Operating Questions
Total Page:16
File Type:pdf, Size:1020Kb
Load more
Recommended publications
-
Reintegration Program: Does Your Organization Need to Build One?
Reintegration Program: Does Your Organization Need to Build One? About the EPS Reintegration Program Since its inception in 2009, the peer-driven EPS Reintegration Program has assisted first responders and other public safety personnel in returning to work after a critical incident or long-term absence from the workplace due to a physical or psychological injury. Members of the Reintegration Team do their work in partnership with clinicians and other stakeholders (e.g. Workers’ Compensation Board) to build the member’s return-to-work plan. The program has two streams, each with its own goal: 1. Short term. Delivered after involvement in a critical event such as, officer involved shootings, major collisions, attempted disarmings, serious assaults, fatalities and more. It is intended to be delivered post event and prior to a psychological injury. One hundred and seventy EPS members have accessed this program to date. 2. Long term. Focused on returning members to work after a physical and/or psychological injury has occurred. It is possible that there has been a leave of absence from the workplace, a need for modified duties or a possibility that they are your organization’s “Working Wounded”. Seventy-five EPS members have accessed this program to date. *In the last three years, The Reintegration Team has also worked with members in the disciplinary process on a voluntary basis. This has had the effect of helping members to feel invested in continuing to work on areas for growth while awaiting decisions from inquiries. How Does the Long Term Program Work? If dealing with a psychological injury, members will work with their clinical and reintegration team to build a personalized list of stress-inducing environments, situations, and/ or equipment (e.g. -
2020-2022 EPS Strategic Plan
STRATEGIC PLAN 2020-2022 Edmonton Police Service STRATEGIC PLAN 2020–2022 A Message from Leadership 3 EPS by the Numbers 6 TABLE OF CONTENTS TABLE State of Policing 8 Our Planning Process 10 At a Glance 12 GOAL 1 : BALANCE SUPPORT AND 15 ENFORCEMENT GOAL 2: PARTNER AND ADVOCATE 16 GOAL 3: INNOVATE AND ADVANCE 17 GOAL 4: GROW DIVERSE TALENTS 18 Reporting Process 21 Indicators 22 B Edmonton Police Service STRATEGIC PLAN 2020–2022 Edmonton Police Service STRATEGIC PLAN 2020–2022 1 VISION A forward-thinking police service that strengthens public trust through A MESSAGE FROM addressing crime, harm Dale R. McFee Chief of Police and disorder. Few things of great measure can be accomplished without teamwork, and the same is true of the Edmonton Police Service’s 2020-2022 Strategic Plan. Forging a new path that focuses on reducing demands for service and being relentless on crime requires strong partnerships, and the Edmonton Police Service (EPS) is fortunate to have the Edmonton Police Commission (EPC) and the Edmonton Police Association (EPA) help in setting a new direction for success. MESSAGE FROM LEADERSHIP MESSAGE VISION, MISSION AND VALUES VISION, MISSION Edmonton is a growing city, and as it evolves so must our approach to policing. MISSION Calls for service are consistently increasing, placing more and more strain on our frontlines. Repeat calls have created an arrest/remand/release cycle that has grown to consume too much of our time and resources. We can only ask so much more of To be relentless on crime the frontlines: instead, we are asking ourselves how we can do things differently. -
Attachment Council Agenda Bill I
Item: NB #5 City of Arlington Attachment Council Agenda Bill I COUNCIL MEETING DATE: July 6, 2020 SUBJECT: Community Policing, Policy and Accountability ATTACHMENTS: DEPARTMENT OF ORIGIN Presentation, Org Chart, IAPRO, BlueTeam, 2018 Strategic Planning, APD Planning Recommendations Police; Jonathan Ventura, Chief and Human Resources; James Trefry, Administrative Services Director EXPENDITURES REQUESTED: None BUDGET CATEGORY: N/A BUDGETED AMOUNT: 0 LEGAL REVIEW: DESCRIPTION: Presentation by the Chief of Police and the Administrative Services Director regarding the Arlington Police Department. Topics covered include community policing, policy and accountability. HISTORY: The Mayor and Councilmembers have requested a presentation about the current state of the police department in light of current events and feedback received from the community. ALTERNATIVES: Remand to staff for further information. RECOMMENDED MOTION: Information only; no action required. Arlington Police Department COMMUNITY POLICING / POLICY / ACCOUNTABILITY Community Policing Community Outreach Team / LE Embedded Social Worker (LEESW) (2018) Domestic Violence Coordinator (2019) School Resource Officer All-In Program / Conversations with Cops COP’s Building Trust Grant – Funding for 2 Officers (2015) Boards and Commissions Community Meetings 21st Century Policing Initiative Strategic Plan (2018) Virtual Training Simulator (2019) Crime Data (2019) Traffic Enforcement up 32% DUI Enforcement up 14% Burglary reports down 15% Robbery reports down 38% Overall Theft Reporting -
Report Southeast Light Rail Transit Downtown to Mill Woods
Report Southeast Light Rail Transit Downtown to Mill Woods Prepared for October 2009 Prepared by Copyright 2009 by CH2M HILL Canada Limited Reproduction and distribution in whole or in part beyond the intended scope of the contract without the written consent of CH2M HILL Canada Limited is prohibited. Contents 1. Introduction .................................................................................................................. 1-1 1.1 Report Purpose ...................................................................................................... 1-1 1.2 Project Background ............................................................................................... 1-1 1.3 Project Study Area and Purpose Statement ....................................................... 1-2 1.4 LRT Network Plan ................................................................................................. 1-3 2. Alternative Development and Evaluation Process ............................................... 2-1 2.1 Process Overview .................................................................................................. 2-1 2.2 Level 1 Screening ................................................................................................... 2-2 2.3 Level 2 Evaluation ................................................................................................. 2-3 2.4 Level 2 Evaluation Results ................................................................................... 2-6 2.5 The Recommended Corridor ............................................................................ -
A Case Study of Police Surveillance During the 1930S Michael Lonardo
Document generated on 09/30/2021 5:53 p.m. Labour/Le Travailleur Under a Watchful Eye: A Case Study of Police Surveillance During the 1930s Michael Lonardo Volume 35, 1995 Article abstract During the 1930s the Communist Party of Canada organized and promoted the URI: https://id.erudit.org/iderudit/llt35art01 working-class struggle against conditions resulting from the Depression. And while some have argued that the state's intelligence community paid little See table of contents attention to the efforts of the communists between the wars, the evidence reveals a major operation on the part of the Royal Canadian Mounted Police to watch and suppress Communist Party activities. By tracing the involvement of Publisher(s) World War I veteran and Communist Party activist, Stewart O'Neil, in four radical movements — the Workers Ex-Servicemen's League, the On-to-Ottawa Canadian Committee on Labour History trek, the workers' theatre movement, and the Spanish Civil War— this paper demonstrates the extent of, and the tactics used by the RCMP in its surveillance ISSN and suppression of these radical movements. 0700-3862 (print) 1911-4842 (digital) Explore this journal Cite this article Lonardo, M. (1995). Under a Watchful Eye: A Case Study of Police Surveillance During the 1930s. Labour/Le Travailleur, 35, 11–42. All rights reserved © Canadian Committee on Labour History, 1995 This document is protected by copyright law. Use of the services of Érudit (including reproduction) is subject to its terms and conditions, which can be viewed online. https://apropos.erudit.org/en/users/policy-on-use/ This article is disseminated and preserved by Érudit. -
(202) 514-1888 Canadian Man Sentenced To
FOR IMMEDIATE RELEASE CRM WEDNESDAY, AUGUST 25, 2010 (202) 514-2008 WWW.JUSTICE.GOV TDD (202) 514-1888 CANADIAN MAN SENTENCED TO 33 MONTHS IN PRISON FOR SELLING COUNTERFEIT CANCER DRUGS USING THE INTERNET WASHINGTON – Hazim Gaber, 22, of Edmonton, Canada, was sentenced today in Phoenix by U.S. District Court Judge James A. Teilborg to 33 months in prison for selling counterfeit cancer drugs using the Internet, announced Assistant Attorney General Lanny A. Breuer of the Criminal Division, U.S. Attorney Dennis Burke for the District of Arizona and FBI Special Agent in Charge of the Phoenix Field Office Nathan T. Gray. Judge Teilborg also ordered Gaber to pay a $75,000 fine, as well as $53,724 in restitution, and to serve three years of supervised release following his prison term. Gaber was indicted by a federal grand jury in Phoenix on June 30, 2009, on five counts of wire fraud for selling counterfeit cancer drugs through the website DCAdvice.com. Gaber was arrested on July 25, 2009, in Frankfurt, Germany, and was extradited to the United States on Dec. 18, 2009. At his plea hearing in May 2010, Gaber admitted selling what he falsely claimed was the experimental cancer drug sodium dichloroacetate, also known as DCA, to at least 65 victims in the United States, Canada, the United Kingdom, Belgium and the Netherlands between October and November 2007. Gaber also admitted to selling more than 800 pirated copies of business software between February 2007 and December 2008. As part of the plea agreement, Gaber agreed to forfeit or cancel any website, domain name or Internet services account related to this fraud scheme. -
Royal Newfoundland Constabulary Association
AGREEMENT BETWEEN HER MAJESTY THE QUEEN IN RIGHT OF NEWFOUNDLAND AND LABRADOR AND THE ROYAL NEWFOUNDLAND CONSTABULARY ASSOCIATION SIGNED: March 10, 2020 EXPIRES: June 30, 2020 THIS AGREEMENT made this 10th day of March, Anno Domini Two Thousand and Twenty. BETWEEN: HER MAJESTY THE QUEEN IN RIGHT OF NEWFOUNDLAND AND LABRADOR represented herein by the Honourable Andrew Parsons, Minister of Justice and Public Safety (hereinafter referred to as the "Government"); AND THE ROYAL NEWFOUNDLAND CONSTABULARY ASSOCIATION, an Association constituted from the members of the Royal Newfoundland Constabulary, a Police Service established by The Royal Newfoundland Constabulary Act, S.N.L.1992 (as amended) (hereinafter referred to as the "Association"). WHEREAS The Royal Newfoundland Constabulary Act, S.N.L. 1992 (as amended), makes provision for bargaining by a Government negotiator with a bargaining committee of the members of the Royal Newfoundland Constabulary (the Police Service) with a view to making, subject to the approval of the Lieutenant-Governor in Council, of an agreement defining, determining and providing for remuneration, grievance procedures and working conditions of certain members of that Police Service. AND WHEREAS The Royal Newfoundland Constabulary Association, which is an Association consisting of not less than fifty per centum of the members of the Police Service and recognized for the purposes of the Act and this Agreement as the sole bargaining agent, requested the Lieutenant- Governor in Council to direct a Government negotiator -
Executive Summary
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. CPRC CCRP CANADIAN POLICE RESEARCH CENTRE CANADIEN DE CENTRE RECHERCHES POLICIÈRES TR-02-2003 "Collapsible Baton" Officer Safety Unit – Edmonton Police Service TECHNICAL REPORT January 2003 Submitted by: Officer Safety Unit Edmonton Police Service Edmonton Alberta Canada NOTE: Further information NOTA: Pour de plus ample about this report can be renseignements veuillez obtained by calling the communiquer avec le CCRP CPRC information number au (613) 998-6343 (613) 998-6343 © HER MAJESTY THE QUEEN IN RIGHT OF CANADA (2002) © SA MAJESTÉ LA REINE DU CHEF DU CANADA (2002) as represented by the Solicitor General of Canada. -
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. -
WDCAG 2018 ANNUAL MEETING SCAVENGER HUNT Created By
WDCAG 2018 ANNUAL MEETING SCAVENGER HUNT Created by The King’s University Students: Sean Adams, Forrest Battjes, Claire Brandenbarg, Cacey Cottrill and Karambir Singh Please hand in your numbered list with corresponding, legible answers on a separate piece of paper to Sean Adams or Forrest Battjes at the registration table on Saturday 10th March 2018 before 4pm. Be sure to put your group name/associated university/college at the top! Hand in your photos by emailing them in a folder to [email protected] by 4pm as well. We may display them in a slideshow at the Banquet. Be sure to indicate in the email which questions you answered that correspond with your photos! Also, please specify your appropriate institution’s acronym in the subject line of the email, along with “WDCAG 2018 Scavenger Hunt Photos”. A detailed list of your institution and its acronym is on the last page of this document, make sure to use the right one! 2 Point Questions: 1. What is the name of the first commercially brewed beer in Edmonton? 2. What is the name of the cafe on 109th St. and 88th Ave? (Hint: It’s A Sweet Name) 3. Name three U of A campus bars 4. In what year did Edmonton’s Princess Theatre, first open? 5. Name 5 festivals that are home to the City of Edmonton. 6. This U of A district theater airs Tommy Wiseau’s cult classic “The Room” on the first Friday of every month, what is its name? 7. Name 3 concert venues that are home to Edmonton. -
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, -
Establishment of the Winnipeg Police Foundation Will Undoubtedly Be a Worthwhile and Successful Endeavour
Establishment of the Winnipeg Police Foundation A framework for enhanced success Athabasca University Master of Business Administration Applied Project March 2006 Submitted by: Corrine Scott Project Supervisor: Lee Ann Keple Executive Summary The Winnipeg Police Force was established on February 24, 1874 when its first three members were appointed. The Force’s first Chief of Police, John Ingram, was joined by two constables and together they formed the police force for the City of Winnipeg.1 At the time, Winnipeg was a small community however it was quickly becoming a growing city. Many issues surrounding Canadian society, the City of Winnipeg and policing in general have taken place in the past 132 years. Today, Winnipeg is a major urban center with a population of approximately 633,000, which represents roughly 66% of the population of the province of Manitoba. As the city has grown over the years, so too has the police service. Now, the organization consists of just over 1,500 employees; 1,200 sworn members and 300 civilian staff. This is a substantial change from its meagre beginnings with the three members that first started the ‘force’ in 1874. Today, the Winnipeg Police Service is currently divided into two branches: Operations and Support. Uniform operations personnel respond to calls for service and deal with everyday emergencies. Plainclothes operations personnel (detectives) investigate the more serious crimes and complex long-term investigations. The support branch includes all areas that essentially support operations such as information systems, communications, police records, and training. Routinely, these two branches work together to effectively deliver quality police services to the citizens of Winnipeg.