show full text]
  • Iacp New Members
    44 Canal Center Plaza, Suite 200 | Alexandria, VA 22314, USA | 703.836.6767 or 1.800.THEIACP | www.theIACP.org IACP NEW MEMBERS New member applications are published pursuant to the provisions of the IACP Constitution. If any active member in good standing objects to an applicant, written notice of the objection must be submitted to the Executive Director within 60 days of publication. The full membership listing can be found in the online member directory under the Participate tab of the IACP website. Associate members are indicated with an asterisk (*). All other listings are active members. Published July 1, 2021. Australia Australian Capital Territory Canberra *Sanders, Katrina, Chief Medical Officer, Australian Federal Police New South Wales Parramatta Walton, Mark S, Assistant Commissioner, New South Wales Police Force Victoria Melbourne *Harman, Brett, Inspector, Victoria Police Force Canada Alberta Edmonton *Cardinal, Jocelyn, Corporal Peer to Peer Coordinator, Royal Canadian Mounted Police *Formstone, Michelle, IT Manager/Business Technology Transformation, Edmonton Police Service *Hagen, Deanna, Constable, Royal Canadian Mounted Police *Seyler, Clair, Corporate Communications, Edmonton Police Service Lac La Biche *Young, Aaron, Law Enforcement Training Instructor, Lac La Biche Enforcement Services British Columbia Delta *Bentley, Steven, Constable, Delta Police Department Nelson Fisher, Donovan, Chief Constable, Nelson Police Department New Westminster *Wlodyka, Art, Constable, New Westminster Police Department Surrey *Cassidy,
    [Show full text]
  • Chapter 20 POLICE*
    City of Portland Police Code of Ordinances Chapter 20 Sec. 20-1 Rev. 12-1-00 Chapter 20 POLICE* ---------- *Cross reference(s)--Administration, Ch. 2; civil emergency preparedness, § 2-401 et seq.; offenses and miscellaneous provisions, Ch. 17; traffic and motor vehicles, Ch. 28.; parking division, § 28-70 et seq. State law reference(s)--Law enforcement officers, 30 M.R.S.A. § 2361 et seq. ---------- Art. I. In General, §§ 20-1--20-15 Art. II. Special Police, §§ 20-16--20-31 Art. III. Police Reserve Unit, §§ 20-32--20-35 Art. IV. Additional Authority, § 20-36 ARTICLE I. IN GENERAL Sec. 20-1. Reserved. Sec. 20-2. Reserved. Sec. 20-3. Reserved. Sec. 20-4. Reserved. Sec. 20-5. Reserved. Sec. 20-6. Reserved. Sec. 20-7. Reserved. Sec. 20-8. Reserved. Sec. 20-9. Reserved. Sec. 20-10. Reserved. Sec. 20-11. Reserved. Sec. 20-12. Reserved. Sec. 20-13. Reserved. Sec. 20-14. Reserved. Sec. 20-15. Reserved. ARTICLE II. SPECIAL POLICE* ---------- *Cross reference(s)--Administration, Ch. 2. State law reference(s)--Special police officers, 30 M.R.S.A. § 2362. ---------- 20-1 City of Portland Police Code of Ordinances Chapter 20 Sec. 20-16 Rev. 12-1-00 Sec. 20-16. Application; fee. Persons desiring appointment as special police officers under either section 20-17 or section 20-18 shall make application to the city council upon forms prescribed by the city council and containing such information as the city council shall require. Persons seeking original appointment shall pay a fee of twenty-five dollars ($25.00) and for each successive renewal of such appointment a fee of fifteen dollars ($15.00).
    [Show full text]
  • Gang Crimes to Be Recorded 1
    If you have issues viewing or accessing this file contact us at NCJRS.gov. POLICE Technical Assistance Manual Irving A. Spergel with Kenneth Ehrensaft National Youth Gang Suppression and Intervention Program School of Social Service Administration University of Chicago Disseminated By: • National Youth Gang Information Center 4301 North Fairfax Drive, Suite 730 Arlington, Virginia 22203 703-522-4007 800-446-4264 NYGIC Doc.# D0021 ACQUISITIONS This draft report was prepared under Grant number 90-JD-CX-KOOl from the Office ofJuvenile Justice and Delinquency Prevention (OJJDP), u.s. Department of Justice. Points of view or opinions expressed in this document are those of the authors and do not necessarily represent the • official position or policies of the U.S. Department of Justice •• U.S. Department of Justice 142665 National Institute of Justice This document has been reproduced exactly as received from the person or organization originating it. Points of view or opinions stated in this document are those of the authors and do not necessarily represent the official position or policies of the National Institute of Justice. Permission to reproduce this : 3 "gee: material has been mnyc Danain/OJP/QJJDP u. s. Deparbnent of Justice to the National Criminal Justice Reference Service (NCJRS). Further reproduction outside of the NCJRS system requires permission of the ...... owner. • • ,----------------------------- ACKNOWLEDGEMENTS No other group knows as much and is probably as concerned about controlling and preventing the gang problem as law enforcement. We had the advice and counsel of many • expert, experienced, and highly professional police officers in the development of this manual. It's difficult to select out those who have patiently labored to inform us over the past several years about the problem and what needs to be done.
    [Show full text]
  • Utilization and Impact of Peer-Support Programs on Police Officers' Mental
    Walden University ScholarWorks Walden Dissertations and Doctoral Studies Walden Dissertations and Doctoral Studies Collection 2020 Utilization and Impact of Peer-Support Programs on Police Officers’ Mental Health Beth A. Milliard Walden University Follow this and additional works at: https://scholarworks.waldenu.edu/dissertations Part of the Psychiatric and Mental Health Commons, and the Public Policy Commons This Dissertation is brought to you for free and open access by the Walden Dissertations and Doctoral Studies Collection at ScholarWorks. It has been accepted for inclusion in Walden Dissertations and Doctoral Studies by an authorized administrator of ScholarWorks. For more information, please contact [email protected]. Walden University College of Social and Behavioral Sciences This is to certify that the doctoral dissertation by Beth Milliard has been found to be complete and satisfactory in all respects, and that any and all revisions required by the review committee have been made. Review Committee Dr. Gregory Koehle, Committee Chairperson, Criminal Justice Faculty Dr. Sean Grier, Committee Member, Criminal Justice Faculty Dr. Dianne Williams, University Reviewer, Criminal Justice Faculty Chief Academic Officer and Provost Sue Subocz, Ph.D. Walden University 2020 Abstract Utilization and Impact of Peer-Support Programs on Police Officers’ Mental Health by Beth Milliard MA, University of Guelph, 2010 BA, University of Windsor, 1995 Dissertation Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Philosophy Criminal Justice/Law and Public Policy Walden University February 2020 Abstract Police officer suicides rates hit an all-time high in the province of Ontario, Canada, in 2018. Sadly, this statistic is somewhat unsurprising, as research has shown that police officers suffer from higher rates of mental health disorder diagnoses compared the general public.
    [Show full text]
  • Police and Crime Rates in Canada a Comparison of Resources and Outcomes
    Police and Crime Rates in Canada A Comparison of Resources and Outcomes Livio Di Matteo | September 2014 fraserinstitute.org Contents Summary / iii Introduction / 1 Overview / 3 The Determinants of Crime and Police Resources / 7 The Data / 11 Analysis / 14 Estimating the Efficiency of Police Resources in Major Canadian CMAs / 26 Conclusion / 36 Appendix 1: Regression variables / 38 Appendix 2: Population weighted regression results / 39 Data Key / 40 References / 46 About the Author / 53 Acknowledgments / 53 Publishing Information / 54 Supporting the Fraser Institute / 55 Purpose, Funding, and Independence / 56 About the Fraser Institute / 57 Editorial Advisory Board / 58 fraserinstitute.org / i fraserinstitute.org Summary There is rising policy concern in Canada over growing policing costs given that crime rates have fallen dramatically in recent years. Between 2001 and 2012, police officers per 100,000 of population in Canada rose 8.7% while the crime rate declined by 26.3%. This was accompanied by growing expenditures and a decline in work- load as measured by criminal code incidents per officer. Real per capita police expenditures in Canada between 1986 and 2012 rose 45.5% while criminal code incidents per officer declined by 36.8%. Public debate on rising police costs must be considered in the context of increasing overall public spending in Canada and a more complex society. Policing has evolved beyond just dealing with crime and includes a wider range of problem social behaviours, which are factors in police resource and expenditure growth. As well, there are changes in the technology of both crime and poli- cing as well as other factors affecting staffing such as operational load due to service demand and response time, socio-economic factors such as demo- graphics and crime trends, and strategic directions of police forces in terms of governance and policing methods.
    [Show full text]
  • Northampton County Regional Police Study Hellertown Borough and Lower Saucon Township | March 2012
    Northampton County Regional Police Study Hellertown Borough and Lower Saucon Township | March 2012 Governor's Center for Local Government Services Joseph L. Kirschner, Police Peer-to-Peer Consultant > ready > set > succeed Commonwealth of Pennsylvania Department of Community newPA.com Tom Corbett, Governor & Economic Development www.pa.gov C. Alan Walker, Secretary Regional Police Study # P-8-11 TABLE OF CONTENTS Subject Page Introduction 1 Consolidated Police Services 2 Advantages of Regional Police Services 4 Disadvantages of Regional Police Services 7 General Demographics 9 Regional Map 10 Chart 1 – Current Demographics of the Municipalities 11 Crime Statistics & Data 12 Projected Police Staffing and Service Needs 14 Chart 2 – Proposed Police Department Staffing Levels 17 Proposed Organization of the Police Department 18 Proposed Number of Police Vehicles 19 Chart 3 – Proposed Staffing Levels by Municipality 20 Chart 4 – Pennsylvania Regional Police Department Comparison 21 Proposed 2012 Operating Budget 22 Chart 5 – Proposed 2012 Operating Budget Breakdown per Category 25 Chart 6 – Proposed 2012 Operating Budget 26 Chart 7 – Proposed Cost Distribution 28 Alternate Cost Distribution Methods 30 Cost Comparison Summary 31 Chart 8 – Housing Unit Cost Comparison 31 Conclusions and Recommendations 32 Chart 9 – Regional Police Department Proposed Organizational Chart 35 Regional Police Implementation Flow Chart 36 Shared Municipal Services Grant Program 37 Regional Police Assistance Grant Program 37 Pennsylvania Law Enforcement Accreditation Program 38 Executive Summary 40 Notes 41 i Regional Police Study # P-8-11 INTRODUCTION The intent of this study is to determine if the municipalities of Hellertown Borough and Lower Saucon Township, Northampton County, would benefit from consolidation or contracting to form a full service regional police department to serve both of these communities.
    [Show full text]
  • TITLE 7 Police
    TITLE 7 Police Tacoma Municipal Code (Revised 06/2002) 7-2 City Clerk’s Office Tacoma Municipal Code TITLE 7 POLICE Chapters: 7.02 Department 7.04 Jail 7.06 Physicians’ Report of Injuries 7.08 Rewards to Police 7.10 Special Officers 7.14 Unclaimed Money 7.20 Repealed City Clerk’s Office 7-3 (Revised 06/2002) Tacoma Municipal Code (Revised 06/2002) 7-4 City Clerk’s Office Tacoma Municipal Code Chapter 7.02 DEPARTMENT1 Sections: 7.02.010 Chief’s authority. 7.02.020 Emergency officers. 7.02.030 Members – Duties. 7.02.040 Arrest to be reported. 7.02.045 Chief’s reports. 7.02.050 Salaries. 7.02.010 Chief’s authority. The Chief of Police, with approval of the City Manager, shall have authority to make all necessary rules and regulations for the government of the police force and the management and control of the jail. The rules so adopted may provide for the temporary suspension, not exceeding 30 days, of a police officer for violation of such rules or for conduct unbecoming an officer. Such suspension shall be made by the Chief of Police, and the officer so suspended shall be allowed no pay during the period of such suspension. (Ord. 14910 § 2; passed Oct. 28, 1953: Ord. 5197 § 2; passed Jan. 22, 1913) 7.02.020 Emergency officers. Whenever the immediate peace and good order of the City so demands, the Chief of Police, with the approval of the City Manager, shall have authority to appoint emergency patrolmen, who shall hold office for such times as said Chief of Police may direct, but not longer than 60 days, and who, while acting, shall possess the powers and perform the duties of regular patrolmen and shall be subject to the orders, rules and regulations of the Department and the Chief of Police in the same manner as regular patrolmen.
    [Show full text]