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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......................................................... -
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. -
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. -
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. -
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 . -
Asset Recovery Handbook
Asset Recovery Handbook eveloping countries lose billions each year through bribery, misappropriation of funds, Dand other corrupt practices. Much of the proceeds of this corruption find “safe haven” in the world’s financial centers. These criminal flows are a drain on social services and economic development programs, contributing to the impoverishment of the world’s poorest countries. Many developing countries have already sought to recover stolen assets. A number of successful high-profile cases with creative international cooperation has demonstrated Asset Recovery Handbook that asset recovery is possible. However, it is highly complex, involving coordination and collaboration with domestic agencies and ministries in multiple jurisdictions, as well as the A Guide for Practitioners, Second Edition capacity to trace and secure assets and pursue various legal options—whether criminal confiscation, non-conviction based confiscation, civil actions, or other alternatives. A Guide for Practitioners, This process can be overwhelming for even the most experienced practitioners. It is exception- ally difficult for those working in the context of failed states, widespread corruption, or limited Jean-Pierre Brun resources. With this in mind, the Stolen Asset Recovery (StAR) Initiative has developed and Anastasia Sotiropoulou updated this Asset Recovery Handbook: A Guide for Practitioners to assist those grappling with Larissa Gray the strategic, organizational, investigative, and legal challenges of recovering stolen assets. Clive Scott A practitioner-led project, the Handbook provides common approaches to recovering stolen assets located in foreign jurisdictions, identifies the challenges that practitioners are likely to Kevin M. Stephenson encounter, and introduces good practices. It includes examples of tools that can be used by Second Edition practitioners, such as sample intelligence reports, applications for court orders, and mutual legal assistance requests. -
10Th Anniversary of the Asset Recovery Network of the Financial Action Task Force of Latin America - RRAG September 2020
10th Anniversary of the Asset Recovery Network of the Financial Action Task Force of Latin America - RRAG September 2020 10th Anniversary of the Asset Recovery Network of the Financial Action Task Force of Latin America - RRAG GAFILAT is grateful for the technical assistance provided by the German Development Cooperation, implemented by the Deutsche Gesellschaft für Iternationale Zusammenarbeit (GIZ) for the elaboration of this document, with the additional support of Ms. Andrea Garzón. The contents of this publication are the sole responsibility of the Financial Action Task Force of Latin America (GAFILAT). Copyright © GAFILAT. All rights reserved. Reproduction or translation of this publication is prohibited without prior written permission. Requests for permission to reproduce or translate this publication in whole or in part should be addressed to Florida 939 - 10º A - C1005AAS - Buenos Aires, Argentina – Telephone (+54-11) 5252-9292; e-mail: [email protected]. 1 X años de la RRAG Por eso hay que lograr Que contenga los reclamos Hoy estamos celebrando De quien nos hace el pedido El décimo aniversario De lo contrario les digo De una red, que intercambiando No parece funcionar. Información sobre activos Es preciso contestar Va creciendo en el camino Todo lo que se nos pide Que todos vamos forjando. Que nada se nos olvide Y en un tiempo prudencial. En los primeros momentos Surgió como alternativa Algo que es distintivo De fuente de información Y que merece respaldo Pero el tiempo y la razón Es reunir cada año La fueron robusteciendo A los puntos de contacto Y hoy además va creciendo Para analizar aciertos En sus puntos de contacto Las experiencias, los retos Que más que en el intercambio Que se alcanzan en la red De información policial También para que después La red sirve de canal Al final de cada encuentro Para el contacto diario. -
Law Enforcement Intelligence: a Guide for State, Local, and Tribal Law Enforcement Agencies
David L. Carter, Ph.D. School of Criminal Justice Michigan State University Law Enforcement Intelligence: A Guide for State, Local, and Tribal Law Enforcement Agencies November 2004 David L. Carter, Ph.D. This project was supported by Cooperative Agreement #2003-CK-WX-0455 by the U.S. Department of Justice Office of Community Oriented Policing Services. Points of view or opinions contained in this document are those of the author and do not necessarily represent the official position or policies of the U.S. Department of Justice or Michigan State University. Preface The world of law enforcement intelligence has changed dramatically since September 11, 2001. State, local, and tribal law enforcement agencies have been tasked with a variety of new responsibilities; intelligence is just one. In addition, the intelligence discipline has evolved significantly in recent years. As these various trends have merged, increasing numbers of American law enforcement agencies have begun to explore, and sometimes embrace, the intelligence function. This guide is intended to help them in this process. The guide is directed primarily toward state, local, and tribal law enforcement agencies of all sizes that need to develop or reinvigorate their intelligence function. Rather than being a manual to teach a person how to be an intelligence analyst, it is directed toward that manager, supervisor, or officer who is assigned to create an intelligence function. It is intended to provide ideas, definitions, concepts, policies, and resources. It is a primer- a place to start on a new managerial journey. Every effort was made to incorporate the state of the art in law enforcement intelligence: Intelligence-Led Policing, the National Criminal Intelligence Sharing Plan, the FBI Intelligence Program, the array of new intelligence activities occurring in the Department of Homeland Security, community policing, and various other significant developments in the reengineered arena of intelligence. -
MCCA Report on the 2020 Protest and Civil Unrest
Major Cities Chiefs Association Intelligence Commanders Group Line Length Represents the Number of Protests in Each City/County MCCA Report on the 2020 Protests and Civil Unrest October1 2020 REPORT ON THE 2020 PROTESTS AND CIVIL UNREST October 2020 The Major Cities Chiefs Association (MCCA) is a professional organization of police executives representing the largest cities in the United States and Canada. The MCCA provides a unique forum for urban chiefs, sheriffs and other law enforcement executives to share ideas, experiences and strategies. MCCA provides a collaborative forum for the advancement of public safety through innovation, research, policy development, government engagement, community outreach, and leadership development. MCCA membership is comprised of Chiefs and Sheriffs of the sixty-nine largest law enforcement agencies in the United States and nine largest in Canada. They serve 79.9 million people (65.7 US and 14.2 Canada) with a workforce of 251,082 (222,973 US and 28,110 Canada) officers and non-sworn personnel. The MCCA Intelligence Commanders Group (ICG) functions as a subset of the MCCA that focuses on law enforcement intelligence and national security matters. The ICG is comprised of intelligence commanders from each MCCA agency that represents their organization’s intelligence and/or national security mission. The group serves as a mechanism for advising the Chiefs and Sheriffs on security matters, exchanging intelligence between MCCA members, and developing programs for combatting crime and terrorism globally. -
WP.1 ITC LOP.Pdf
List of participants 82nd session of (WP.1) Start Date: Monday, March 08, 2021 End Date: Friday, March 12, 2021 Governments (UNECE Bodies) - ECE Member States Austria Mr. Christian KAINZMEIER Legal Adviser Federal Ministry for Climate Action, Environment, Energy, Mobility, Innovation and Technology Belgium Mr. Karel HOFMAN Advisor Service réglementation routière SPF Mobilité et Transports Bulgaria Mrs. Marta PETROVA Director of Directorate of Strategies, Analysis and Evaluation State Agency Road Safety Canada Ms. Valerie HARASEMCHUK Research Analyst Transport Canada Mr. Andrew PHILLIPS Manager, Connected and Automated Vehicle Safety Programs Transport Canada Denmark Mr. Mads HEDEGAARD Legal advisor The Danish Road Directorate Estonia Mr. Tiit POLL Chief Specialist Examination Department, Traffic Division Estonian Transport Administration Finland Dr. Kimmo KIISKI (HoD) Senior Transport Adviser Ministry of Transport and Communications Mr. Mikko KARHUNEN Senior engineer Ministry of Transport and Communications Mrs. Kirsi MIETTINEN Senior Adviser for Legislative Affairs Ministry of Transport and Communications Ms. Monika MUTANEN Senior Officer Ministry of Transport and Communications (Finland) Mr. Tuomas ÖSTERMAN Expert on Road Signs and markings Finnish Transport Infrastructure Agency France Mr. Joël VALMAIN Conseiller Technique "Europe International" Délégation interministérielle à la sécurité routière Ministère de l'intérieur Mme Marine MOLINA Technical expert Ministry of the Interior Germany Mrs. Martina OCHEL-BRINKSCHRÖDER Deputy Head of Divison German Federal Ministry of Transport and Digital Infrastructure 2 Thursday, March 18, 2021 Dr. Birgit Ulrike RUDOLPH Assistant Head of Division DG 24 Federal Ministry of Transport and Digital Infrastructure Greece Ms. Despoina DIMOSTHENIADOU administrative officer (engineer) Directorate of Road Traffic and Safety Ministry of Infrastructure & Transport Ireland Ms. Deirdre HORKAN In-house counsel Road Safety Authority Israel Mr.