A P Ublication of the Nyc S Ergeants B Enevolent A
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Zero Tolerance Policing
RESEARCHING CRIMINAL JUSTICE SERIES Zero tolerance policing Maurice Punch Zero tolerance policing Maurice Punch First published in Great Britain in 2007 by The Policy Press The Policy Press University of Bristol Fourth Floor, Beacon House Queen’s Road Bristol BS8 1QU UK Tel no +44 (0)117 331 4054 Fax no +44 (0)117 331 4093 E-mail [email protected] www.policypress.org.uk © Maurice Punch 2007 ISBN 978 1 84742 055 8 British Library Cataloguing in Publication Data A catalogue record for this report is available from the British Library. Library of Congress Cataloging-in-Publication Data A catalog record for this report has been requested. The right of Maurice Punch to be identified as author of this work has been asserted by him in accordance with Sections 77 and 78 of the 1988 Copyright, Designs and Patents Act. All rights reserved. No part of this publication may be reproduced or transmitted, in any form or by any means, without the prior permission of the copyright owners. The statements and opinions contained within this publication are solely those of the author and not of the University of Bristol or The Policy Press. The University of Bristol and The Policy Press disclaim responsibility for any injury to persons or property resulting from any material published in this publication. The Policy Press works to counter discrimination on grounds of gender, race, disability, age and sexuality. Cover image courtesy of iStockphoto® Cover design by Qube Design Associates, Bristol Printed in Great Britain by Latimer Trend, Plymouth To the -
Assessing the Cost & Benefits of Credit Card
Loyola Consumer Law Review Volume 25 | Issue 1 Article 3 2012 Assessing the Cost & Benefits of Credit Card Rewards: A Response to Who Gains and Who Loses from Credit Card Payments? Theory and Calibrations Steven Semeraro Prof. Thomas Jefferson School of Law Follow this and additional works at: http://lawecommons.luc.edu/lclr Part of the Consumer Protection Law Commons Recommended Citation Steven Semeraro Assessing the Cost & Benefits of rC edit Card Rewards: A Response to Who Gains and Who Loses from Credit Card Payments? Theory and Calibrations, 25 Loy. Consumer L. Rev. 30 (2012). Available at: http://lawecommons.luc.edu/lclr/vol25/iss1/3 This Feature Article is brought to you for free and open access by LAW eCommons. It has been accepted for inclusion in Loyola Consumer Law Review by an authorized administrator of LAW eCommons. For more information, please contact [email protected]. Semeraro Article (Do Not Delete) 11/29/2012 12:27 PM ASSESSING THE COSTS & BENEFITS OF CREDIT CARD REWARDS: A RESPONSE TO WHO GAINS AND WHO LOSES FROM CREDIT CARD PAYMENTS? THEORY AND CALIBRATIONS Steven Semeraro* or two decades, economic and legal academics have F speculated about the impact of the fees that merchants pay for credit card acceptance. Since all customers pay the same price, the theory goes, everyone pays for the benefits that go only to credit card users. A recent Federal Reserve Bank of Boston (FRBB) policy paper written by economists Scott Schuh, Oz Shy, and Joanna Stavins entitled Who Gains and Who Loses from Credit Card Payments? Theory and Calibrations1 has taken the argument a step further, contending that credit card programs reduce consumer welfare by transferring money from low-income households that purchase goods and services with payment * Professor of Law, Thomas Jefferson School of Law. -
Bad Cops: a Study of Career-Ending Misconduct Among New York City Police Officers
The author(s) shown below used Federal funds provided by the U.S. Department of Justice and prepared the following final report: Document Title: Bad Cops: A Study of Career-Ending Misconduct Among New York City Police Officers Author(s): James J. Fyfe ; Robert Kane Document No.: 215795 Date Received: September 2006 Award Number: 96-IJ-CX-0053 This report has not been published by the U.S. Department of Justice. To provide better customer service, NCJRS has made this Federally- funded grant final report available electronically in addition to traditional paper copies. Opinions or points of view expressed are those of the author(s) and do not necessarily reflect the official position or policies of the U.S. Department of Justice. This document is a research report submitted to the U.S. Department of Justice. This report has not been published by the Department. Opinions or points of view expressed are those of the author(s) and do not necessarily reflect the official position or policies of the U.S. Department of Justice. Bad Cops: A Study of Career-Ending Misconduct Among New York City Police Officers James J. Fyfe John Jay College of Criminal Justice and New York City Police Department Robert Kane American University Final Version Submitted to the United States Department of Justice, National Institute of Justice February 2005 This project was supported by Grant No. 1996-IJ-CX-0053 awarded by the National Institute of Justice, Office of Justice Programs, U.S. Department of Justice. Points of views in this document are those of the authors and do not necessarily represent the official position or policies of the U.S. -
Securestar1.Pdf
discover the peace of mind that you will experience when choosing the protection provided by our SECURESTAR® program. protection that helps prevent loss due to check fraud including altered and counterfeited checks. With our SECURESTAR® line of products, we make it practical and affordable to protect every at-risk document issued by your financial institution. The Problem... CHECK FRAUD LOSS security features; each designed COUNTERFEITED CHECKS Check fraud loss in the u.S. continues to help in the fight against fraud: Check counterfeiting consists of year after year. This trend has been • Prismatic Backgrounds copying a valid check, without attributed to criminals having access • Padlock Icon authority or right, with the intent to to easy-to-use and affordable • Warning Band and Warning Backer deceive or defraud. The counterfeit technology such as personal • Microprint Signature Line check can be drawn on a legitimate computers, high-resolution scanners • High Resolution Border account or presented along with and laser printers to create realistic • Thermochromic Ink false identification. To protect fraudulent checks. They also use • Full Chemical Reactivity against counterfeit check fraud, chemical erasures to alter the checks • Invisible Fibers financial institutions may: and phony I.d.s to pass them. • Holographic Foil • Use a positive pay or reverse • Genuine Watermark in Paper positive pay program The best defense financial institutions • Holograms • Thoroughly review customer and commercial businesses can take • Toner-Fusing Paper -
The Purpose of This Concept Paper Is to Explore Compstat and Citistat—Two Municipal Management Techniques Introduced in the Ne
November 2006 Discussion Version Budget Office Evaluation, Matt Nice INNOVATIVE PERFORMANCE MANAGEMENT IN MULTNOMAH COUNTY: MULTSTAT CONCEPT PAPER The purpose of this concept paper is to explore databases to track all aspects of government program Compstat and Citistat—two municipal management performance to align with policy. The process goes techniques introduced in the New York City Police beyond traditional collection of performance data, by Department and the City of Baltimore, respectively—at providing analysis of key measures, providing Multnomah County. The goals are to increase information, trends and identifying issues. This data is accountability, and improve the performance of presented through maps, charts, tables and graphs in government agencies and their service outcomes. weekly closed executive forums with management. “STATS” are a structured continuous management process for ongoing review of government agencies’ These forums allow the executive and others to performance indicators measuring utilization of assess whether departments are meeting immediate available resources and delivery of services to the and long-term goals, and help to determine strategies public, with a specific focus upon immediate results. to best respond to emerging issues. Background. The history of performance There are four basic process principles for STAT measurement in Multnomah County has been marked models: by ebbs and flows in both the quantity and quality of 1) provide timely, accurate and relevant data available data. Currently, the Priority Briefs provide 2) analyze data and develop effective solutions timely and accurate workload data for a variety of that respond to emerging issues basic needs and safety system measures each month. 3) deploy resources quickly to address issues As a part of the annual Priority-Based Budgeting 4) relentless follow-up and assessment process all County programs now report outcome- based performance measures. -
2016 Police Commissioner's Report
THE POLICE COMMISSIONER’S REPORT JANUARY 2016 THE NEW YORK CITY POLICE DEPARTMENT 22 40 58 INFORMATION HOUSING BUREAU RISK MANAGEMENT TECHNOLOGY BUREAU BUREAU TABLE OF CONTENTS 26 42 60 DETECTIVE BUREAU VIOLENCE- PERSONNEL REDUCTION TASK BUREAU / STAFFING FORCES 44 ORGANIZED CRIME 62 28 CONTROL BUREAU PERSONNEL COLLABORATIVE BUREAU / REFORM 4 POLICING 46 AND RECRUITMENT TRANSPORTATION LETTER FROM 30 BUREAU 64 THE MAYOR CRITICAL RESPONSE CIVILIAN MEMBERS 6 COMMAND 48 FIELD INTELLIGENCE 66 LETTER FROM 32 OFFICERS THE POLICE FACILITIES COMMISSIONER STRATEGIC RESPONSE GROUP 50 68 10 GRAND LARCENY 34 DIVISION CARS & EQUIPMENT NEIGHBORHOOD POLICING PLAN COMMUNITY AFFAIRS BUREAU / YOUTH PROGRAMS 52 70 14 ADMINISTRATION STRATEGIC COMMUNICATIONS COMPSTAT 36 COMMUNITY 54 AFFAIRS BUREAU / 72 16 SCHOOL SAFETY USE-OF-FORCE DIVISION POLICY 2014 / 2015 STATISTICAL TRAINING BUREAU ROUNDUP 20 38 56 76 TRANSIT BUREAU DISCIPLINE COMMUNITY NYPD HISTORICAL PARTNER PROGRAM TIMELINE SPRING 3100 ISSN #0038 8572 is published bimonthly by the New York City Police Department, One Police Plaza, New York, 10038. Periodicals postage paid at New York City, NY. “Ride-Along Enclosed” Postmaster: Send address changes to SPRING 3100 c/o New York City Police Department, One Police Plaza, New York, 10038. SPRING 3100 ©2014 BY NYPD. All rights reserved; No part of this publication may be reproduced without written consent of the Editor. L E T T ER FROM MAYOR BILL DE BLASIO appointed Bill Bratton to be New York City Police Department’s technological infrastructure; new use-of-force ICommissioner in January 2014, and, two years later, this policies and procedures; a more efficient and fairer internal report—about the sweeping changes in the NYPD— discipline system; 1,300 new officers; new technological underscores my reasons for doing so. -
Prevent, Prepare and Protect: Regional Crime Fighting & Counterterrorism Special Report 2
A GOVERNMENT TECHNOLOGY® S P E C I A L R E P O R T S PON S O R E D B Y: Prevent, Prepare and Protect: Regional Crime Fighting & Counterterrorism Special Report 2 “THAT’ S WHERE ORACLE IN T EGRAT I O N T ECHN O L O GY F I ts I N , I N K N O C K I N G D O W N T H os E S IL os — G AT H E R I N G A N D S H A R I N G T HAT I N F O RMAT I O N AM O N G D E T EC T IVE S .” LOU ANEMONE, former chief, New York Police Department A B E ttE R P E R spECTIVE Homeland security experts gather valuable crime statistics to present a bigger picture. For most of its history, law enforcement in the United In 1994, under the leadership of Police Commissioner States has been a localized affair. A sort of patchwork of William Bratton, Anemone and the late Deputy Police miniature kingdoms, each jurisdiction was responsible Commissioner Jack Maple created a management account- for itself. Even within cities themselves, individual pre- ability process known as COMPSTAT, short for Comput- cincts often manage crime on their turf — and they man- er Statistics. COMPSTAT revolutionized law enforcement age it alone. However, a new version of the legendary by giving police a computerized system for crime analysis COMPSTAT system, now powered by Oracle, is improv- and mapping. Developed by the NYPD, the system now is ing how police fight crime. -
Gilchrist Schools Receive an A
Serving Gilchrist County and Surrounding Area for over 89 Years 207 North Main Street, Trenton, Florida 32693 Phone (352) 463-7135 • Fax (352) 463-7393 $25.00 Digital Only, $25.00 Gilchrist County Price $30.00 Tri-County Area, $40.00 Out of Area Vol. 89 –– No. 8 www.gilchristcountyjournal.net Thursday, July 18, 2019 50¢ FDLE: Gilchrist Crime Rate up 75.8% SchoolSchool GradesGrades By Carrie A. Mizell the FDLE crime report shows a Sheriff Schultz said his department Gilchrist County residents realize The Florida Department of Law discrepancy in his department’s has changed reporting systems twice that this is not Chicago,” Schultz Enforcement’s 2018 Uniform Crime reporting of accurate crime statistics. since 2016 and he knows that only said. “We live in a safe community. Report has found Gilchrist County’s “The numbers that were reported half of the 2017 crime statistics were Anyone who has questions about 2018-20192018-2019 overall crime increased 75.8 percent for 2017 were not as accurate as reported. The sheriff said he typically our crime numbers, come sit and from 2017 to 2018. According to they should have been,” Schultz feels that the FDLE Uniform Crime talk with me, I can show you the real FDLE, robbery was down, while explained. “Whether it was computer Report gives a good representation numbers.” SCHOOL GRADE murder, rape, aggravated assault, or human error, only half of the of crime statistics in a county, but he In April 2018, local residents were burglary, larceny and vehicle theft numbers for 2017 got reported. We does not believe that the latest report rocked when two Gilchrist County was up in 2018. -
Payroll Bulletin 02-2009
Department of Accounts Payroll Bulletin Calendar Year 2009 December 23, 2008 Volume 2009-02 In This Issue of 9 Change in Pay Card Procedure The Payroll Bulletin is published 9 Utility Field for Pre-Tax periodically to provide CIPPS agencies the Payroll guidance regarding Commonwealth payroll Deductions operations. If you have any questions about Bulletin….... 9 Fringe Benefit Expenditure Codes the bulletin, please call Cathy McGill at (804) 371-7800 or Email at for Severance [email protected] 9 Savings Bond Annual Purchase Limits State Payroll Operations 9 Military Pay Taxability Change Director Lora L. George Effective 1/1/2009 Assistant Director Cathy C. McGill Change in Pay Card (EPPICard) Procedure New Prenotes for direct deposit accounts were eliminated in December, 2006 with the Recommended exception of prenotes for deposits to the EPPICard. The purpose of prenoting the Procedure EPPICard account was to allow time for the actual card to be produced and mailed to the employee. There have been several instances when payroll funds have been deposited to a card not yet received by the employee because the agency was not notified that the card had not been received. To eliminate this problem, it is recommended that agencies institute a practice of requiring the employee to notify the payroll office when the card has been received. It is also recommended that the direct deposit deduction should not be established on H0ZDC until the agency is notified that the employee has received the card. Once notified, the agency should establish the deduction and override the automatic prenote by changing the last position of the utility field to a zero. -
The New York City Police Department's Compstat Model Of
Managing for Results Series August 2001 Using Performance Data for Accountability: The New York City Police Department’s CompStat Model of Police Management Paul E. O’Connell Associate Professor Department of Criminal Justice Iona College The PricewaterhouseCoopers Endowment for The Business of Government The PricewaterhouseCoopers Endowment for The Business of Government About The Endowment Through grants for Research and Thought Leadership Forums, The PricewaterhouseCoopers Endowment for The Business of Government stimulates research and facilitates discussion on new approaches to improving the effectiveness of government at the federal, state, local, and international levels. Founded in 1998 by PricewaterhouseCoopers, The Endowment is one of the ways that PricewaterhouseCoopers seeks to advance knowledge on how to improve public sector effec- tiveness. The PricewaterhouseCoopers Endowment focuses on the future of the operation and management of the public sector. Using Performance Data for Accountability: The New York City Police Department’s CompStat Model of Police Management Paul E. O’Connell Associate Professor Department of Criminal Justice Iona College August 2001 Using Performance Data for Accountability 1 2 Using Performance Data for Accountability TABLE OF CONTENTS Foreword ......................................................................................5 Executive Summary ......................................................................6 The New York City Police Department’s CompStat Program ........8 A Shift in -
Fiscal 1999 the City of New York
Click to Enter The City of New York Fiscal 1999 Summary Volume RUDOLPH W. GIULIANI MAYOR JOSEPH J. LHOTA DEPUTY MAYOR FOR OPERATIONS ADAM L. BARSKY DIRECTOR, MAYOR’S OFFICE OF OPERATIONS S UMMARY V OLUME TABLE OF CONTENTS Introduction................................................................................................i Continuing Development of the Mayor’s Management Report...................iii Neighborhood Quality of Life................................................................................................1 Special Focus: Mayor’s Commission to Combat Family Violence ... 37 Managing the Workforce ....................................................................................................... 47 Economic Development ......................................................................................................... 53 Special Focus: Competitive Grants to NYC Agencies ............................ 69 Services for Children and Youth ..................................................................................... 73 Customer Service........................................................................................................................ 97 Managing Mandated Services......................................................................................... 111 Technology Initiatives........................................................................................................... 125 Special Focus: Preparing for the Year 2000 .............................................. 139 Agency -
Crime Prevention & Violence Reduction Action Plan
City of Philadelphia Crime Prevention & Violence Reduction Action Plan Philadelphia Police Department June 2020 Danielle M. Outlaw Police Commissioner The Philadelphia Roadmap to Safer Communities Page 1 Contents Our Current Crime Challenge 5 Current Strategies 7 Performance Goals: Violent Crime Reduction 9 Our Pillars 10 Operating Model Redesign: Information Flow & Strategic Collaboration 13 Action Plan 17 Conclusion 37 Page 2 Letter from the Commissioner On September 27, 2018, Mayor Jim Kenney issued an urgent “Call to Action” mandating that the Cabinet and senior leadership develop a plan to dramatically reduce homicides and shootings in the City of Philadelphia. Despite the City’s best efforts, property and violent crimes have continued to rise. Moreover, the numbers of homicides and shooting victims were at their highest levels since 2007 and 2010, respectively. Since my appointment as Police Commissioner, the Philadelphia Police Department has launched a progressive Crime Prevention and Violence Reduction Strategy. This strategy is based on research, thorough evaluation of current and past strategies, and input from internal and external stakeholders. Our findings illuminate the need to reinforce and expand our current “Operation Pinpoint” strategy by grounding our work in common goals - increase community safety, and enhance this strategic framework to foster effective collaboration to reduce violent crime. This report outlines our plan to curb violence in Philadelphia. This action plan is a living document that will be revisited and revised as conditions dictate, in order to best respond and serve the City of Philadelphia and our communities. As law enforcement professionals, we constantly adapt to ever changing landscapes whether driven by shifts in leadership, resources, community needs, the environment, law or technology.