Homeland Security - Nxtbook Media

THE PROFESSIONAL VOICE OF LAW ENFORCEMENT

FEBRUARY 2012

When Hometown Security Affects

Homeland Security

Inside: Inside: Fusion Centers: Expanding Agencies’ Reach with Limited Resources XXXXXXXXXX Thwarting Attacks through Unified Communication

Radicalization to Violence: What It Is, and What It Isn’t Resource Typing Efforts by Law Enforcement Working Group

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THE POLICE CHIEF/FEbruary 2012

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Art & Humanities | Business | Education | Management | Public Safety & Health | Science & Technology | Security & Global Studies

THE PROFESSIONAL VOICE OF LAW ENFORCEMENT

FEBRUARY 2012

Sharing information, especially potential threat-related information, is crucial to protecting the United States and the country’s communities from terrorist attacks. Agencies at all levels may have various pieces of the puzzle that, when put together, illustrate a real threat that the agencies may not have seen independently. There are, however, many different channels for exchanging information—both formal and informal—that can create confusion and increase the chance that essential details will slip through the cracks. Strong communication channels must exist to facilitate threat reporting and information sharing for terrorism prevention. Cover photographs by U.S. Customs and Border Protection, Department of Homeland Security.

FEBRUARY 2012 VOLUME LXXIX, NUMBER 2

When Hometown Security Affects

Homeland Security

Inside: Inside: Fusion Centers: Expanding Agencies’ Reach with Limited Resources XXXXXXXXXX Thwarting Attacks through Unified Communication

Radicalization to Violence: What It Is, and What It Isn’t Resource Typing Efforts by Law Enforcement Working Group

Jim McMahon/Deputy Executive Director/ Chief of Staff Charles E. Higginbotham/Editor Kerry A. Sullivan/Assistant Editor Margaret M. White/Proofreader B. J. Hendrickson/Advertising Coordinator Mairi Ferguson/Circulation Assistant Christian D. Faulkner and Mara Johnston/Member Services TGD Communications, Alexandria,Virginia/ Graphic Design and Production Richard J. Ashton, Dianne Beer-Maxwell, Scott Brien, Patricia Casstevens, Carolyn Cockroft, Elaine Deck, Rosemary DeMenno, John Firman, Christina Horst, Kim Kohlhepp, Nancy Kolb, Aviva Kurash, Phil Lynn, Jerry Needle, Michael Rizzo, Cecelia Rosser, Paul Santiago, Erin Vermilye, Gene Voegtlin, Meredith Ward/Editorial Advisors Howe & Hutton, Ltd./Legal Counsel

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© Copyright 2012, by the International Association of Chiefs of Police, Inc. Reproduction of any part of this magazine without expresswritten permission is strictly prohibited.

The Police Chief (ISSN 0032-2571) is published monthly by the International Association of Chiefs of Police, 515 N. Washington St., Alexandria, VA 22314-2357, USA; 703-836-6767; fax: 703-836-4543. Periodicals postage paid at Alexandria, Virginia, and additional mailing offices. Subscription rate of $25 to IACP members is included in annual membership dues of $120; subscription rate to nonmembers is $25 per year, domestic and foreign. Single copy, current issue, $2.50; back issues, $3, except APRIL Buyers’ Guide issue, $12.50.

POSTMASTER: Send address changes to the Police Chief, 515 N. Washington St., Alexandria, VA 22314-2357, USA.

Canada Post: Publications Mail Agreement #40612608 Canada returns to be sent to Bleuchip International, P.O. Box 25542, London, ON N6C 6B2

NOTE: New subscriptions and changes of address require six to eight weeks to process. Subscriptions begin with next available issue; for backdated subscriptions, place separate order for back issues desired. IACP will not be responsible for replacement of an issue if not notified of nondelivery by the 15th of the third month following the month of issue. Please check address label and promptly mail any necessary changes.

Articles are contributed by practitioners in law enforcement or related fields. Manuscripts must be original work, previously unpublished and not simultaneously submitted to another publisher. No word rate is paid or other remuneration given. Contributors’ opinions and statements are not purported to define official IACP policy or imply IACP endorsement.

ARTICLES

Homeland Security

Guest Editor: Michael Wagers, PhD, Division of State and Provincial Police, IACP

20 Protecting the Homeland: Focusing on Prevention and State, Local, and Tribal Law Enforcement By Michael Wagers

22 Local Policing: Expanding Reach with Limited Resources through Fusion Centers By Ray Guidetti

28 Law Enforcement Operations Working Group Focuses Efforts on Resource Typing By Barry Domingos

38 Radicalization to Violence: What It Is, and What It Isn’t By Angus Smith and Anna Gray-Henschel

44 Unifying Processes for Threat Reporting and Information Sharing to Prevent Terrorist Attacks By Mark Giuliano

50 C losing the Case: Solving Violent Crimes Quickly and Efficiently with Public Records By Tom Joyce

COLUMNS

6 President’s Message: Homeland Security Is Hometown Security By Walter A. McNeil

8 Legislative Alert: D-Block Agreement Not Reached By Meredith Ward

10 IACP Foundation: Foundation Furthers Educational Pursuits of Law Enforcement Leaders By Patricia Casstevens

12 Chief’s Counsel: Last Chance Agreements

By John M. (Jack) Collins and Terrence M. (Terry) Cunningham

16 From the Administrator By John S. Pistole DEPARTMENTS

18 Advances & Applications 30 New Members 34 Product Update 60 Technology Talk

62 IACP News 64 Index to Advertisers 66 Highway Safety Initiatives

Printed in the USA.

BPA business publication membership granted September 1991

4

THE POLICE CHIEF/February 2012


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aSSOCIaTION OFFICErS — 2011–2012 President Walter A. McNeil, Chief of Police, Quincy Police Department, 121 East Jefferson Street, Quincy, FL 32351

Immediate Past President Mark A. Marshall, Sheriff, Isle of Wight County Sheriff’s Office, 17110 Monument Circle, Isle of Wight, VA 23397 C

First Vice President Craig T. Steckler, Chief of Police, Fremont Police Department, 2000 Stevenson Boulevard, Fremont, CA 94538 M

Second Vice President Yousry “Yost” Zakhary, Director, Woodway Y Department of Public Safety, 920 Estates Drive, Woodway, TX 76712

Third Vice President Richard Beary, Chief of Police, CM University of Central Florida Police Department, PO Box 163550, Orlando, FL 32816 MY

Fourth Vice President Ronal Serpas, Chief of Police, New Orleans Police Department, 1300 Perdido Street, New Orleans, LA 70112 CY

Vice President at Large Patrick Foley, Chief of Police, Douglas CMY Police Department, PO Box 244, 29 Depot Street, Douglas, MA 01516

Vice President at Large Jim Craze, Chief of Police, Greenbelt Police K Department, 550 Crescent Road, Greenbelt, MD 20770 International Vice President Nelson Garcia, Colonel, Chief of Community Policing and Human Rights Center, Polícia Militar do Distrito Federal, Centro de Polícia Comunitária e Direitos Humanos, Anexo do Quartel do Comando Geral, Setor Policial Sul, Área 04, CEP 70.610-200, Brasília-DF, Brazil Vice President–Treasurer Carl Wolf, Chief of Police, Hazelwood Police Department, 415 Elm Grove Lane, Hazelwood, MO 63042

Division of State associations of Chiefs of Police General Chair Kent Barker, Chief of Police, Tualatin Police Department, 8650 SW Tualatin Road, Tualatin, OR 97062

Division of State and Provincial Police General Chair John R. Batiste, Chief, Washington State Patrol, PO Box 42601, Olympia, WA 98504

Parliamentarian David G. Walchak, Chief of Police (Retired), Concord (New Hampshire) Police Department, 924 Rio Verde, New Braunfels, TX 78130 Executive Director Bart Johnson, International Association of Chiefs of Police, 515 North Washington Street, Alexandria, VA 22314-2357

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PR ESI DEN T ’S

M ESSAGE

Homeland Security Is Hometown Security I

n the 10 years since the horrific events of 9/11, law enforcement agencies throughout the United States and the world have worked tirelessly to protect their communities. During that time, law enforcement and homeland security officials have had a number of successes, thwarting aspiring terrorists before they could strike. Unfortunately, despite our best efforts, some terrorist attacks have succeeded, and communities throughout the world have suffered. Because of their impact on national and international events, we—law enforcement leaders—often minimize the fact that these attacks are inherently local crimes that require the immediate response of state, local, or tribal authorities. The simple truth is that while planning their attacks, terrorists often live in our communities, travel on our highways, and shop in our stores. Even more critical is that it is our collective responsibility—state, local, and tribal law enforcement—to ensure that prevention of terrorist attacks is the paramount priority in any national, state, tribal, or local homeland security strategy. As much as this has been discussed over the last 10 years, many departments still are not involved in this collective homeland security effort. The reasons are ones we all know: An agency is too small; homeland security is the responsibility of the federal government; and, the one I hear the most, departments are simply trying to focus on day-to-day crime and do not have the resources to get involved in protection of the homeland. But my strong opinion is that if state, tribal, and local law enforcement officers are adequately equipped and trained, they can be invaluable assets in efforts to identify and apprehend suspected terrorists before they strike. There are several initiatives that are geared toward state, local, and tribal law enforcement that are no cost or low cost but whose benefits cannot be paralleled.

and sharing information about terrorism-related suspicious activities. In 2011 alone, nearly 100,000 frontline officers were trained on this critical initiative. But I know we can accomplish more. The NSI line officer training is a 15-minute CD that provides officers with preincident terrorism activities and advises how to report suspicious activity, while at the same time protecting the privacy, the civil rights, and the civil liberties of individuals. As chiefs, we can easily incorporate this training into a roll call or shift briefing or as part of regularly scheduled monthly or quarterly trainings; post the training to an online distancelearning platform; or have officers log on to one of several online platforms to experience the training. I encourage you to visit the NSI training website at http://nsi.ncirc.gov (accessed January 26, 2012) to learn more about using this line officer training.

If You See Something, Say Something

An initiative that goes hand in hand with the NSI training is the If You See Something, Say Something campaign, a simple and effective program to engage the public to identify and

Nationwide Suspicious Activity Reporting Initiative

First, the Nationwide Suspicious Activity Reporting Initiative (NSI) is a reporting system whose strategy is to develop, evaluate, and implement common processes and policies for gathering, documenting, processing, analyzing,

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Walter A. McNeil, Chief of Police, Quincy Police Department, Quincy, Florida

report indicators of terrorism and terrorismrelated crime to law enforcement authorities. We, the IACP membership, passed a resolution at our recent annual conference in Chicago supporting this initiative as it is “consistent with the IACP’s belief that ‘Hometown Security is Homeland Security,’ ” according to the resolution’s text. The initiative is based on the fact that U.S. security is a shared responsibility, and every U.S. citizen plays a critical role in identifying and reporting suspicious activities and threats. The program teaches the public to report only suspicious behavior and situations rather than beliefs, thoughts, ideas, expressions, associations, or speech unrelated to terrorism or other criminal activity. I believe both programs will complement each other and further assist state, local, and tribal law enforcement agencies in their efforts to protect their communities from harm. More information can be found at http://www.dhs .gov/ifyouseesomethingsaysomething (accessed January 26, 2012).

SLT 101

Finally, the IACP continues to work on initiatives that will help our members become involved in the national (not the federal) homeland security effort. One project that I would like to bring to your attention, with the assistance of the Bureau of Justice Assistance, is a training program we call SLT 101, a primer for police executives on information sharing including fusion centers and suspicious activity reporting, among others. The IACP will be conducting 10 national training sessions geared toward midsize and smaller agencies this year. I encourage you to register at http://www.theiacp.org/SLT101 (accessed January 26, 2012). I strongly believe that the observation of an alert officer, deputy, or trooper could very likely prevent the next act of terrorism, and so I urge you to become involved and get your line officers involved. Regardless of the size of an agency or other prohibitive factors, the time is now for all of us to take ownership of our homeland security strategy. The reality is that local authorities—not federal—have the primary responsibility for preventing, responding to, and recovering from terrorist attacks. Our communities look to us for protection; we must do all we can to provide it. v http://www.naylornetwork.com/iac-nxt

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L E G I S L A T I V E

A L E R T

D-Block Agreement Not Reached

By Meredith Ward, Manager, Legislative and Media Affairs, IACP

I

n late 2011, the House of Representatives passed H.R. 3630, the Payroll Tax Deduction Extension legislation. This legislation included the Jumpstarting Opportunity with Broadband Spectrum (JOBS) Act of 2011, which allocates the D-Block spectrum to public safety and funds the build-out of the Public Safety Broadband Network. Unfortunately, the Senate did not include this language in its payroll tax deal, so the language ultimately was not in the final two-month extension bill that was signed by President Obama. The IACP worked toward not only including the allocation of the D-Block but also amending serious concerning provisions contained in the JOBS Act. Specifically, the JOBS Act mandates giveback of mission-critical spectrum that public safety currently uses for voice communications; does not provide enough funding for the buildout of a nationwide, interoperable, public safety wireless broadband network; and creates an unworkable administrator governance model. The IACP has long been a supporter of S. 911, the SPECTRUM Act, a bipartisan bill sponsored by Senator Jay Rockefeller (D-WV) and Senator Kay Bailey Hutchison (R-TX). The SPECTRUM Act would • allocate the D-Block to public safety; • allow for the build-out of an effective, nationwide, interoperable, public safety wireless broadband network; • set up a workable governance structure for the network; and • allocate adequate funding for the network. Any D-Block legislation considered must accomplish these four items. The IACP has been working with the Public Safety Alliance and several other law enforcement and first responder organizations to coor8


dinate this effort. Thank you to all members who responded to the legislative alerts on this topic in December 2011. The IACP will continue to work in 2012 to ensure the allocation of the D-Block in the format that is best suited for the law enforcement community.

Congress Passes Fiscal Year 2012 Funding

In late December 2011, appropriations for fiscal year (FY) 2012—for the funds not covered in the November-passed minibus—to fund the government through September 30, 2012, were passed and included grants administered by the Department of Homeland Security (DHS) to aid state, local, and tribal law enforcement. DHS grants fared slightly better than Department of Justice grants but were still deeply cut. The bill allocates $977 million, after carve outs, for all state and local programs administered by the Federal Emergency Management Agency. Actual funding amounts are to be determined by the DHS secretary. The allocation, which is a cut of nearly $2 billion from FY 2011, covers major law enforcement assistance programs such as the Urban Area Security Initiative, the State Homeland Security Grants, and the Law Enforcement Terrorism Prevention Program, along with several other state, local, and tribal assistance grants. Other grants covered under this amount include ones for the Citizen Corps, Public Transportation and Railroad Security Assistance, Over-the-Road Bus Security, Port Security, Driver’s License Security, Interoperable Emergency Communications, Emergency Operations Centers, Buffer Zone Protection Program, and High-Risk Non-Profit Organization Security. Programs that assist state, local, and tribal law enforcement agencies are valuable, critical resources and significantly strengthen the ability of law enforcement agencies to combat crime and violence and prevent terrorism in U.S. communities. Eliminating or reducing these programs

would be devastating to the nearly 18,000 law enforcement agencies in the United States. The IACP will continue to work with members of Congress to educate them on the importance of these critical resources to the state, local, and tribal law enforcement communities. The IACP also will be working with the DHS to provide education when it considers specific allocation of the $977 million in funding.

The IACP Day on the Hill

The IACP Day on the Hill has been scheduled for Tuesday, March 27, in conjunction with the midyear meetings of both the Division of State and Provincial Police and the Division of State Associations of Chiefs of Police. On this day, IACP members will have an opportunity to meet with their elected officials on issues important to the law enforcement community. A briefing will be held in the afternoon on the day before to update attendees on legislative activities and issues in Congress. The year 2012 will be a busy one for Congress, as the November elections approach. This is why it is important that members from the state, local, and tribal law enforcement communities educate elected officials on issues important to the law enforcement community. If you are interested in joining your professional colleagues for the IACP Day on the Hill, please contact Meredith Ward at mays@ theiacp.org or visit http://www.theiacp.org/ dayonthehill. v


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I A C P

F O U N D A T I O N

Foundation Furthers Educational Pursuits of Law Enforcement Leaders By Patricia Casstevens, Director, IACP Foundation

I

n continuation of its dedication to the professional development needs of law enforcement command staff, the IACP Foundation is pleased to announce the results of its nationwide application process for three full scholarships to Grantham University, one of the oldest, private, accredited online degree granting universities. The scholarships, valued at a total of $108,000, will cover tuition costs, required textbooks, software, and fees for the recipients to earn their undergraduate or graduate degrees. “The Foundation is proud to honor and support our active law enforcement officers who pursue higher education and work to advance their leadership and management skills,” said Foundation Chair Mark A. Marshall, newly elected sheriff of the county of Isle of Wight, Virginia. “Through this partnership with Grantham University, the Foundation is able to pay tribute to a diverse representation of tomorrow’s leaders in professional policing.”

Scholarship Recipients

Celebrating Women in Law Enforcement Scholarship: Captain Inez M. Gonzalez, Newark, New Jersey, Police Department. In celebration of the critical role of women in law enforcement, and particularly in leadership capabilities, the Women in Law Enforcement Scholarship recognizes one outstanding female officer. Captain Gonzalez began her law enforcement career as a recruit for the Rutgers University Police Department in Newark in August 1988. In October 1989, Captain Gonzalez joined the Newark Police Department and has served in every precinct in the city, rising to the rank of captain in April 2006 and becoming the first Latina police captain in Newark’s history. Captain Gonzalez has commanded the Special Victims Unit, the

Safe City Task Force, the 5th Precinct, the Office of Internal Affairs, the Communications Division, and the Prisoner Processing Division and is currently the commander of the Inspectional Services Division. For the last 23 years, Captain Gonzalez has devoted much of her spare time to community service, having received a number of resolutions and proclamations from the Office of the Mayor, the Office of the Essex County Executive, and the New Jersey State Assembly. In April 2011, Captain Gonzalez was recognized by the National Association of Professional Women for excellence and dedication within her profession. Honoring Veterans: The Combat Veterans in Law Enforcement Scholarship: Deputy Jeff Bamberg, Shelby County Sheriff’s Office, Columbiana, Alabama. The Combat Veterans in Law Enforcement Scholarship honors the contribution that veterans have made to the safety and the security of the United States. This scholarship is awarded to an active law enforcement officer who has served in the military and has received an honorable discharge or who is currently serving in a reserve status. Deputy Bamberg has served with the Shelby County Sheriff’s Office since March 2008 as a patrol deputy. Prior to joining the sheriff’s office, he proudly served in the United States Army Reserve for 12 years and was deployed for two combat tours—one to Afghanistan and one to Iraq. During his time in the field, Deputy Bamberg earned numerous commendations including the Bronze Star for Meritorious Service during his deployment to Afghanistan.

Deputy Bamberg hopes to become a field training officer at the Shelby County Sheriff’s Office and use his education to continue advancing his career in professional policing. He is currently a logistics officer, holds the rank of captain in the United States Army Reserve, and plans to continue serving in the military for another 10–15 years with the goal of retiring as a colonel. Deputy Bamberg holds a bachelor of arts in criminal justice from the University of Alabama, and, with this scholarship, he plans to pursue his master of business administration at Grantham University. Strengthening the United States: The IACP Scholarship: Deputy Chief Michael Booker, Rockford, Illinois, Police Department. In honor of all law enforcement officers’ service to U.S. national, state, local, and tribal communities, this general scholarship is awarded to one active duty law enforcement officer who has shown exceptional initiative in advancing his or her education and career. Deputy Chief Booker is a 28-year member of the Rockford, Illinois, Police Department, currently serving as deputy chief of field services. During his career, Deputy Chief Booker has served as a patrol officer, a traffic investigator, a detective, a detective sergeant, and a lieutenant. He has been instrumental in implementing several evidence-based programs for the Rockford Police Department including Weed and Seed, the Drug Market Initiative Strategy, and a seasonal crime reduction initiative based on the Indianapolis, Indiana, Gun Reduction Strategy.

Patricia Casstevens, Foundation Director [email protected] www.theiacpfoundation.org 10



Deputy Chief Booker has participated in presentations of research of the Drug Market Initiative Strategy with the School of Criminal Justice at Michigan State University, and he also serves as an advisor to the Bureau of Justice Assistance in Washington, D.C. Deputy Chief Booker is a graduate of the 200th Session of the FBI National Academy in Quantico, Virginia. He received an associate’s of applied science degree in police science from Rock Valley College in Rockford and a bachelor of arts in criminal justice management from Judson University in Elgin, Illinois, where he currently serves as a member of the Criminal Justice Department’s advisory board. With this scholarship, Deputy Chief Booker will be pursuing a master’s degree. With these scholarships, the IACP Foundation and Grantham University look forward to offering the most committed law enforcement officers the opportunity to advance their education and their careers, in turn bringing new ideas and expertise to homeland security and the protection of U.S. communities. v The IACP Foundation is a not-for-profit, 501(c) organization established to solicit, receive, administer, and expend funds for law enforcement–related charitable and educational purposes. Donations may be tax deductible; please check with your personal tax advisor. Federal Tax ID #54–1576762.

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C H I E F ’ S

C O U N S E L

Last Chance Agreements By John M. (Jack) Collins, General Counsel, Massachusetts Chiefs of Police Association, Grafton, Massachusetts; and Terrence M. (Terry) Cunningham, Chief of Police, Wellesley, Massachusetts, Police Department, and Past President, Massachusetts Association of Chiefs of Police

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n an effort to rid departments of problematic officers, some chiefs are turning to the use of a so-called last chance agreement (LCA) when confronted with the prospect of a long, uncertain, and expensive arbitration process. In light of current budget restrictions, many municipal managers and political officials are encouraging chiefs to use this option to avoid legal fees and potential back-pay awards. The concept is relatively simple: In lieu of termination, an LCA may be negotiated, giving the employee who has committed serious misconduct one last chance to retain a job, provided certain specified conditions are met.1 These are written agreements signed by the employee; the union (if there is one); and the employer. In many cases the union, by encouraging the employee to sign, is saving the employee’s job. These agreements are being used more frequently by employers and arbitrators to allow employees with serious discipline problems, particularly in the areas of drug and alcohol abuse, to continue their employment. The purpose of the LCA is to put the employee on notice that failure to abide by a certain set of employment conditions will result in some form of employment action—usually termination. Although an LCA is sometimes used with a nonunion employee, particularly where the employee has a substance abuse problem and is seeking treatment, most often LCAs are used in the collective bargaining context. Where terminations are subject to a grievance and arbitration procedure, the chief may seek to address an officer’s workplace problems by clearly delineating a set of rules through the LCA that the employee must follow to continue employment. By giving the problem officer “one last chance,” the chief permits the employee to continue to work in return for the right to take 12


appropriate discipline without recourse to the grievance and arbitration provisions of the collective bargaining agreement or a municipality’s personnel bylaw or ordinance.

The Arbitrators’ Views

Arbitrators usually apply different standards when an employee is discharged under an LCA. When considering whether there is just cause for discharge under such agreements, arbitrators do not apply the same due process considerations or procedural protections as they do under a normal discharge or disciplinary matter.2 According to Arbitrator William Daniel, Arbitrators encourage such progressive programs of salvage and rehabilitation by strict enforcement of such “last chance agreements” in accordance with the terms which the parties, including the employee, have been willing to accept. However harsh or strict such terms and even though the arbitrator might well regard such conditions as unfair, that cannot be his concern.3 Some LCAs specifically prohibit the arbitrator from applying just cause standards. Most arbitrators treat the LCA as a binding modification to the collective bargaining agreement, which limits the authority to require progressive discipline or consider mitigating factors. The sole question is whether the employee violated the agreement. The only way to invalidate an LCA is to establish that • it was not knowingly entered into by the employee; • it is ambiguous (poorly drafted); • it was inconsistently implemented; • it is contrary to external law; or • the latest offense was beyond the scope of the LCA (the underlying incident did not really happen or was not part of the LCA).

Access to Grievance Procedures

LCAs do have some limitations, and at least some courts believe that neither the union nor the employee can, by the terms of the agreement, be deprived of access to the grievance and arbitration procedure.4 From a chief’s point of view, one of the most attractive features of an LCA is the avoidance of the grievance and arbitration process should future disciplinary action be required. Ideally, the chief or the appointing authority would simply point out the violation and send the

employee a notice of termination. However, in most cases an officer will at least have an opportunity to contest whether the alleged subsequent violation even occurred. This is typically the role of the grievance procedure. The officer and the union argue that all they want is the chance to refute a chief’s claim that the officer repeated the prohibited behavior. In light of the need for at least elementary due process, this seems to most courts like a reasonable request. To avoid the problems experienced in the case of United Steelworkers of America v. Century Aluminum of Kentucky, an LCA must be carefully drafted when the employer desires to avoid arbitration over any part of an adverse employment decision for the subject employee.5 In this case, the United States Court of Appeals for the Sixth Circuit held that an employer must arbitrate the factual guilt of an employee subject to an LCA even if the LCA states that “neither the termination nor any issue of termination will be subject to the grievance and arbitration provisions of the collective bargaining agreement.” The court implied that it might have ruled differently if the agreement expressly excluded findings of fact, factual guilt, and the manner of punishment from the grievance and arbitration provisions of the relevant collective bargaining agreement.

LCA Enforcement

The LCA alters the collective bargaining agreement.6 Therefore, failing to include the union in an attempt to obtain an LCA may constitute a per se violation of the act.7 Such an agreement may even be void as a matter of law.8 In How Arbitration Works, in order to get an arbitrator to enforce an LCA, a four-step test is outlined: • The employee must have competent union counsel while negotiating the LCA. • The employer must tender sufficient consideration. • There must be an ending date for the last chance status. • There must be a clear statement of what constitutes a breach of the LCA. The issue of competent counsel for the employee raises the duty of fair representation implications for the union as well as professional responsibility implications for the retained attorney. A union may be at risk if it cannot show that the attorney’s retention is such that the attorney can negotiate independently of the union. http://www.naylornetwork.com/iac-nxt

Waiver of Union Representation

Arbitrators have held that an employee can waive union representation before entering into an LCA.9 Arbitrators also have held that an employee may decline union representation even when directed to obtain it by the employer. However, employees that do so are bound by whatever LCA they negotiate without union counsel.10 Moreover, arbitrators have held that unions may in fact impose their will on an uncooperative member. The union may sign an LCA, and even if the employee does not sign it, such a document has been held to be binding.11 Arbitrators have even held that the absence of a signature by both the union and the member is not an impediment to enforcement if knowledge and consent to the agreement can be shown.12

Duration of the Agreement

From the chief’s point of view, an LCA that lasts for the remainder of the employee’s career may seem ideal. However, there is some concern that an LCA cannot last forever. Depending on the nature of the offense, it is possible that a court might rule that there must be some period of time after which, if the employee is successful, the employee has proven entitlement to return to a status equivalent to that of the other members of the bargaining unit. When drafting the LCA, it is important to show • that there has been misconduct by the employee, • that there is proof of that misconduct, • that proof of that misconduct is irrefutable, and • that the misconduct was of a type that would merit discharge. A clear acknowledgement in the agreement that a repeat of such conduct would merit termination should help convince a court that a career-long LCA is reasonable.

ADA Issues

An additional consideration when drafting an LCA for an employee because of a substance abuse problem is the Americans with Disabilities Act (ADA).13 The ADA prohibits discrimination against qualified employees with disabilities. While the current use of illegal drugs is not a disability, alcoholism and drug addiction can be disabilities under the ADA. The ADA also protects employees who are perceived to be disabled. Properly drafted, LCAs do not violate the ADA. However, at least one court—the Third District Court of Appeals in Ohio in DePalma v. City of Lima, 155 Ohio App. 3d 81 (2003)—has held that forcing an employee to sign an LCA after the employer learned that the employee was seeking treatment for an addiction violated the ADA. In this case, the employee had neither performance nor discipline issues. The court decided that requiring the employee to sign the LCA was a disciplinary action taken on account of the employee’s status as a recovering addict—a status that is protected by the ADA. To avoid the potential for a similar result, employers should not require an employee to sign an LCA based on http://www.naylornetwork.com/iac-nxt


13

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the employee’s status as a recovering alcoholic or addict. Chiefs should be sure that an employee’s conduct merits discipline, and this misconduct should be documented in the LCA.

Waiving Future Claims

The Sixth Circuit Court of Appeals, in the February 2009 case of Hamilton v. General Electric, determined that the provision in Jarrett Hamilton’s LCA that barred him from bringing a lawsuit to challenge the discharge was not enforceable. We have held that “[i]t is the general rule in this circuit that an employee may not prospectively waive his or her rights under . . . Title VII.” [citing] Adams v. Philip Morris, Inc., 67 F.3d 580, 584 (6th Cir. 1995). . . . Both of the cases GE cites hold that when an individual is faced with a known violation, he or she may be able to waive his or her ability to pursue further legal action relating to that past violation. Neither case, however, stands for the proposition that, under Kentucky law, an employee can prospectively waive statutory claims relating to potential future violations.14 In Hamilton’s agreement, Hamilton got his job back on the condition that he would comply with all of GE’s rules. If any of the rules were violated, Hamilton would be subject to immediate termination. Hamilton’s agreement also contained a provision that said that if GE did terminate him, Hamilton agreed that no legal action regarding the discharge would be filed. Hamilton signed the agreement and went back to work. Everything was fine for about a year, and then other incidents occurred which led to Hamilton’s suspension. Hamilton believed he was being discriminated against because of his age and filed a complaint of age discrimination with the U.S. Equal Employment Opportunity Commission (EEOC) as a result. When he returned to work after the suspension and after the filing of the EEOC complaint, the harassment got much worse, according to Hamilton’s testimony, culminating in his termination. In reversing the district court, the Sixth Circuit also allowed Hamilton to proceed on his retaliation claim.

• Does the municipality want to pay for the rehabilitation program? Chiefs should check to see if the municipality’s health insurance covers substance abuse rehabilitation— provided, of course, that the employee is on the agency’s plan. • What will the chief do if the employee denies the existence of a problem or otherwise refuses to abide by the terms of the LCA? In such a case, the chief should be prepared to terminate the employee based on the misconduct or performance issue that led to the offer of a last chance. • Does the LCA include a provision that gives the department the ability to monitor the employee’s attendance and satisfactory completion of the rehabilitation program? It should. • Does the LCA contain a statement that the LCA does not alter the employee’s at-will employment status, if applicable? It should. A sample LCA can be accessed at http:// masschiefs.org/documents/SAMPLE %20LAST%20CHANCE%20AGREEMENT.pdf (accessed December 20, 2011). v Notes: 1 Baltimore Specialty Steels Corp., 95 LA 1191 (Strongin, 1990); Wacker Silicones Corp., 95 LA 784 (Hodgson, 1990); Butler Mfg., Co., 93 LA 441 (Dworkin, 1989); Southern Cal. Permanente Medical Group, 92 LA

41, 46 (Richman, 1989); S.E. Rykoff & Co., LA 233, 237 (Angelo, 1987); TRW Inc., 90 LA 31, 35 (Graham, 1987). 2 Sorg Paper Co., 89 LA 1237, 1241 (Dworkin, 1987). 3 Kaydon Corp., 89 LA 377, 379 (Daniel, 1987). 4 Id. at 379. See also Monterey Coal Co. 96 LA 457 (Feldman, 1990); Gaylord Corp., 97 LA 382 (Goodman, 1991); Taracorp Inc., 1278 NLRB 221, 117 LRRM 1497 (1984). 5 United Steelworkers of America v. Century Aluminum of Kentucky, 157 Fed Appx. 869 (6th Cir. 2005). 6 Ingersoll-Dresser Pump Company, 114 LA 297 (Bickner, 1999). 7 Frank Elkouri and Edna Asper Elkouri, How Arbitration Works, ed. Alan Miles Rubin, 6th ed. (Arlington, Va.: BNA Books, 2003), 972, citing James Hardie Gypsum, 111 LA 210, 215 (1998). 8 Id., citing Merchants Fast Motor Lines, 99 LA 180, 183 (Marlatt, 1992). 9 Id., citing Exxon Company, USA, 101 LA 997, 1103 (Sergent, 1993). 10 Id., citing Tosco Refining Company, 112 LA 306, 311 (Bogue, 1999). 11 Id., citing Southwest Ohio Regional Transit Authority, 109 LA 310, 314 (Murphy, 1997). 12 Id., citing Western Textile Products, 107 LA 539, 547 (Cohen, 1996). 13 42 U.S.C. §12111 et seq. 14 Jarrett Hamilton v. General Electric Company, 556 F.3d 428,434 (2009), http://www.ca6.uscourts .gov/ opinions.pdf/09a0050p-06.pdf (accessed December 21, 2011).

Recommendations

As these cases indicate, municipal employers can assist their employees by offering an LCA in lieu of termination. Chiefs who decide to offer employees an LCA should consider the following: • Has the employee committed on-the-job misconduct or otherwise performed in an unsatisfactory manner warranting termination? It is critical to identify a workrelated issue. Otherwise, the entire premise for the LCA—that the employee could be terminated now, instead of being offered a last chance—will not be present. It is illegal to discriminate against an employee with a disability if that disability has not impacted the employee’s job performance. http://www.naylornetwork.com/iac-nxt


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O

F R O M T H E A D M I N I S T RA T O R

n December 21, 2011, I joined a number of law enforcement and national security leaders at Arlington National Cemetery in Virginia for a memorial honoring the 270 lives lost when a bomb exploded onboard Pan Am flight 103 above the small Scottish town of Lockerbie. The bombing took place just three years after Air India flight 182 was blown from the sky by a terrorist bomb killing 329 innocent people. It happened just four days before Christmas 1988, more than a decade before 19 hijackers boarded four airplanes on 9/11; used the aircraft as missiles; and killed nearly 3,000 men, women, and children in a series of deliberate and coordinated attacks that would fundamentally change transportation security in the United States. Just a month before that powerful memorial service at Arlington, we marked the 10th anniversary of the Aviation and Transportation Security Act, passed by the U.S. Congress as an important part of our country’s response to the 9/11 terrorist attacks. Through that legislation, the Transportation Security Administration (TSA) was created, and we were staffed and operational in less than one year. It was the largest, most complex mobilization of the federal workforce since World War II. I have been privileged to serve as TSA administrator for a year and a half now, and I am encouraged by the progress we continue to make. A look back at transportation security before 9/11 reveals a system that bears little resemblance to the robust and multilayered system in place today. Before 9/11, there was no cohesive system in place to check passenger names against terrorist watch lists in advance of flying—only limited technologies were in place for uncovering a wide array of threats to passengers or aircraft; no comprehensive federal requirements to screen checked or carry-on baggage; in-flight security on only a very few number of flights; and a lack of timely intelligence sharing in both directions— from the federal level down to the individual airports and from individual airports up to the national level. In its first 10 years, TSA has reached a number of significant milestones and met key 9/11 Commission recommendations. First, TSA officials now match 100 percent of passengers flying into, out of, and within the United States against government watch lists through the Secure Flight Program, in which each passenger must provide a name, a date of birth, and gender when making a reservation. Second, TSA ensures all air cargo transported on passenger planes domestically is screened for explosives, and we are working with our international partners every day to screen 100 percent of high-risk inbound cargo on passenger planes. Third, we have improved aviation security through technology that provides advanced baggage screening for explosives. A vital component of TSA’s multilayered

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approach to transportation security is about to mark its 50th year of dedicated service. The men and women of the Federal Air Marshal Service (FAMS) are highly trained law enforcement professionals committed to keeping our nation’s travelers safe and secure. In addition to its primary mission of protecting air passengers and crews, the FAMS is entrusted with a significant role within TSA and the U.S. Department of Homeland Security on surface transportation security issues. The FAMS works closely with other U.S. and international law enforcement agencies to safeguard local, national, and international transportation systems. Innovation keeps us ahead of an adaptive, determined enemy, and TSA is committed to collaborating with our partners in both the public and the private sectors—including law enforcement at the local, state, and national levels—to develop, evaluate, and deploy tools so that TSA can provide the American people with the most effective security in the most efficient way. Intelligence, and our ability to use it in real time, also plays a critical role in keeping transportation safe. TSA works closely with our partners in the intelligence and law enforcement communities to detect, deter, and disrupt terrorist plots before they ever get to the airport. We begin every day with a classified intelligence briefing and work to share critical information with key stakeholders and frontline officers. So what do the next 10 years hold for aviation security? I believe it begins with TSA’s commitment to risk-based, intelligence-driven policies and procedures. This includes moving away from a one-size-fits-all construct and establishing TSA as a high-performing counterterrorism agency. It means focusing our resources and using intelligence in ways to better inform the screening process. TSA Pre✓™ is a key component to this effort. This initiative tests our ability to further enhance security through passenger prescreening and

John S. Pistole, Administrator, Transportation Security Administration

expedite the screening process for lower-risk travelers who voluntarily share information with us before they travel. Doing so allows our officers to better focus their efforts on passengers we know the least about and, of course, those on terrorist watch lists. Efficiencies gained by implementing riskbased security methods allow us to make the best use of our resources. Currently at several airports nationwide, we have experienced operational success and public support for this initiative. In response to that success, we are encouraged about opportunities to expand TSA Pre✓™ to additional airlines and airports as soon as they are ready. Of course, nothing will ever guarantee that a passenger receives expedited screening. All travelers need to understand that, to remain effective, TSA must retain the ability to employ random and unpredictable security measures at any point in the process. In November, we launched a proof of concept to read military-issued identification cards in Monterey, California. We are coordinating our efforts with the U.S. Department of Defense to identify a timeline and airport locations for testing expedited screening based on a badgereading model for the military population. Pilot programs are expected to begin within the first quarter of 2012. We also are exploring options for a long-term solution, similar to the process U.S. Customs and Border Protection uses with Global Entry participants, which may allow us to move away from card readers. All of these measures are consistent with the recent legislation regarding screening members of the U.S. Armed Forces. We also are testing an initiative to expedite screening for commercial flight crews beginning with airline pilots at seven U.S. airports. And we recently made nationwide changes to the security screening process for passengers age 12 and under. Both of these concepts reflect the core principles of risk-based security. Finally, we are continuing to strengthen training to help our officers identify people exhibiting signs that may indicate a potential threat to security. Developed by adapting global best practices, TSA is testing an expanded behavior detection effort at Boston Logan International Airport and Detroit Metro Wayne County Airport. With more than 1.7 million people traveling every day, we are continuing to look for ways to enhance security through state-of-the-art technologies and expanded use of existing technologies, better passenger identification techniques, and other tools to strengthen our capability to keep terrorists off commercial aircraft. We do this not only to keep you and your loved ones safe when you travel, but also to ensure that the transportation link in the global supply chain remains strong. It is a responsibility we bear with pride, conviction, and resolve. v http://www.naylornetwork.com/iac-nxt

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A D VA N C E S & A P P L I C A T I O N S Where do the good ideas come from? In this column, we offer our readers the opportunity to learn about— and benefit from—some of the cutting-edge technologies being implemented by law enforcement colleagues around the world.

“Although no one from the public will notice the improvement, it is very much a psychological motivator to start your shift by walking into a locker room and seeing brand new, spacious, well-built lockers,” Stevens said. “It helps start that professional mind-set before the shift even begins. I am a firm believer that your mood can be set by your working conditions.” For more information, visit http:// www.tiffinmetal.com.

track the problem from the date it was identified. The module’s user can describe specific details of a problem and specify a coordinator and a strategy to be deployed. The module enables tracking of each activity performed in conjunction with the defined strategy. “Our citizens inform us of problems they’ve identified, and we react to this in the form of problem-oriented policing,” said Edwardsville, Illinois, Sergeant Tim Gallion.

Edwardsville, Illinois, Benefits from Crimestar Community Policing Module

Officers working any beat in Edwardsville can query problems in neighborhoods within the Crimestar RMS community policing module to view actions taken to that point. “They can know what the problems are, what the plan of attack is, and who to talk to,” said Sergeant Gallion. The module allows the user to track officers’ actions in a given neighborhood. “The officer assigned to that particular beat can make an entry into the community policing module, which identifies the address, the possible suspect vehicles, and maybe even the possible suspects,” said Sergeant Gallion. This enables other officers who patrol the beat on

Tiffin, Ohio, Police Department Upgrades to Sentinel Airflow Lockers

Since 1863, the Tiffin, Ohio, Police Department has been protecting and serving its local community, and with a growing department and outdated lockers, changes needed to be made. Tiffin’s Police Department was in need of an upgrade that would provide a professional look and secure personal storage, as well as allow the department to maintain an organized locker room. Lieutenant Fred Stevens took on the task to locate a company that could provide this upgrade. The department’s now former locker room consisted of wooden lockers more than 60 years old. As the department grew over the years, staff added metal lockers to accommodate additional officers. Stevens described the lockers in one word: Antiquated. “It was an old and worn-out look,” he said. Tiffin Metal Products presented Stevens with Sentinel Airflow Lockers that feature perforations throughout the unit to allow fresh air in, eliminating moisture and odor. These lockers provide shelves, hanging bars for uniforms, and lockable components within each unit. They allow officers to store their gear in secure spaces while giving the locker room the professional feel Stevens and his colleagues desired. In March 2011, the department’s old lockers were removed and replaced with Sentinel Airflow Lockers. For many months following the locker installation, Stevens received comments from officers, thanking him for taking on this project.

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As police departments struggle with budgets, officers must work smarter to sustain and maximize their community policing efforts. Helping them to do so is a records management software (RMS) program from Crimestar Corp. called Crimestar RMS. The software’s community policing module has proven effective for helping communities and officers to work closely together to identify, track, and resolve problems. The module’s function is to identify a problem, assign the problem a common name, and


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different shifts to view prior report entries and make an entry into the module each time they check the area for this specific problem. For more information, visit http:// www.crimestar.com/compol.html.

Hampshire, United Kingdom, Constabulary Officers Lead the Way Using BlueCheck II—3M Cogent’s MobileID Technology

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California University of Pennsylvania Building Character. Building Careers. Agencies may seek devices that can enable faster identification of individuals, saving public and office time and also helping to increase the number of offenders who are identified and brought to justice. This is what leaders at the Hampshire, United Kingdom, Constabulary needed when they chose to use 3M Cogent’s BlueCheck II. BlueCheck II is designed to be the lightest mobile identification technology in the industry. It remotely transfers secured, captured fingerprint data via Bluetooths and BlackBerry smartphones. With an FBI-certified, 500-pixelsper-inch optical sensor, BlueCheck II enables users to capture and perform mobile fingerprint identification. During the six-week period from July 3, 2011, to August 15, 2011, officers from Hampshire and from the Isle of Wight used their BlueCheck II devices on 434 occasions, with the Greater Manchester police and the Essex police forces using their devices on more than 300 occasions. “It is extremely pleasing to hear from the National Policing Improvement Agency that our officers are trained in using the new kit and are putting it to good use in the communities they serve, setting the standards that other forces will be looking to match,” said Hampshire Constabulary Chief Inspector Cleave Faulkner. 3M Cogent’s MobileID technology also is deployed across the United States. Law enforcement professionals in California, Texas, and Michigan, among other states, are finding it useful as an identification tool. v For more information, visit http:// www.cogentsystems.com/mobilesprodline.asp. http://www.naylornetwork.com/iac-nxt

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By Michael Wagers, PhD, Director, Division of State and Provincial Police, IACP; Staff Liaison, IACP Committee on Terrorism and Homeland Security

I

t has been more than a decade since 9/11, the day when four coordinated suicide plane attacks left nearly 3,000 people dead, including more than 400 fire, police, and emergency medical services heroes. Thanks to the good work of law enforcement, numerous plots have been thwarted in the past 10 years. And, although there have been several successful acts of terrorism—such as Major Nadal Hassan’s murder of 13 service members at Fort Hood, Texas—the United States has not suffered another catastrophic attack on the scale of 9/11. Most experts predicted that the United States would suffer another major blow. Credit for preventing this goes not only to our intelligence agencies and military operating overseas but also to our domestic counterterrorism approach. Two reasons why this approach has helped protect our homeland over the past 10 years have been the focus on prevention and the recognition of the importance of state, local, and tribal law enforcement. State, local, and tribal police, working in partnership with federal law enforcement, are now considered integral players in terrorism prevention. This represents a shift in thinking, whereas prior to 9/11, the more than 18,000 state, local, and tribal police agencies across the country were seen as ancillary in the fight against terrorism. The importance of the officer and trooper on patrol or the investigator working a case is embodied, for example, in the Nationwide Suspicious Activity Reporting Initiative, which seeks to harness intelligence from the 800,000 law enforcement officers in the United States. Actionable intelligence, developed often from information from the law enforcement community, is critical in keeping the homeland safe. As TSA Administrator John Pistole highlights in his column, his agency works closely with law enforcement and other partners to detect, deter, and disrupt plots before potential terrorists can get to the airport. He sees his agency moving more toward intelligencedriven practices, which increase the chances of preventing the next airborne act of terrorism. New structures and processes have been put in place to support prevention efforts, aid in the development of intelligence, and assist law enforcement. The evolution and the maturation of fusion centers, for example, have led to vast improvements in information sharing. Director of National Intelligence James Clapper called these centers “one of the brightest spots, biggest success stories” of the 9/11 reforms.1 This Homeland Security edition of Police Chief magazine contains several articles relating to the progress that law enforcement has made over the past 10 years and the way forward in continuing to protect the homeland as the nature and the shape of the terrorist threat changes. We know that being able to share information, especially potential threat-related information, is critical to prevention efforts. Mark Giuliano, Executive Assistant Director of the National Security Branch at the Federal Bureau of Investigation (FBI), outlines in his article how the FBI continues to work closely with local, state, and federal law enforcement to make the processes for communicating and sharing information as easy and as efficient as possible. As Director Giuliano rightly notes in his article contained in this issue 20


Protecting the Homeland: Focusing on Prevention and State, Local, and Tribal Law Enforcement of Police Chief, “Different agencies, at all levels of government, may have various pieces of the puzzle that, when put together, illustrate a real threat that agencies may not have seen independently.” Director Giuliano also discusses the Unified Message Task Team, an ad hoc committee comprising IACP members from the Committee on Terrorism, the Homeland Security Committee, the Criminal Intelligence Coordinating Council, and other entities, who are working to further improve the process for how citizens and law enforcement officers report suspicious behavior. The task team met at IACP headquarters December 6–7, 2011. Several high-ranking government leaders presented at the meeting, and many participants commented that it was a “seminal” meeting that will strengthen cooperation among all levels of law enforcement. Of course, no conversations can be held about law enforcement operations without regard to the economy. Dwindling resources and increasing demands make maintaining a prevention posture even more difficult. New Jersey State Police Captain Ray Guidetti points to ways fusion centers are helping local departments in this austere fiscal environment, such as by providing analytical services to departments that lack this critical capacity, accessing broader government services and data, and supporting an “all-crimes” approach. Captain Guidetti communicates in his article examples of how this process is working in New Jersey. IACP staff members Tim Bryan and David Roberts discuss in their Technology Talk column this month the Law Enforcement National Data Exchange (N-DEx). They cite Texas and Kansas as two examples of states using this no-cost system to share information. N-DEx is an investigative tool for sharing incident, offense, and correctional data nationwide. Also, in support of strengthening state, local, and tribal interaction and connectivity with fusion centers and the information sharing environment, the IACP hosted 10 training sessions throughout the country in 2011, with 275 chiefs and command staff participants. To prevent the next terror attack, understanding and responding accordingly to the evolving threat are key. Anna Gray-Henschel, PhD, director general of strategic integration and program Support at the Royal Canadian Mounted Police National Security Criminal Investigations, in her article discusses the process that leads individuals from radicalization to violence and puts forth important considerations for countering extremist behaviors. Dr. Gray-Henschel’s article is an outgrowth of the work of the IACP’s Committee on Terrorism. The IACP, with funding from the Office of Community Policing Services (COPS), is working to help law enforcement counter violent extremism. Recognizing that there is a gap in our prevention efforts to interrupt the radicalization continuum—as Dr. GrayHenschel points out—the IACP is working with the COPS Office to develop materials to inform members about leading countering violent extremism practices and to provide tools, especially related to Internet radicalization, to IACP members and the law enforcement community at large. The IACP continues to promote the good work of its members. The Committee on Terrorism awarded the 2011 IACP/Booz Allen Hamilton Domestic Award for Outstanding Achievement in the Prevention of Terrorism to the Dallas Joint Terrorism Task Force; the Lubbock, Texas, Police Department; and the Texas Tech Unihttp://www.naylornetwork.com/iac-nxt

versity Police Department. Through the combined efforts of these law enforcement agencies, a significant terror plot was disrupted when Khalid Ali-M Aldawsari was arrested in February 2011.2 Mr. Aldawsari had obtained two of the three chemicals needed to build a bomb and had tried to buy the third. His intended targets included the residence of former President George W. Bush. Emergency response to manmade disasters, such as acts of terrorism, and natural disasters is a critical law enforcement function, and improvements are being made in this area as Barry Domingos points out in his article on resource typing. But the past 10 years have shown us that to protect the homeland from the terrorist threat, we must continue to focus on prevention efforts. This includes providing the appropriate grant funding dedicated to this purpose. And we must continue, above all, to recognize and support state, local, and tribal police, working in partnership with federal law enforcement as significant components of the U.S. domestic counterterrorism approach.3 v

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Notes:

1 Speech at the IACP Division of State and Provincial Police Annual Banquet, Chicago, Illinois, October 22, 2011. 2 For more information about this award, including the 2012 application, please visit http://www.theiacp.org/About/Awards/ IACPBoozAllenHamiltonTerrorismAward/tabid/721/Default.aspx (accessed January 9, 2012). 3 The IACP passed in Chicago, Illinois, at IACP 2012 the resolution “Support of Law Enforcement Terrorism Prevention Program as Standalone Program.” This resolution affirms the vital importance to the security of the United States to fully fund the Law Enforcement Terrorism Prevention Program as a standalone program. For a full list of passed resolutions, visit http://www.policechiefmagazine.org/magazine/index .cfm?fuseaction=display&article_id=2562&issue_id=122011 (accessed January 9, 2012).

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Local Policing:

Expanding Reach with Limited Resources through Fusion Centers By Ray Guidetti, Captain, New Jersey State Police

S

ir John Stevens, commissioner of the Metropolitan Police Service in London, United Kingdom, once compared being a police officer in the 21st century to being a man standing on the bank of a very fast flowing river. In that river, the man could see countless people drowning as they swept past him. As the moments ticked on, thousands of troubled people shouted to the man on the bank to rescue them. Commissioner Stevens then posed the question, “What does the police officer do?” He further questioned, “Does he jump in and help as many as he can, or does he take a walk upstream and find out who is throwing them all in the river?” Stevens surmised that quite often, police wade in to the rescue and begin the cycle of uncontrolled demand and uncoordinated response. From this story, Commissioner Stevens concluded that “the police become like lifeguards, frantically swimming against the tide from one incident to another, employing different tactics in a disjointed and unfocused manner with little or nothing to show for it at the end of the day.”1 This story highlights a problem that police departments across the United States face regularly. How can police agencies increase the efficiency and effectiveness of their members? This issue has exponentially grown within the austere fiscal environment present today, where budgets are dwindling and resources are scarce.

Fusion Centers

One solution for expanding the reach of local police agencies with limited resources is the fusion center. Today, there are 72 fusion centers in operation across the United States. While fusion centers may differ in size, capacity, and experience from one another, they all share a common attribute: Being able to process information in a manner that adds analytical value and focuses dissemination toward those who need to know specific pieces of information. At a fundamental level, fusion centers are in the business of producing situational awareness reports, analyses, and forecasting type products to assist law enforcement, homeland security, public safety, and private sector entities. 22


Expanding the Reach

The New Jersey Regional Operations Intelligence Center (NJ ROIC) is an all crimes, all threats, all hazards fusion center made up of approximately 100 personnel from local, state, and federal agencies who come together to assess threat and risk related to crime, terrorism, and homeland security. Colocated with the New Jersey Office of Emergency Management, the center comprises four elements: a 24/7 watch operations element, an analysis element, a strategic outreach element, and a dedicated information technology element. The individual units work together to answer three very important questions for its customers: (1) what is happening in the environment as it relates to crime, terrorism, and other hazards; (2) what does this information mean; and (3) who needs to know about it. In New Jersey, the fusion center expands the reach of its local law enforcement agencies in three key areas. The first is its capacity to provide intelligence and analytical resources to local crime and homeland security problems. Across the United States, law enforcement analytical personnel are scarce, making it difficult to carry out an intelligence-led policing model. Agencies that outsource their analytical needs to fusion centers find great value in how they allocate their finite resources. For example, in October 2010, Chief Thomas Comey of the Jersey City, New Jersey Police Department contacted the NJ ROIC to request intelligence assistance. He was facing significant budgetary cutbacks and personnel layoffs; however, the residents of his city would be expecting the same level of service regardless of the austere financial climate. By assessing problem people (serial and recidivist offenders); problem places (hot spot areas); and problem behavior (violent and serial crime), the fusion center was able to provide the chief with focused areas within the city to allocate his limited resources. The intelligence assistance provided by the fusion center allowed Chief Comey to allocate his resources more effectively and efficiently through an intelligence-led policing model. Additionally, Acting Chief Benjamin Ruiz of the Perth Amboy, New Jersey, Police Department has found value in the NJ ROIC because of its demonstrated

ability to reinvigorate dormant cases. The link analysis products that fusion center analysts provide to Perth Amboy in preparation for its biweekly Violent Enterprise Strategic Targeting (VEST) meetings have served to refocus efforts against targets that may have fallen off the radar.2 In one particular case, a subject known on a limited basis from an earlier investigation was found to be a much larger player in a drug distribution network with associations to criminal enterprises in New York City. A concerted effort among Perth Amboy, the New York City Police Department, the New Jersey Division of Criminal Justice, and the Drug Enforcement Administration led to the arrest of the major drug dealer. Chief Ruiz credits the foundation of these types of efforts on his relationship with the NJ ROIC. His city cannot afford the analytical and technological resources that the fusion center can provide to him during these distressed economic times. The second key function of the New Jersey fusion center is to act as a gateway to the federal government for its local agencies. Throughout the year, the NJ ROIC, through its Federal Bureau of Investigation (FBI) and Department of Homeland Security (DHS) members, offers local police departments access to the intelligence community. This is particularly important when local police departments come across suspicious activity that they report to the fusion center that inevitably makes it to the FBI for follow-up investigation when a nexus to terrorism is identified; reaches the DHS for an assessment against national patterns and trends; and is exposed nationally through the Nationwide Suspicious Activity Reporting (SAR) Initiative (NSI) shared space, enabling the federated fusion community to make connections. Conversely, the NJ ROIC enables its federal partners to communicate intelligence derived from the Intelligence Community to local police agencies through the fusion center. A less glamorous, but equally important, role of the NJ ROIC is acting as a gateway for local police and public safety agencies to state government and regional resources, to which these smaller agencies might not have had access. One http://www.naylornetwork.com/iac-nxt

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example is a local police department that was experiencing a community problem: A corner gas station was selling bad gas to its customers, causing customer cars to break down in nearby locations. While the activity by the gas station was clearly problematic, the local police agency did not know how to address this type of unconventional issue. When the police department contacted the NJ ROIC, the state agency was immediately able to connect the local agency with the New Jersey Division of Consumer Affairs. The division responded to the area, tested the fuel, and promptly shut down the station. Solving the problem

saved the local police department in personnel resources that were originally assigned to a fixed post at the gas station and negated the calls for service that the condition was generating. The third key service that NJ ROIC provides to its local police department customers is the opportunity to participate in the wisdom of the crowds—that is, the collective opinion of a group of individuals rather than a single expert to answer a question. The New Jersey fusion center offers its local police constituencies the opportunity to participate in initiatives and projects that draw on the collective wisdom of the many.

Chief Anthony Ambrose of the Essex County, New Jersey, Prosecutor’s Office saw fit to assign one of his senior detectives to the NJ ROIC Analysis Element. With the NJ ROIC focusing on shooting incidents across the entire state, it is difficult for fusion center personnel to have local knowledge of incidents and serial offenders. The Essex County detective’s knowledge on the local atmospherics of the events increases the relevance of the intelligence products distributed by the fusion center. This combined wisdom not only offers the fusion center a greater awareness of the local environment, but it also provides local police agencies with the opportunity to blend specific institutional knowledge about focused areas into value-added products that inform operational decision makers. This wisdom of the crowds extends outside the bricks and mortar of the fusion center into areas beyond the traditional. Because of the scourge of gun violence in Essex County, the fusion center and members of the University Hospital (Newark, New Jersey) Trauma Center team have come together to address gun violence as a public health issue. Spearheading this effort is a member of the New Jersey Department of Health and Senior Services, who is assigned to the fusion center to ensure a seamless transmission of threat intelligence and suspicious activity between the fusion center and public health professionals. Ultimately, the relationship provides value to the local law enforcement community in the form of intelligence products and situational awareness messages. It also builds relationships and data sets that may someday lower the societal cost of gun violence.

Trusted Relationships

In early November 2011, an off-duty Newark, New Jersey, police officer was shot and killed during a robbery in Paterson, New Jersey. The tragic event drew hundreds of police officers from around the state to assist with the murder investigation and manhunt of those responsible for the brutal slaying. Ultimately, the investigation led to two individuals being arrested as they hid in a hotel near Philadelphia, Pennsylvania. Behind the scenes, the NJ ROIC provided information, intelligence, and the coordination of resources to the commanders and investigators involved with the incident. Deputy Chief William Fraher of the Paterson Police Department credited the fusion center’s high level of support not because of the incident at hand, but because of the trusted information sharing relationship built over several years with the fusion center engaging violent crime and recidivist offenders. Fraher’s view of the fusion center, as his 24



Robotronics IACP-Police Chief Magazine.pdf 3/16/2010 2:33:04 PM

own analytical and information sharing enterprise, underpins his efforts at expanding the reach of his police agency when resources are limited and personnel layoffs are a real problem. Chiefs of police around the nation are encouraged to find imaginative ways for plugging in to their respective state or Urban Area Security Initiative fusion centers. It is one way, albeit intelligence led, toward expanding the reach of resource-constrained organizations. v raymond Guidetti is a member at the New Jersey State Police and is assigned to the New Jersey Regional Operations Intelligence Center, where he serves as a captain over the Office of Baseline Capabilities. He recently returned from a 12-month fellowship within the Department of Homeland Security’s Intelligence and Analysis component. In that capacity, he worked within the State and Local Program Office on an interagency team crafting policy and guidance aimed at strengthening the national network of fusion centers. He earned a master of arts degree in security studies (homeland defense and security) from the Naval Postgraduate School in 2006.

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1 John Stevens, “Intelligence-Led Policing” (lecture, Modern Criminal Investigation, Organized Crime, and Human Rights 2nd World Conference, Durban, South Africa, December 2001). 2 VEST meetings in New Jersey are primarily sponsored by the New York/New Jersey High Intensity Drug Trafficking Area program and aim to bring together law enforcement officials from local, state, and federal entities who have an interest in the violent crime activity occurring in a specific urban center region. Since their inception in New Jersey, VEST meetings across the state have relied on the intelligence and analysis produced by the NJ ROIC.


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25

International Association of Chiefs of Police

Center for Police Leadership and Training Iraqi Police Visit U.S. Capitol; they are Captains, Majors, and Lt. Colonels Names of individuals from left to right: Maath, Atheer, Musaab, Husanain, Nouman, Sajjad, Methaq, Moamar, Jingeez, (IACP staff -Tony, Faisal), Jassim, Bashar, Malik, Mohammed, Jaafer, Wahhab, Amaar, Mohammed, Chai. Photo by Zeyad Al Obaidi

The IACP’s Center for Police Leadership and Training continues its new international training program for the Iraqi National Police under a grant awarded by the Department of State, Bureau of International Narcotics and Law Enforcement Affairs, Iraq Division. During January of this year, the third group of Iraqi police executives came to the United States to participate in classroom, field and hands-on training with American state, local and federal law enforcement agencies. While they were in the Washington, D.C. area, they took a break from training to visit famous landmarks in the area, including the U.S. Capitol, the Lincoln Memorial and the White House. IACP is partnering with departments nationwide to deliver the program. IACP would like to acknowledge the contributions of its January partner agencies. Beaver Police Department Beaver, Pennsylvania Chief Daniel Madgar Beaver County 9-1-1 Center Director Wes Hill

Jacksonville Police Department Jacksonville, North Carolina Chief Michael Yaniero Deputy Chief Timothy Malfitano

Prince William County Police Department Prince William County, Virginia Chief Charlie Deane Major Tim Rudy

For more information about the Leadership in Police OrganizationsSM (LPO) program or for more information about any of IACP’s leadership programs, contact Jennifer Porter at [email protected] or 1-800-THE-IACP, Ext. 366. 26



2012 Kansas

Lenexa Police Department Leadership in Police Organizations (LPO)SM Week 1: June 18 – 22, 2012 Week 2: July 23 – 27, 2012 Week 3: August 13 – 17, 2012

Louisiana

New Orleans Police Department

Leadership in Police Organizations (LPO)SM

Montana

Vancouver, Canada

New Jersey

Pennsylvania

Montana Law Enforcement Academy, Helena Leadership in Police Organizations (LPO)SM Week 1: February 27 – March 2, 2012 Week 2: March 26 – 30, 2012 Week 3: April 23 – 27, 2012

Canadian Police College & Royal Canadian Mounted Police, Vancouver Leadership in Police Organizations (LPO)SM Week 1: March 26 – 30, 2012 Week 2: April 16 – 20, 2012 Week 3: May 7 – 11, 2012

East Orange Police Department Leadership in Police Organizations (LPO)SM Week 1: July 30 – August 3, 2012 Week 2: August 20 – 24, 2012 Week 3: September 10 – 14, 2012

Pennsylvania State Police, Hershey Leadership in Police Organizations (LPO)SM Faculty Development Workshop Week 1: February 6 – 10, 2012 Week 2: February 13 – 17, 2012

New Mexico

Vermont

North Dakota

Virginia

Michigan

North Dakota Highway Patrol, Bismarck Leadership in Police Organizations (LPO)SM Week 1: January 30 – February 3, 2012 Week 2: February 27 – March 2, 2012 Week 3: March 26 – 30, 2012


Oklahoma

Wisconsin

Week 1: May 21 – 25, 2012 Week 2: June 25 – 29, 2012 Week 3: July 2012 (dates TBD)

Maryland

Montgomery County Department of Police Leadership in Police Organizations (LPO)SM Week 1: January 30 – February 3, 2012 Week 2: February 27 – March 2, 2012 Week 3: March 12 – 16, 2012 Montgomery County Department of Police Leadership in Police Organizations (LPO)SM Week 1: April 16 – 20, 2012 Week 2: May 7 – 11, 2012 Week 3: June 4 – 8, 2012 Michigan State Police, Lansing Week 1: February 6 – 10, 2012 Week 2: March 5 – 9, 2012 Week 3: April 2 – 6, 2012

Michigan State Police, Lansing Leadership in Police Organizations (LPO)SM Week 1: May 7 – 11, 2012 Week 2: June 4 – 8, 2012 Week 3: July 9 – 13, 2012

Minnesota

Minnesota State Patrol


Las Cruces Police Department Leadership in Police Organizations (LPO)SM Week 1: February 6 – 10, 2012 Week 2: March 5 – 9, 2012 Week 3: April 2 – 6, 2012

Vermont State Police, South Burlington Leadership in Police Organizations (LPO)SM Week 1: April 16 – 20, 2012 Week 2: May 14 – 18, 2012 Week 3: June 11 – 15, 2012 Fairfax County Police Department Leadership in Police Organizations (LPO)SM Faculty Development Workshop Week 1: May 14 – 18, 2012 Week 2: May 21 – 25, 2012

Moore Police Department Leadership in Police Organizations (LPO)SM Week 1: May 14 – 18, 2012 Week 2: May 21 – 25, 2012 Week 3: June 11 – 15, 2012

Week 1: March 19 – 23, 2012 Week 2: April 16 – 20, 2012 Week 3: May 14 – 18, 2012

Ontario, Canada

Marathon County Sheriff’s Office

Canadian Police College, Ottawa Leadership in Police Organizations (LPO)SM Faculty Development Workshop Week 1: April 16 – 20, 2012 Week 2: April 23 – 27, 2012

Wisconsin Department of Justice, Superior


Leadership in Police Organizations (LPO)SM Week 1: April 9 – 13, 2012 Week 2: May 7 – 11, 2012 Week 3: June 4 – 8, 2012

Faculty Development Workshop Week 1: May 7 – 11, 2012 Week 2: May 14 – 18, 2012

To obtain more information or to register for any of the above courses, please visit our website at http://www.theiacp.org/training, or call 1-800-THE-IACP, Ext. 261. http://www.naylornetwork.com/iac-nxt


27

Editor’s note: Staff Inspector David McBath, New York State Police, and a member of the IACP Homeland Security Committee, participates in the Law Enforcement Operations Working Group.

Law Enforcement Operations Working Group Focuses Efforts on Resource Typing

By Barry Domingos, Sergeant (Retired), Massachusetts State Police; and Subject Matter Expert, Law Enforcement Operations Working Group through the Cabezon Group

A

n emergency can happen at any time, and issues of identifying the correct resource in the correct configuration for mutual aid requests can not only make or break the response for the host agency but also have serious implications for the assisting agencies. The National Incident Management System (NIMS) requires the use of typing standards designed to simplify and speed the process of ordering and sending resources from state to state or for interstate, mutual aid. This organized response using pretyped and predefined resources helps to ensure appropriate resources necessary to support the incident or planned event are identified, located, requested, ordered, and tracked quickly and effectively and also helps to facilitate the movement of resources to the jurisdiction that needs them. Resources are typed in the following manner: 1. Category: The function for which the resource is most useful—for example, firefighting, law enforcement, health, and medical; followed by 2. Kind: A broad class of characterization, such as teams, personnel, equipment, and supplies (metrics have been developed for each kind and are measurements of capability or capacity); and then by 3. Type: A measurement of minimum capabilities to perform its function— type I implies a higher capability than type II. In an attempt to develop resource typing or common terminology, the National Integration Center uses several working groups to develop resource tables representing key functional disciplines, including law enforcement.1 The Law Enforcement Operations Working Group (LEOWG) comprises law enforcement professionals from state, regional, local, 28


and tribal police departments of various sizes with incident and event experience and skills essential for the development of law enforcement resource tables. In addition, the LEOWG consults with specific groups or specialty units within the law enforcement profession in an attempt to get the best firsthand information to support the development of law enforcement resource tables. Specifically, the LEOWG has been directed by the Federal Emergency Management Agency (FEMA) to develop resource tables designed to assist in the deployment of tier one law enforcement resources between states and under the Emergency Management Assistance Compact (EMAC) agreement in support of a planned event or an incident. The EMAC system is a congressionally ratified organization managed by the National Emergency Managers Association. EMAC provides form and structure to interstate mutual aid that allow states affected by a planned event or incident to request and receive assistance from other member states. This is accomplished through the use of established resource typing standards in a timely and efficient manner. Currently, all 50 states, the District of Columbia, Puerto Rico, the U.S. Virgin Islands, and Guam are members of EMAC. Contained within the EMAC system is Tips for Law Enforcement Deployments.2 This checklist has been developed to address and mitigate issues identified through lessons learned during past deployments of law enforcement resources, including the understanding that a law enforcement officer deployed under an EMAC request carries the authority of a law enforcement officer to the host jurisdiction. Any person credentialed and authorized for deployment through EMAC meets the requirements as specified in the NIMS Guideline for the Credentialing of Personnel, meaning a law

enforcement officer is exactly that: A law enforcement officer within the host jurisdiction who is authorized to carry weapons in performance of duties and bring regular equipment including radios and less-lethal weapons systems. The checklist also provides that responding officers will wear official uniforms and badges, have authority to arrest and detain without a warrant, and have “the same powers (except that of arrest unless specifically authorized by the receiving state), duties, rights, and privileges as are afforded forces of the state in which they are performing emergency services.”3 It is assumed that officers will be trained to minimum standards as full-time law enforcement officers required by the agency having jurisdiction and have fulltime standing, not on a probationary status. The LEOWG has developed resource typing for several kinds of resources within the law enforcement category and is completing development of resource tables for several other kinds of law enforcement resources. The process for developing the law enforcement resource tables is deliberate and follows a similar pattern as all other disciplines tasked with the development of resource tables. In some cases, the development of law enforcement resources is complicated by the simple fact that the LEOWG is categorizing people rather than equipment. Also, within the law enforcement community there are no nationally recognized standards for most of the resources contained in the law enforcement discipline. For this reason, the LEOWG had relied on the best practices of law enforcement agencies and the professionals within the law enforcement community who have unique skills and experiences associated with a particular kind of resource. Several good examples of this reliance are the development of Mobile Field Force, K-9, Prisoner Control, Bomb Squad, SWAT, http://www.naylornetwork.com/iac-nxt

and Prisoner Transport resource tables. Without the valuable assistance of professionals in the law enforcement community, including individuals willing to give their time and agencies willing to allow their members to contribute to the efforts of the LEOWG, none of the resource tables would be possible. It is expected that during an incident or a planned event, emergency response personnel will use the law enforcement resource tables to identify the correct resource or resources in the correct configuration by combining several kinds of law enforcement resources for deployment. An example of this may be using a Mobile Field Force resource combined with a Prisoner Transportation resource, a Patrol resource, and a Fixed Site Security resource in the development of a tactical plan to address a planned event that may involve acts of civil disobedience. A similar application of developing a tactical plan using different kinds of law enforcement resources may apply to a flood, a football game, a hurricane, a tornado, or a hazardous material spill. The law enforcement resource tables give emergency responders the ability to identify, locate, request, order, track quickly and effectively, and facilitate the movement of law enforcement resources to the jurisdiction that needs them during an EMAC deployment. As FEMA begins the process of releasing the law enforcement resource tables to the public for comment, the LEOWG begins the process of outreach to groups, organizations, and individuals. The public comment period represents a valuable time frame to the LEOWG by providing an opportunity for professionals in the law enforcement community and beyond to review the resource tables and provide comments and suggestions prior to the resource tables being published in their final formats for use nationwide. Additionally, the LEOWG would like the opportunity to present the resource tables to groups and organizations to help answer any questions related to the development and implementation of the resource tables. For information related to the LEOWG or to schedule a presentation of the law enforcement resource tables, please contact Chairman Paul McDonagh, assistant chief, Seattle, Washington, Police Department; the Cochairman Errol Etting, director, Maryland Transportation Authority Police; Acting Law Enforcement Advisor James W. Hagy, FEMA Administrator’s Office; or Barry Domingos, Subject Matter Expert to the LEOWG. v Notes:

Barry Domingos recently retired as a sergeant from the Massachusetts State Police, having served 28 years with the agency; is a certified instructor for the Emergency Management Institute and the National Fire Academy; and is an instructor for the Incident Command System courses, the FEMA All-Hazard Incident Management Team course, and position-specific training courses. He was a member of the Law Enforcement Operations Working Group and now serves as the subject matter expert to the Law Enforcement Operations Working Group. working groups, the center welcomes others’ participation into its stakeholder review group. Stakeholders receive updates concerning the working group process and are permitted to review and provide feedback on the draft products that are developed. Those individuals interested in participating as stakeholders may email [email protected].

2 Emergency Management Assistance Compact, Tips for Law Enforcement Deployments, http://www.emacweb.org/index .php?option=com_pollydoc&format=raw&id=1 24&view=doc (accessed December 9, 2012). 3 Ibid, 1.

1 Although the National Integration Center has identified subject matter experts for its



29

N E W This posting of new member applications is published pursuant to the provisions of the IACP Constitution & Rules, Article II, Section 2(c). If any active member in good standing objects to any application, written notice of the objection must be submitted to the executive director within 60 days of publication. The application in question shall then be submitted to the Executive Committee and shall require the affirmative vote of two-thirds of the members of that committee for admission of the applicant. The full membership listing can be found in the membersonly area of the IACP website (www.theiacp.org). *Associate Members All other listings are active members.

M E M B E R S

—Schuermann, Alfred, Chief Inspector, State Office of Central Police Services, Hammfelddamm 4a, D-41460, 49 1739381440, Email: [email protected]

INDIA

Chandigarh—*Thakur, Vivek, Student, Panjab Univ, Centre for Police Administration, Sector14, 160014, 91 9915318741, Email: [email protected]

INDONESIA

Jakarta—Adisaputra, Asep, Lieutenant Colonel/Police Superintendent, Indonesian National Police, Jl Trunojoyo No 3, 62 811919494, Email: [email protected]

MEXICO BAHAMAS

Nassau—Andrews, Kirkwood J, Assistant Superintendent of Police, Royal Bahamas Police Force, PO Box N458 East St, 242 3224396, Fax: 242 3282991, Email: [email protected]

BENIN

Cotonou—Behanzin, Francis, Inspector General of Police, Ministry of Interior & Security, 04 BP 231, 229 95056161, Fax: 229 21305854, Email: [email protected]

BRAZIL

Brasilia—Souza, Maria Alice, Lieutenant Colonel/General Director, Brazilian Hwy Federal Police, SEPN 506 BL-C S/485 Asa Norte, 70740 503, 55 6120256632, Email: [email protected] Maua—*Bertagnoli, Antonio C, Director, Inbra-Textil, Av Papa Joao XXIII, 09370-800, 55 78167192, Fax: 55 21488641, Email: [email protected] —*Silva, Clecio B, Director, Inbra-Textil, Av Papa Joao XXIII, 09370-800, 55 77187227, Fax: 55 21488641, Email: clecio@ grupoinbra.com.br Rio De Janeiro—De Menezes, Rafael C, Chief, Policia Civil Do Estado Do Rio De Janeiro, St Relacao 42/1114, 55 2123329685, Email: [email protected] Sao Paulo—*Pagnanelli, Zacarias, Coordinator Council, Safety Public Secretary, Rua Da Varzea 240, 55 1121845424, Email: [email protected] —Takishima, Ailthon L, Lieutenant, Brazilian Army, R Joaquim Floriano No 32 G84, 04534-000, 55 1155757503, Email: [email protected]

BURKINA FASO

Ouagadougou—Idrissa, Sere, Commissioner of Police, Ministry of Security, PO Box 6466, 226 70339910, Email: [email protected] —Ouedraogo, Roger, Commissioner of Police, Ministry of Security, PO Box 6466, 226 70268929, Email: [email protected]

CANADA Alberta

Calgary—*Galenzoski, Erin Colleen, Manager Enterprise Security, Enbridge Inc, 3000 425 First St SW, T2P 3L8, Email: [email protected]

FIJI

Suva—Ligairi, Isikeli, Deputy Commissioner, Fiji Police, Police HQS PO Box 239, 679 3343777, Email: [email protected], Web: www.fijipolice.gov.fj

FRANCE

Lyon—*Illo, Halidu B, Criminal Intelligence Officer, INTERPOL, 200 Quai Charles de Gaulle, 69006, 33 618474281, Email: [email protected]

GERMANY

Neuss—Maicher, Thorsten, Chief Inspector, State Office of Central Police Services, Hammfelddamm 4a, D-41460, 49 7733890622, Email: [email protected]

30


Merida—Ojeda, Luis, Chief of Police, Secretaria De Seguridad Publica State of Yucatan, Km 45 Anillo Penferico, CP 97217, 52 9999303201, Email: [email protected] Tlajomulco/Jalisco—Meza, Gregorio M, Chief of Police, Municipio De Tlajomulco, Donato Guerra 10, 52 3332834482, Email: [email protected]

MOLDOVA, REPUBLIC OF

Chisinau—Bodrug, Ion, Deputy Chief of Police, Ministry of Internal Affairs, Stefan Cel Mare St 75, 373 22577156, Email: [email protected], Web: www.mai.gov.md —Pavel, Goncear, Chief Police Advisor, Ministry of Internal Affairs, Stefan Cel Mare St 75, 373 68150444, Email: [email protected], Web: www.mai.gov.md

NIGERIA

Abuja—Amadasun, Esosa, Deputy Commissioner of Police, Nigeria Police Force, FCT Police Command, 234 7031943373, Email: [email protected] —Aramide, Busari H, Assistant Commissioner of Police, Nigeria Police Force, E Dept Training Force HQS, 234 8023348950, Email: [email protected] —Babaita, Ishola B, Assistant Commissioner of Police, Nigeria Police Force, Force CID Area 10, 234 8039094447, Email: [email protected] —Chinemerem, Aworonye V, Superintendent of Police, Nigeria Police Force, SCID FCT Police Command, 234 7032569887, Email: [email protected] —Dadi, Masoyi A, Deputy Superintendent of Police, Nigeria Police Force, Force Intelligence Bureau, 234 8035519073 —Dauda, Richard, Assistant Superintendent of Police, Nigeria Police Force, Force HQS Louis Edet House, 234 8036624716, Email: [email protected] —*Diso, Suleiman M, Operative, Economic & Financial Crimes Commission, No 5 Fomella St, Wuse II Off Adetokumbo Ademola Cresc, 234 9774148, Email: [email protected] —*Festus, Okoro, Senior Road Traffic Officer, Directorate of Road Traffic Services, Mabushi District, 234 8033878817, Email: [email protected] —*Gbarufu, Femi P, Head of Human Resources, Economic & Financial Crimes Commission, 5 Fomella St Wuse 2, 234 8059049264, Email: [email protected] —Ghukwudi, Daniel S, Superintendent of Police, Nigeria Police Force, Old Abattior, 234 8034713771 —Gulma, Suleman A, Superintendent of Police, Nigeria Police Force, Force HQS —Ifeanyi, Okonman J, Assistant Superintendent of Police, Nigeria Police Force, PO Box 11066, Garki, 234 8033281622, Email: [email protected] —*Mailar, Vandefan A, Superintendent of Police, Economic & Financial Crimes Commission, No 147 First Ave, EFAB Estate, 234 8032277227, Email: [email protected] —Okon, Ene, Assistant Commissioner of Police, Nigeria Police Force, Force HQS, 234 8033579331, Email: [email protected] —Oqua, Etim, Chief Superintendent of Police, Nigeria Police Force, Force HQS, 234 8023008040, Email: [email protected] —Orji, Sam O, Chief Superintendent of Police, Nigeria Police Force, Force HQS, 234 8099904306, Email: [email protected] —Sharu, Isyaku, Superintendent of Police, Nigeria Police Force, Force CID HQS, 234 8034516071, Email: [email protected]

—Sini, Omar J, Assistant Superintendent of Police, Nigeria Police Force, Force HQS, Email: [email protected] —Ubi, Inyang E, Superintendent of Police, Nigeria Police Force, Force Public Relations Dept, FCT, 234 8058469010, Email: [email protected] —Umar, Adamu, Assistant Superintendent of Police, Nigeria Police Force, Force HQS, 234 8033260819, Email: adamu201167@ yahoo.com Benin—Atanda, Otitoola O, Superintendent of Police, Nigeria Police Force, New Benin Police Div, 234 8035936368, Email: [email protected] —Omojola, David O, Commissioner of Police, Nigeria Police Force, Police HQS Gra, 234 8033008925, Email: davidomojola@ yahoo.com Enugu—Mba, John I, Chief Superintendent of Police, Nigeria Police Force, Divisional HQS CPS, Email: [email protected] —Yandaki, Abubakar S, Assistant Superintendent of Police, Nigeria Police Force, Squad Base 10, Maryland Estate, 234 8036662725, Email: [email protected] Ibadan—Agboola, Abiodun M, Superintendent of Police, Nigeria Police Force, Central Police Station, Iyaganku, 234 8081777307, Email: [email protected] —*Olowoyeye, Jerome O, Zonal Chief Security Officer, Globacom Communication Ltd, 97 Lagos Bypass, Elewura Bus Stop Challenge, 234 5576315, Email: [email protected] —*Samuel, Omole O, Member, Police Community Relations Committee, GPO Box 38712, Dugbe Post Office, 234 7039493151, Email: [email protected] Ikeja—*Anaekwe, Chukwunonso B, Director, Prince Chique Oil & Gas Nigeria Ltd, 10 Independent St, Anifowose, 234 8033174616, Email: [email protected] —*Belolise, Ngozi F, Director, Changzy Nigeria Ltd, 8 Pepple St, 234 8032117414, Email: [email protected] —Ikponmwosa, Idahogie I, Inspector of Police, Nigeria Police Force, B Dept, Ops Police State HQS, 234 8033012737, Email: [email protected] —*Moduabuchi, Anaekwe B, Director, Prince Chique Oil & Gas Nigeria Ltd, 10 Independent St, Anifowose, 234 8037041624, Email: [email protected] —*Moses, Adewole W, Deputy Superintendent of Customs, Nigeria Customs Service, Customs HQS, 234 8066334232, Email: [email protected] —*Nchekwybe, Charles C, CEO, Changzy Nigeria Ltd, 8 Pepple St, Email: [email protected] —*Nemisinghan, Emmanuel O, Chief Security Officer, Ghambazi Securities Ltd, 14 Moses Somefun St, Ogba College Rd, PO Box 210, 234 8036853341, Email: [email protected] Ikorodu—Aderonke, Adenekan T, Inspector of Police, Nigeria Police Force, Owutu Police Station, 234 8053849376, Email: [email protected] —Olajide, Adenekan O, Deputy Superintendent of Police, Nigeria Police Force, Owutu Police Station, 234 8033012167, Email: [email protected] Ikoyi—*Dawodu, Francisca D, Barrister, Nigerian Bar Assn, PO Box 50697, 234 8100797966, Email: [email protected] —*Latona, Eniola, Principal Detective Superintendent, Economic & Financial Crimes Commission, 15A Awolowo Rd —*Oladimesi, Oloruntuyi O, Deputy Detective Superintendent, Economic & Financial Crimes Commission, 15A Awolowo Rd, 234 8077721170, Email: [email protected] —Olukemi, Mogaji, Inspector of Police, Nigeria Police Force, Special Fraud Unit, 13 Milverton Rd, 234 80126281612, Email: [email protected] Kpor—*Uzoma, Samuel N, Member, Police Community Relations Committee, Divisional Police HQS, 234 8033395466, Email: [email protected] Lagos—Adetarami, Adegbehin F, Assistant Superintendent of Police, Nigeria Police Force, Box 90 Agbara, 234 8126281024 —Attah, Blessing N, Assistant Superintendent of Police, Nigeria Police Force, State Police HQS, 234 8033012933, Email: [email protected] —*Ibeh, Silvester E, CEO, Cardinal Security Services Ltd, 274 Murtala Mohammed Way, Yaba, Email: [email protected], Web: www.cardinal-ng.com —Mosynmola, Tijani O, Superintendent of Police, Nigeria Police Force, No 38 Ajayi Rd Ogba, Holywood Hotel, 234 8023416339, Email: [email protected] —Motunrayo, Maleek F, Assistant Superintendent of Police, Nigeria Police Force, Bar Beach Police Station, 234 8023290573, Email: [email protected]


—*Najeem, Ogundeyi, Assistant Superintendent of Customs, Nigerian Customs, Federal Operation Unit, 234 803230610, Email: [email protected] —Ogunsokan, Morayo, Inspector of Police, Nigeria Police Force, Bar Beach Police Station, 234 8033000168 —Oluwemimo, Banjoko I, Inspector of Police, Nigeria Police Force, Federal Sars Force CID Annex, Adeniji Adele Rd, 234 8055033187, Email: [email protected] —*Osagie-Ogunbor, Augusta, Executive Director, Brain & Braces Security Ltd, 60 Lanre Awolkun St, Gbagada Phase 11, 234 7089885990, Email: [email protected], Web: www.brainandbraces.com —Segun, Fagbohun, Superintendent of Police, Nigeria Police Force, Zone 2 Command HQS, 234 8035693189, Email: [email protected] —Stephen, Gbenga, Superintendent of Police, Nigeria Police Force, Zone 2 Command HQS, 234 8035693189, Email: gbengus93@ yahoo.com —*Ugo, Julius E, Chief Security Officer, Ugo Plat Enterprises, PO Box 231, 234 8037196166, Email: [email protected] Owerri—*Oham, Hyacinth O, Member, Police Community Relations Committee, No 5B Amagbo St, 234 7064568235 Panti—Adeola, Ogundiran M, Inspector of Police, Nigeria Police Force, Lagos State CID, 234 8023194572, Email: [email protected] Port Harcourt—Kadiri, Umar A, Deputy Superintendent of Police, Nigeria Police Force, No 19 Squadron Police Mobile Force, Email: [email protected] —*Romeo, Bekeyei, Security Superintendent, Trilenium Edge Ltd, 96A Elelenwo Close Gra, Phase 1, 234 8025687773, Email: [email protected] —Uchenna, Iwuh J, Deputy Superintendent of Police, Nigeria Police Force, Rivers State Police Command, 234 7037377923, Email: [email protected] Suleja—*Nwadioha, Catherine, Civilian Personnel, Ministry of Defense, PO Box 576, 234 8037033407, Email: nwadioha71@ yahoo.com Surulere—Kennedy, Bartholomew O, Chief Superintendent of Police, Nigeria Police Force, No 5 Akinyele St, Aguda, 234 7033677832, Email: [email protected] Yola—Shehu, Ubangari U, Deputy Superintendent of Police, Nigeria Police Force, Special Protection Unit Base 3, 234 94874375, Email: [email protected]

SENEGAL

Dakar—Diedhiou, Adama, Police Commissioner, Ministry of Interior, Ministry HQS, 221 775290191, Email: [email protected]

SIERRA LEONE

Freetown—Hanciles, Harold, Assistant Superintendent of Police, Sierra Leone Police, Police HQS George St, 232 76758800, Email: [email protected] —Koroma, Santigie, Assistant Inspector General of Police, Sierra Leone Police, Police HQS George St, 232 76662388, Email: [email protected] Georgetown—Johnson, Patrick A, Superintendent, Sierra Leone Police, Police HQS George St, 232 76652624, Email: [email protected]

SINGAPORE

UNITED ARAB EMIRATES

Abu Dhabi—Al Dhaheri, Mohamed H, Lieutenant Colonel, Abu Dhabi Police, Police General HQS Muror Rd, PO Box 253, 971 504433337, Email: [email protected], Web: www .adpolice.gov.ae —*Al Gailani, Talal, Strategic Advisor, Abu Dhabi Police, Police General HQS, Muror Rd, 971 24092572, Email: tgailani@ yahoo.com, Web: www.adpolice.gov.ae —Al Kalily, Mubarak S, Lieutenant Colonel, Abu Dhabi Police, Police General HQS, Muror Rd, 971 24464999, Email: alkaily@ adpolice.gov.ae, Web: www.adpolice.gov.ae —Al Marzouqi, Dana H, Captain, Abu Dhabi Police, Police General HQS, Muror Rd, 971 504457688, Email: dalmarzouqi@ adpolice.gov.ae, Web: www.adpolice.gov.ae —Al Shoaibi, Faisal S, Colonel, Abu Dhabi Police, PO Box 46670, 971 504171113, Email: [email protected], Web: www.abpolice.gov.ae

UNITED STATES Alabama

Columbiana—Turner, Kevin R, Commander, Shelby Co Drug Enforcement Task Force, PO Box 1395, 54 Kelley Ln Ste 2, 35051, (205) 670-0436, Fax: (205) 670-0439, Email: [email protected]

Arizona

Flagstaff—Koch, Ken, Deputy Chief of Police, Flagstaff Police Dept, 911 E Sawmill Rd, 86004, Email: [email protected] Goodyear—Marzocca, Paul, Commander, Goodyear Police Dept, PO Box 5100, 85338, Email: [email protected] Tucson—O’Connor, Michael G, Chief of Detectives, Pima Co Attorney’s Office, 32 N Stone Ave, Ste 1800, 85701, (520) 740-5674, Fax: (520) 884-9063, Email: [email protected]

Armed Forces Europe, Middle East

DPO—*Stephen, Joseph A, Special Agent, Naval Criminal Investigative Service, US Embassy Amman, Unit 6050 Box 143, 09892, Email: [email protected]

California

Glendora—Castro, Robert M, Chief of Police, Glendora Police Dept, 150 S Glendora Ave, 91741, (626) 914-8264, Fax: (626) 914-8211, Email: [email protected], Web: www.ci.glendora.ca.us Los Angeles—*Tharp, Mark, Detective III, Los Angeles Police Dept, Major Crimes Div, 100 W First St Ste 973, 90012, Email: [email protected] Redlands—*Beck, John, Law Enforcement Specialist, ESRI Inc, 380 New York St, 92373, Email: [email protected] Redwood City—Gamez, J R, Chief of Police, Redwood City Police Dept, 1301 Maple St, 94063, (650) 780-7122, Fax: (650) 7807149, Email: [email protected] San Bernardino—Higgins, Steve, Captain, San Bernardino Co Sheriff’s Dept, 655 E Third St, 92415, (760) 947-1520, Fax: (760) 947-7861, Email: [email protected] San Jose—*Rayan, Cyril, President/CEO, Resiligence Inc, 408 Branham Ln E, 95111, Email: [email protected] Santa Cruz—Johnson, Shea, Lieutenant, Santa Cruz Co Sheriff’s Office, 701 Ocean St, Ste 340, 95060, (831) 454-2835, Email: [email protected], Web: www.scsheriff.com

Singapore—*Kee, Ger Ah, Senior Warrant Officer, Singapore Armed Forces, 10 Mowbray Rd, 65 97803213, Email: gerakee@ yahoo.com.sp —Meng, Chan C, Commanding Officer/Lieutenant Colonel, Military Police Enforcement Unit, 10 Mowbray Rd, 65 97421264, Fax: 65 64246528, Email: [email protected]

Colorado

SWITZERLAND

Connecticut

Hitzkirch—*Umbricht, Erica-Maria, Lieutenant Colonel, Hitzkirch Police Academy, Seminarstrasse 10, 6285, 41 9196325, Email: [email protected], Web: www.iph-hitzkirch.ch

TAIWAN

Taipei—Chen, Chia-Hsing, Lieutenant Colonel, National Police Agency, No 7 Jhongshan East Rd Section 1, 100, 886 223930989, Email: [email protected], Web: www.hpa.gov.tw —Ho, Hai-Ming, Deputy Director General, National Police Agency, No 7 Jhongshan East Rd Section 1, 100, 886 223930989, Email: [email protected], Web: www.npa.gov.tw Taoyuan—Huang, Fu-Sheng, Director, Aviation Police Bureau, 27 Hungchin N Rd Pushin, Dayuan Township, 886 33834728, Email: [email protected], Web: www.apb.gov.tw


Denver—Yacone, James, Special Agent in Charge, FBI, 8000 E 36th Ave, 80238, (303) 630-6002, Fax: (303) 630-6010, Email: [email protected] Lafayette—*Pulford, Gary, Director Business Development, Intrado, 1601 Dry Creek Dr, 80026, (720) 494-5876, Email: [email protected] Glastonbury—Caron, David A, Captain, Glastonbury Police Dept, PO Box 535, 06033-0535, (860) 652-4251, Fax: (806) 652-4290, Email: [email protected] Meriden—Walerysiak, Mark, Detective Lieutenant, Meriden Police Dept, 50 W Main St, 06451, (203) 630-6285, Fax: (203) 630-6264, Email: [email protected], Web: www.cityofmeriden.org Tolland—*Schnobrich-Davis, Julie, Assistant Professor, Central CT State Univ, 1615 Stanley St, 06084, (860) 832-3139, Fax: (860) 832-3014, Email: [email protected]

District of Columbia

Washington—*Collins, Garry P, Counsellor, New Zealand Customs Service, New Zealand Embassy, 37 Observatory Cir NW, 20008, (202) 288-2530, Fax: (202) 667-5227, Email: garry.collins@ customs.gov.nz

—Edmundson, Grady, Deputy Chief, US Dept of Defense DIA, 200 MacDill Blvd, 20340, (202) 231-2914, Fax: (202) 231-2621, Email: [email protected] —Garcia, Jose, Commissioner-National Police, Spain Ministry of Interior, 2375 Pennsylvania Ave NW, 20037, (202) 728-2365, Email: [email protected], Web: www.mir.es —Hatheway, Gayle, Special Agent in Charge, US Dept of Treasury IG/Tax Administration, 1401 H St NW, 20005, (816) 507-7795, Email: [email protected] —Mellado, Jose A, Major-Civil Guard, Spain Ministry of Interior, 2375 Pennsylvania Ave NW, 20037, (202) 567-2131, Fax: (202) 530-0509, Email: [email protected], Web: www.mir.es

Florida

Fort Pierce—Humm, Brian, Captain, Fort Pierce Police Dept, 920 S US 1, 34950, (772) 461-3820, Fax: (772) 461-2005, Email: [email protected], Web: www.fppd.org Gainesville—Campos, Jorge J, Lieutenant, Gainesville Police Dept, 413 NW Eighth Ave, 32601, (352) 393-7500, Email: camposjj@ cityofgainesville.org, Web: www.gainesvillepd.org Greenacres—*Broomfield, Larry E, Sergeant, FL Hwy Patrol, PO Box 540007, 33454, (954) 647-0444, Email: [email protected] Jacksonville Beach—Dooley, Patrick K, Commander, Jacksonville Beach Police Dept, 101 S Penman Rd, 32250, (904) 247-6194, Fax: (904) 247-6342, Email: [email protected], Web: www.jacksonvillebeach.org —*Kleiner, Douglas, CEO, Tactical Medics International, 3948 Third St S, Ste 132, 32250, (904) 887-8872, Fax: (904) 212-1719, Email: [email protected], Web: www.tacticalmedics.com Longwood—*Towers, Michael, NY State Fugitive Bureau Ret, Fleet Financial Corp, 754 Fleet Financial Ct, 32750, (407) 834-2557, Fax: (321) 233-0256, Email: [email protected] Maitland—*Hannel, Frank J, Accident Investigation Manager, Leica Geosystems Inc, 2348 Falmouth Rd, 32751, (407) 421-0873, Fax: (321) 206-8534, Email: [email protected], Web: www.lgshds.com Orlando—*Roebuck, Gregory P, Director, Criminal Justice Associates, Central Assignments Division, PO Box 780328, 32878, (407) 583-4080, Fax: (407) 650-3344, Email: [email protected], Web: www.cjaexpert.com Tampa—Osborn, Richard, Deputy Chief, Tampa International Airport Police Dept, PO Box 22287, 33622, (813) 781-0678, Fax: (813) 877-8115, Email: [email protected] West Palm Beach—Bruckner, William F, Captain, Palm Beach Co Sheriff’s Office, 3228 Gun Club Rd, 33406, (561) 688-3000, Email: [email protected], Web: www.pbso.org

Georgia

Albany—Fields, John, Chief of Police, Albany State Univ Police Dept, 504 College Dr, 31705, (229) 430-4714, Fax: (229) 430-2788, Email: [email protected] Dunwoody—Barnes, David, Lieutenant, Dunwoody Police Dept, 41 Perimeter Center E Ste 100, 30346, (678) 382-6903, extension 6903, Fax: (770) 396-4655, Email: david.barnes@ dunwoodyga.gov, Web: www.dunwoodypolice.com —Hegwood, William, Lieutenant, Dunwoody Police Dept, 41 Perimeter Center E Ste 100, 30346, (678) 382-6904, extension 6904, Fax: (770) 395-7792, Email: [email protected], Web: www.dunwoodypolice.com Lawrenceville—Benson, Buzz, Lieutenant, Gwinnett Co Sheriff’s Dept, 2900 University Pkwy, 30043, (770) 619-6680, Email: [email protected] Lilburn—Haynes, Ben, Captain, Lilburn Police Dept, 76 Main St, 30047, (770) 638-2218, Fax: (770) 923-6871, Email: [email protected], Web: www.cityoflilburn.com

Illinois

Chicago—*Collins, Eleanor, Sergeant, Chicago Police Dept, 3510 S Michigan Ave, 60653, Email: [email protected] —Heath, Eric M, Deputy Chief of Police, Univ of Chicago Police Dept, 6054 S Drexel Ave, 60637, (773) 834-1292, Email: [email protected] —*Oliva, Lynn E, Executive Assistant Ret, Lions Club International, 5119 N Mango Ave, 60630, Email: [email protected] Grayslake—*Utecht, Christopher J, Instructor Criminal Justice, College of Lake Co, Social Science Division, 19351 W Washington St, 60030, (920) 559-1012, Fax: (847) 543-2097, Email: [email protected] Maywood—Konrad, John F, Deputy Chief, Cook Co Sheriff’s Police Dept, 1401 S Maybrook Dr, 60153, (708) 865-4711, Fax: (708) 865-4702, Email: [email protected], Web: www.cookcountysheriff.org Romeoville—*Killacky, Keith F, Assistant Professor-Criminal Justice, Lewis Univ, 1 University Pkwy, 60446, (630) 852-0588, Email: [email protected] Smithton—Vielweber, Brian L, Chief of Police, Smithton Police Dept, 116 S Main, 62285, (618) 233-0550, Fax: (618) 239-6798, Email: [email protected]


31

Willowbrook—Barnacle, John S, Commander, Willowbrook Police Dept, 7760 Quincy St, 60527, (630) 312-8778, Email: [email protected] Wood River—Sabolo, Michael, Deputy Chief of Police, Wood River Police Dept, 111 N Wood River Ave, 62095, (618) 251-3113, Email: [email protected] Worth—Knolmayer, Martin, Chief of Police, Worth Police Dept, 7112 W 111 St, 60482, (708) 448-3979, Email: mknolmayer@ villageofworth.com

Indiana

Beech Grove—Malloy, Kellen M, Deputy Chief of Police, Beech Grove Police Dept, 340 E Churchman Ave, 46107, (317) 782-4949, Fax: (317) 782-4943, Email: [email protected], Web: www.beechgrove.com

Kansas

Atchison—*Bryant, Kevin M, Chair & Associate Professor of Sociology & Criminology, Benedictine College, 1020 N Second St, 66002, Email: [email protected] Lansing—*Guisinger, Celina, Clinical Psychologist, 901 Kane Dr, 66043, Email: [email protected]

Louisiana

New Orleans—*Hickman, Robert C, Sergeant, New Orleans Police Dept, 715 S Broad Ave, 70119, (504) 259-8776, Email: [email protected]

Maine

Sabattus—Ward, Anthony R, Chief of Police, Sabattus Police Dept, 190 Middle Rd, 04280, (207) 375-8124, Fax: (207) 375-2504, Email: [email protected], Web: www.sabattus.org

Maryland

Baltimore—*Egenti, Rich, Chief Consultant-Nigerian Police Force Education, Rigenti Investment Co Ltd, 5300 Pennington Ave, 21226, (443) 962-9262, Fax: (443) 817-0708, Email: richegenti@ yahoo.com Ellicott City—Burnett, Karen A, Lieutenant, Howard Co Police Dept, 3410 Courthouse Dr, 21043, (410) 313-3722, Fax: (410) 313-3762, Email: [email protected] Riverdale Park—Morris, David C, Chief of Police, Riverdale Park Police Dept, 5004 Queensbury Rd, 20737, (301) 927-4343, Fax: (301) 927-0705, Email: [email protected], Web: www.riverdaleparkmd.info Upper Marlboro—*Uzoma, Okechukwu M, Researcher, SolarScribe, 10500 Louisville Ln, 20774, (301) 789-3000, Email: [email protected]

Massachusetts

Boston—*Kelly, Christopher, Assistant Attorney General, MA Attorney General’s Office, One Ashburton Pl, 02108, (617) 963-2146, Email: [email protected] Harwich—*Bird, John T, President, Harwich Materials, 111 Depot Rd, 02645, (774) 237-0881, Email: [email protected]

Michigan

Byron Center—*Van Kirk, Matthew, Marketing & Design Manager, PRO-VISION Video Systems, 8625-B Byron Commerce Dr SW, 49315, (616) 583-1520, Fax: (616) 583-1522, Email: matt.vankirk@ seeingissafety.com, Web: www.seeingissafety.com Detroit—Davis, James, Deputy Chief, Wayne Co Sheriff’s Office, 4747 Woodward Ave, 48201, Email: [email protected] —Spivey, James, Deputy Chief, Wayne Co Sheriff’s Office, 4747 Woodward Ave, 48201, (313) 224-5614, Fax: (313) 224-2433, Email: [email protected]

Missouri

Park Hills—Potratz, Mark S, Director of Public Safety, Mineral Area College Dept of Public Safety, PO Box 1000, 63601, (573) 5182148, Fax: (573) 518-2286, Email: [email protected], Web: www.mineralarea.edu Sedalia—Wirt, Matthew, Commander, Sedalia Police Dept, 201 W Second St, 65301, (660) 827-7823, extension 106, Email: [email protected], Web: www.cityofsedalia.com

New Hampshire

Concord—Duval, John, Chief of Police, Concord Police Dept, 35 Green St, 03301, (603) 225-8600, Fax: (603) 225-8519, Email: [email protected], Web: www.concordpolice.com

New Jersey

New Brunswick—Safko, Leonard, Lieutenant, Rutgers Univ Police Dept, 55 Commercial Ave, 08901, (732) 932-4843, Fax: (973) 817-9027, Email: [email protected], Web: www.publicsafety.rutgers.edu/rupd/contactus.shtml

32


Newark—Bartlett, Philip R, Inspector in Charge, US Postal Inspection Service, PO Box 509, 07101-0509, Email: prbartlett@ uspis.gov Parsippany—Dezenzo, Anthony, Chief of Police, Parsippany Troy-Hills Twp Police Dept, 3339 Route 46 E, 07054, (973) 263-4332, Email: [email protected] Point Pleasant Beach—O’Hara, Kevin R, Chief of Police, Point Pleasant Beach Police Dept, 416 New Jersey Ave, 08742, (732) 892-0500, extension 116, Fax: (732) 892-0088, Email: kohara@ pointbeach.org, Web: www.pointpleasantbeach.org Verona—Stern, Mitchell, Captain, Verona Police Dept, 600 Bloomfield Ave, 07044, (973) 857-4812, Fax: (973) 857-5755, Email: [email protected], Web: www.veronapolice.org West Trenton—Hughes, Colin P, Lieutenant, NJ State Police, PO Box 7068, River Rd, 08628-0068, Email: [email protected] —Wilson, Matthew M, Acting Deputy Superintendent of Investigations, NJ State Police, PO Box 7068, River Rd, 08628, (609) 882-2000, extension 5495, Fax: (609) 584-9356, Email: lpp4131@ gw.njsp.org, Web: http://njsp.org

New York

Albany—Krokoff, Steven, Chief of Police, Albany Police Dept, 165 Henry Johnson Blvd, 12206, (518) 462-8015, Fax: (518) 447-7801, Email: [email protected], Web: www.albanyny.gov Port Chester—*Grall, Richard, Police Officer, Port Chester Police Dept, 350 N Main St, 10573, (914) 939-2008, Email: [email protected] Staten Island—*McKeever, Joseph, Deputy Chief of Police Ret, New York City NY, 174 Livermore Ave, 10314, (646) 879-4453, Email: [email protected]

North Carolina

Albemarle—Halliburton, William I, Chief of Police, Albemarle Police Dept, 203 N Second St, 28001, (704) 984-9508, Fax: (704) 9849504, Email: [email protected], Web: www .ci.albemarle.nc.us Wingate—Glass, Barry J, Chief of Police, Wingate Police Dept, PO Box 367, 4414 US Hwy 74, 28174, (704) 233-1697, Fax: (704) 2334266, Email: [email protected], Web: www.wingatenc.com

Ohio

Akron—Smith, Douglas S, Patrol Commander/Lieutenant, Summit Co Sheriff’s Office, 53 University Ave, 44308, (330) 643-8667, Fax: (330) 643-8749, Email: [email protected] Dayton—*Moore, Gary, President, Pelican Technologies, 711 E Monument Ave, Ste 308, 45402, (937) 361-5598, Email: gmoore@ technopelican.com, Web: www.technopelican.com Grove City—Robinette, Steven R, Chief of Police, Grove City Police Dept, 3360 Park St, 43123, (614) 277-1700, Fax: (614) 277-1706, Email: [email protected], Web: www .police.grovecityohio.gov Lorain—Mize, Tom, Captain, Lorain Police Dept, 100 W Erie Ave, 44052, (440) 204-2183, Email: [email protected], Web: www.lorainpolice.com Mayfield Heights—Ondercin, Steven A, Executive Lieutenant, Mayfield Heights Police Dept, 6154 Mayfield Rd, 44124, (440) 442-2323, extension 220, Fax: (440) 442-6360, Email: stevond@ roadrunner.com Tiffin—*Soas, Amir H, Professor of Criminal Justice, Tiffin Univ, 155 Miami St, 44883, (216), Email: [email protected], Web: www.tiffin.edu

Pennsylvania

Harrisburg—Morin, Paul, Director/Chief, HACC Safety & Security, 1 HACC Dr, 17110, (717) 780-2455, Email: ppmorin@ hacc.edu, Web: www.hacc.edu Philadelphia—*Carr, Raymond J, Special Agent, FBI, 600 Arch St, 19106, (215) 418-4000, FAX: (610) 325-6697, Email: rjc420@ comcast.net —Hyers, Thomas H, Lieutenant, Philadelphia Police Dept, Eighth & Race Sts, 19106, (215) 776-5288, FAX: (215) 686-3386, Email: [email protected] Stevens—Steffen, David E, Chief of Police, Northern Lancaster Co Regional Police Dept, 870 Durlach Rd, 17578, (717) 733-0965, Fax: (717) 733-8719, Email: [email protected], Web: www.nlcrpd.org

Texas

Beaumont—Singletary, James P, Chief of Police, Beaumont Police Dept, PO Box 3827, 77704, (409) 880-3801, Fax: (409) 880-3844, Email: [email protected], Web: www.beaumontpd.com Brady—Derrick, Charles E, Chief of Police, Brady Police Dept, 209 S Elm St, 76825, (325) 597-2121, Fax: (325) 597-9081, Email: [email protected] Conroe—Henderson, Rand, Captain-Patrol & Training Div, Montgomery Co Sheriff’s Office, 1 Criminal Justice Dr, 77301, (936) 538-3205, Email: [email protected], Web: www.mocosheriff.com

Houston—Goralski, Craig S, Assistant Chief of Police, Metropolitan Transit Authority of Harris Co, 1900 Main, 77002, (713) 615-6449, Fax: (713) 635-0227, Email: [email protected], Web: www.ridemetro.org San Antonio—*Erickson, Kathleen, Senior Product Manager, Fulcrum Biometrics LLC, 1862 W Bitters Rd Ste 100, 80004, (303) 456-2514, Email: [email protected], Web: www.fulcrumbiometrics.com Spring—Sumner, James C, Chief Deputy, Harris Co Constable’s Office Precinct 4, 6831 Cypresswood Dr, 77379, (281) 401-6205, Fax: (281) 401-6287, Email: [email protected]

Virginia

Alexandria—*Brown, Troy S, Project Manager, DynCorp International, 6910 Richmond Hwy, 22306, (703) 863-7015, Email: [email protected] —*Ritchie, Kevin, Dept Head, Dyncorp International, 6910 Richmond Hwy, Ste 200, 22306, (703) 960-7700, Email: kevin.ritchie@ dyn-intl.com Arlington—*Coleman, Neli, Account Manager, SAS Federal/ VSTI, 1530 Wilson Blvd, Ste 800, 22209, (571) 429-2552, Fax: (571) 2277010, Email: [email protected] Ashland—*Adams, Timothy C, General Manager, Battleware Technologies Inc, 11263 Airpark Rd, Ste B4, 23005, (804) 752-3560, Fax: (804) 752-3561, Email: [email protected], Web: www.bw-tek.com —*Fishwick, Paul, Sales Director, Battleware Technologies Inc, 11263 Airpark Rd, Ste B4, 23005, (804) 752-3560, Fax: (804) 752-3561, Email: [email protected], Web: www.bw-tek.com McLean—Arends, Ross F, Supervisory Special Agent, ATF/ Justice, PO Box 1284, 22101, Email: [email protected] —*Tae, Steve, Program Manager, Booz Allen Hamilton, 8283 Greensboro Dr, 22102, (703) 377-6080, Email: [email protected] Virginia Beach—*Bronson, Steven, Chief USN Ret, 2129 General Booth Blvd, Ste 103-192, 23454, (603) 930-8590, Email: [email protected]

Wisconsin

Menasha—Styka, Tim, Chief of Police, Menasha Police Dept, 430 First St, 54952, (920) 967-3501, Fax: (920) 967-5145, Email: [email protected]

Wyoming

Green River—Steffen, Christopher T, Chief of Police, Green River Police Dept, 50 E Second N, 82935, (307) 872-6163, Fax: (307) 872-0520, Email: [email protected] Powell—Eckerdt, Roy, Chief of Police, Powell Police Dept, 250 N Clark St, 82435, Email: [email protected]

The IACP notes the passing of the following association members with deepest regret and extends its sympathy to the families and coworkers left to carry on without them. Brent F. Cooper, Chief of Police, Flagstaff, Arizona Robert T. Martell, R.T. Martell & Associates, Winnipeg, Manitoba, Canada Curtis E. McClung Ph.D., Chief of Police (ret.), Columbus, Georgia; Executive and Training Director (ret.), Georgia Association of Chiefs of Police, Columbus, Georgia (life member) Robert C. Truetken, Lieutenant, Mobile Reserve (ret.), Saint Louis, Missouri; Director of Security (ret.) St. Luke’s Hospital, Florissant, Missouri (life member) http://www.naylornetwork.com/iac-nxt

IdentIFy Guns In the FIeld Police Officer’s Guide to Recovered Firearms

Available now for FREE in the iTunes App Store, or visit the mobile optimized web site from your mobile device

Photo credit: Nikki Boertman

Access the AAt AtF’s F’s

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Police Officer’s Guide to Recovered Firearms from your mobile device to: • Identify recovered firearms • Learn about tracing firearms • Access additional resources

To access the mobile guide to recovered firearms, scan this QR code or go to:

http://myappsinfo.com/recoveredfirearms The mobile app and mobile web are provided through a partnership between IACP, BJA, and ATF, and is a product of Project Safe Neighborhoods. http://www.naylornetwork.com/iac-nxt


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Product update

The Police Chief keeps you on the cutting edge of law enforcement technology with monthly product announcements. For free, in-depth information, visit us online at http://www.naylornetwork.com/iac-nxt. Items about new or improved products are based on news releases supplied by manufacturers and distributors; IACP endorsement is in no way implied.

confiscation box product line. With equal development time spent on evidence and confiscation aspects of weapons recovery, the Titan-Kit is designed to be revolutionary. All TrueLine products fit inside themselves to form an evidence retention kit. When the Titan-Kit is carried into a crime scene, the various box sizes can safely store 99.9 percent of weapons found at that crime scene. For more information, visit http:// www.truelineat.com/titanKit.php.

Ancestry DNA test

Weapons and gear storage

Plastix Plus manufactures weapons and gear storage solutions for vehicles for many U.S. law enforcement agencies. Plastix Plus’s Hitec HDPE comes with a limited lifetime warranty against warping, rotting, and fading, and is designed to eliminate the degradation and rot that wood compartments and racks endure. Plastix Plus fabricates the custom consoles and compartments with computer numerical– controlled machines and by using a thermal welding process. Hitec is a member of 34


the Vycom Corrtec family of chemical- and corrosion-resistant materials. For more information, visit http:// www.pptexas.com.

Evidence and confiscation boxes

TrueLine Adhesive Technologies has developed a proprietary flip-over, tamperresistant tape technology, which is applied to the company’s corrugated box line during the production process. This has enabled the launch of a pretaped evidence/

Sorenson Forensics has launched its Investigative Law Enforcement Ancestry DNA Test (Investigative LEAD), putting cutting-edge genetic profiling expertise into the hands of investigators trying to identify unknown criminal suspects and victims. The company conducted extensive trials of Investigative LEAD over the past 18 months. In one study, DNA oral swabs were collected from volunteers within the Salt Lake County, Utah, Unified Police Department, and subsequent results were uncanny in their accuracy. Investigative LEAD bases its results on specific genetic markers found in given major reference populations. Data allow the company’s DNA experts to report percentages of likely ancestral mixtures. For more information, visit http:// www.sorensonforensics.com. http://www.naylornetwork.com/iac-nxt

of lockers, shelving, storage racking, and modular drawer cabinets. Today, Lyon continues to provide clients with organized, high-density storage while maximizing workspace. For more information, visit http:// www.lyonworkspace.com.

Liquid cryogen-free radiation detectors

Modular drawer cabinets

Lyon Workspace Products produces modular drawer cabinets for clients. The company is equipped to meet individual requirements for drawer sizes, sizing of internal drawer compartments, foam drawer liners, and specialty paint colors. The cabinets can be made without the typical cabinet locking mechanism, if necessary, and can allow for alternative locking options. For more than 110 years, Lyon has pioneered technologies and system solutions in the product categories

Princeton Gamma-Tech Instruments, a developer of x-ray and gamma-ray detectors and spectroscopy systems, has introduced a mechanically cooled, cryogen-free radiation detector. The Quiet-One is a proprietary design incorporated into the company’s Stirling cryocoolers. It replaces liquid nitrogen as the coolant for nuclear and x-ray detectors and provides a smaller footprint and lower power consumption while offering low maintenance and long running life. Industries are moving toward use of mechanically cooled devices. The main problem, though, is the microphonic noise caused by mechanical vibrations. The Quiet-One has an antimicrophonic mounting system. For more information, visit http:// www.pgt.com.

Micro-robot kits

ReconRobotics manufactures Recon Scout XT micro-robot kits and SearchStick devices. The SearchStick enables users to convert any Recon Scout Throwbot into a pole camera, which can be used to see over compound walls, onto rooftops, and into culverts. The company’s Recon Scout XT weighs just more than one pound, can be deployed in five seconds, and can be thrown up to 120 feet. Regarded for its simplicity and durability, the XT can be controlled with a single button and can be recharged in the field using standard 5590 or 2590 batteries. For more information, visit http:// www.reconrobotics.com.

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Electric-powered patrol boat

Patrol Boat-1 is an electric-powered patrol boat, designed and built by MetalCraft Marine for the city of Annapolis’s harbormaster. The boat uses a Steyr hybrid diesel-electric engine that permits either electric power or diesel power, when necessary. The boat’s jet can propel the craft in electric mode at 4.5 knots as it approaches and checks harbor boats. The diesel can propel the boat to 30 knots and recharge its batteries. MetalCraft Marine will be introducing additional models in the Kingston Electric Series and will incorporate electric power systems in the Brunswick Sentry line in the near future. For more information, visit http:// www.metalcraftmarine.com.

Mobile application for crime tips

The company iThinQware Inc. announces the release of iWatch version 5.0. The iWatch is a mobile application that enables citizens to turn in tips, images, and videos about crimes or suspicious activities directly to law enforcement from almost any mobile phone or computer. Citizens can remain anonymous or may choose to disclose their identities. Crime tips or suspicious activity reports can be submitted through iWatch as text messages, emails, or phone calls, and all tips are sent in real time to the law enforcement agency. For more information, visit http:// www.ithinqware.net.

Marine vessel communications

Setcom Corporation, through the acquisition of Piratecom, accelerates its growth into the specialty vehicle communications niches, which include fire apparatus, police motorcycles, airport rescue, firefighting trucks, and command vehicles. Categories of marine products are headsets and intercoms. Setcom’s marine intercom systems can be used on all types of boats. The combination of Setcom and Piratecom creates one of the primary manufacturers of public safety and industrial communications accessories. Piratecom’s differentiated and disruptive marine product line adds a critical element to Setcom’s product offerings. v For more information, visit http:// setcomcorp.com/boat.html.

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LBPDAdPC.indd 1


8/24/2011 1:53:41 PM


Chief of Police • West Palm Beach, Florida IACP Executive Search The City of West Palm Beach, Florida, is seeking applications for the position of Chief of Police. The successful candidate will have a proven record of integrity and the leadership, management, and strategic planning skills to continue moving the West Palm Beach Police Department on the path of progressive police service delivery. Established in 1894, the West Palm Beach Police Department is a full-service police organization with an authorized workforce of 271 sworn officers and 121 civilians. Employees are represented by the Police Benevolent Association Local under two separate bargaining agreements. The FY 2011-12 budget for the department totaled $49.1 million. The department consists of four bureaus: Critical Services, Field Operations, Investigations, and Support Services. The City of West Palm Beach operates under a strong Mayor form of government with 1,400 full time employees and a total budget of $370 million. A City Administrator provides leadership and administrative support to the Mayor and City Commission. West Palm Beach is a diverse community located on the east coast of South Florida. The incorporated area spans 55 square miles, houses just over 100,000 residents, and boasts balanced and progressive economy anchored by tourism and a thriving downtown retail and entertainment district.

ten (10) years law enforcement experience, including five (5) years of managerial experience, or any equivalent combination of training and experience. The successful candidate must obtain a Florida Criminal Justice Standards and Training Commission Certificate of Compliance in Law Enforcement and a valid Florida driver’s license. Completion of the FBI National Academy or Southern Police Institute is highly desirable. SALARY and BENEFITS. Depending on qualifications, the annual salary range for this position is $130,447 to $156,537. The City of West Palm Beach offers a robust benefits package which includes a deferred compensation plan with a 9.5% city match; executive health insurance; 11 paid holidays; 12 sick leave days; management leave days; flexible spending accounts; life insurance; Category 1 Management Benefits; and more. APPLICATION PROCESS. Replies must be received no later than March 21, 2012. The International Association of Chiefs of Police is assisting in the search process. To apply, submit a resume and a letter of interest to IACP, Attention: West Palm Beach Police Department Chief Executive Search, 515 North Washington Street, Alexandria, VA 22314-2357. Replies may be emailed to [email protected] or faxed to 703-836-4544.

REQUIREMENTS. Candidates must possess a bachelor’s degree from an accredited college or university with a major in Criminal Justice, Public Administration, or a related field, and http://www.naylornetwork.com/iac-nxt


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RADICALIZATION TO VIOLENCE: WHAT IT IS, and WHAT IT ISN’T Anders Breivik killed 77 people in Norway on July 22, 2011.

By Angus Smith, Officer in Charge, Strategic Assessment, National Security Criminal Investigations, Royal Canadian Mounted Police, Ottawa, Canada; and Anna Gray-Henschel, PhD, Director General, Strategic Integration and Program Support, National Security Criminal Investigations, Royal Canadian Mounted Police, Ottawa, Canada (on behalf of the IACP Committee on Terrorism)

R

adicalization to violence is a critical subset of the terrorist threat. It is the process by which individuals—often, but not always, young people—are introduced to an overtly ideological message and belief system that encourages movement from moderate, mainstream beliefs toward extreme views and, ultimately, violence. Radical thinking is not necessarily inherently problematic. Throughout history, most political, social, and economic progress has been an outcome of some form of radicalization and the mind-set that accompanies it. Radical thinking becomes a threat to national security when individuals espouse or engage in violence as a means of achieving political, ideological, or religious goals. Radicalization to violence can occur because of a multitude of factors and influences and is not limited to any single ethnic, cultural, religious, or political group. For example, Canada has been dealing with the outcomes of radicalization leading to terrorist violence for more than a century, from the assassination of Thomas D’Arcy McGee in 1868, through the Front de Libération du Québec crisis of the 1960s and early 1970s, to the Air India bombing of 1985. 38


In the United States, John Brown’s attacks in Missouri and West Virginia in the 1850s, the assassination of President McKinley in 1901, the Weather Underground campaign in the 1960s and 1970s, and the Oklahoma City bombing in 1995, all are historical examples of what can result from a process that can be characterized as radicalization to violence.

Al Qaeda and Others: Violent Islamist Extremism

In a contemporary context, radicalization is most often discussed with reference to young Muslims who are influenced to some degree by Islamist thinking. Islamism, the practical application of Islamist thought, is a set of ideologies rooted in the notion that Islam is not simply a religion but also a fully developed political and social system. Proponents of Islamism believe that an Islamic society must be governed by law derived from traditional Islamic sources and that Islam is the single most important political unifying factor for Muslims the world over. Islamism is not synonymous with Islam. There are many different proponents of Islamism and many different schools of Islamist thought, few of which advocate violence. Violent Islamist extremists, on the other hand, seek to bring about Islamist rule through whatever means necessary, including terrorism. By far, the best known and most problematic violent Islamist extremist group is al Qaeda. In the post-9/11 period, most known examples of radicalization to violence in Canada, the United States, Europe, and elsewhere have been driven by al Qaeda, its ideology, or by groups or individuals who are either associated with or influenced by al Qaeda. The Theo Van Gogh killing in the

Netherlands, the Madrid bombings, the 7/7 bombings in London, the Toronto 18 case in Canada, and the Fort Hood shootings in the United States all are reminders of what can happen when radical thinking becomes terrorist practice.

Extremist Narratives

Currently, the greatest threat facing the United States and Canada is radicalization related to violent Sunni Islamist extremism. Sunni Islamist extremist ideology is typically promoted through a narrative that claims the virtues taught by Islam are threatened by the immorality of the West and that Islam itself is threatened by a war waged against it by the West. Canadian and U.S. foreign policy are central components of the narrative advanced by Islamist extremist ideologues. The narrative claims that the proper response and the religious duty of Muslims is to take up arms and fight Western nations and apostate Muslim regimes—that is, regimes that Islamist extremists deem to have renounced or betrayed the principles of Islam. The end goal of this struggle is to organize all aspects of life in what are viewed as Muslim lands according to a fundamentalist interpretation of Islam. This narrative has been developed and is espoused by terrorist organizations, including al Qaeda and many other groups and individuals. Recently, in messages directed to Western audiences, al Qaeda and its affiliates have refined this message by emphasizing that the proper role of Muslims in Western countries is not to join the fight overseas but to take action locally with whatever means are available to them. This aspect of the Sunni Islamist extremist narrative centralizes the strategic role of domestic radicalization to violence. http://www.naylornetwork.com/iac-nxt

The single narrative is compelling in its simplicity and remains a significant driver of radicalization to violence for many young Canadian and American Muslims. It is propagated through a range of media, including al Qaeda media statements and videos; lectures delivered in person or recorded and distributed on CD, DVD, or online; and through regular repetition in web forums and chat rooms. Young people are the most receptive audience for extremist messaging over the web. Their intellectual framework largely has been shaped by their interaction with the Internet, and they are often struggling with fundamental questions around faith, the future, and their place in the world. Extremists are able to link such experiences to a culture of embattlement and victimhood, the identification of perceived enemies, and the putative suffering and humiliation of Muslims at the hands of those enemies.

Radicalization to Violence: What Makes a Terrorist?

Considerable effort has been made around the world by law enforcement, government officials, and scholars to determine what drives people down the road of radicalization toward terrorism. The inner path from consciousness raising to terrorism is a unique experience for each person. Preradicalization indicators, where they exist or are detectable, are often extraordinarily subtle, particularly to a social or cultural outsider such as a law enforcement officer. Overarching factors such as poverty and alienation are often advanced as explanations for radicalization to violence. While the so-called root causes theory applies in some cases, it often fails to stand up to scrutiny. Domestically radicalized terrorists do not necessarily exist at the margins of society. For example, the Glasgow airport bombers were all educated, employed professionals—physicians, researchers, and engineers. All were long-term residents of the United Kingdom. If there is a trend, it is that dangerous extremists tend to emerge from the ranks of the privileged middle and upper-middle classes.

ANNOUNCING THE ELEVENTH ANNUAL COMMUNITY-POLICE PARTNERSHIP AWARDS

MetLife Foundation & Local Initiatives Support Corporation (LISC) are partnering for the eleventh year to recognize, sustain and share the work of innovative partnerships between police and communities to promote neighborhood safety and revitalization. AWARDEES WILL RECEIVE MONETARY GRANTS Case studies about award-winning partnerships will be disseminated throughout the community development & law enforcement industries. Previous winners have used award money to pay for special patrols, training & equipment for officers. Further information and the full RFP is available at: www.lisc.org/metlife Application Deadline: March 11, 2012

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The associated challenge for law enforcement professionals is that if they assume that factors such as deprivation and alienation are effective predictors of the radicalization to violence, they then tend to focus attention and resources on the young and on the underclass. Youth is certainly a frequent factor in the radicalization continuum; it is almost certainly a function of the adolescent need to question the world and one’s place in it. But mature and well-educated individuals are likely to be receptive to much more sophisticated radical messaging than their younger counterparts. More importantly, they have both the intellectual and the emotional wherewithal to translate this into meaningful direct action and to take on leadership roles within terrorist cells. It also is important to note that terrorists rarely live at the margins of society. In fact, ordinariness is often a key factor in the domestic radicalization phenomenon. Ordinariness is what permits apparently integrated, nondescript individuals to become radicalized to the point of planning and attempting to carry out terrorist acts. It allows them to proceed unnoticed until it is too late to prevent them from crossing the extremist line. Some analysis of recent terrorism cases points to a few common factors in the radi-

calization continuum. However, these can be seen only as factors that may require further investigation. No one factor, or even the presence of any combination of factors, provides certainty of the development of a radical mind-set or violent agenda. Family ties can play a role in the development of extremist views, particularly Members of the Toronto 18 are apprehended in a takedown by police. if close relatives are actively engaged in either terrorism or support for terrorism. The role of family theological institutions has played a role can be extended to include a whole range in a number of Canadian and American of social networks. Similarities in back- cases. Travel to places like Afghanistan, ground, age, and outlook in social and peer Pakistan, or Somalia may also be indigroup networks often create a dynamic that cators of violent radicalization, particucan accelerate the radicalization process, larly where sojourns in terrorist training encouraging people to adopt attitudes or to camps or participation in combat operatake action as a group that they might not tions are involved. consider as individuals. It is important to emphasize that in the Authority figures with extremist views vast majority of cases, most of these facalso can wield a great deal of influence, tors and behaviors may suggest nothing particularly over young people. Similarly, more than adherence to a particular creed religious converts may find their way to or a political cause. Many ethnic, cultural, violence under the influence of an extremist and religious constituencies in Canada and leader or mentor. the United States remain deeply concerned Travel to so-called hot zones is another about homeland issues. Indeed, continued important factor. Exposure to Islamist identification with cultures and countries extremist ideology in seminaries and of origin remains an important component

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of the Canadian and the American understanding of pluralism and integration.

Violent Extremism: The Future

Terrorism and radicalization to violence are constantly evolving, often much faster than the ability of Western law enforcement to keep up or adapt. New tactics, new methodologies, and often entirely new terrorist constituencies emerge, seemingly overnight and often unexpectedly. For example, a great deal of ambiguity has traditionally surrounded the role of women in the overall violent Islamist extremist narrative. Portrayal of women in extremist propaganda has often been intended less to encourage women and more to shame Muslim men who elect to remain on the sidelines of the struggle. Nevertheless, Islamist extremist groups seem increasingly willing to embrace and include women. Al Qaeda and a number of other organizations increasingly portray women as both fierce and articulate, belying Western stereotypes of Muslim women. From time to time, al Qaeda publishes an online women’s magazine intended to recruit female fighters and martyrs.1 Other violent extremist materials targeting women—especially on the Internet—emphasize their role in terrorist operations and provide specific instruction in a range of practical subjects, from small arms and explosives to battlefield medicine.

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The past decade has seen increasing numbers of suicide attacks—whether in Iraq, Jordan, Afghanistan, or Kashmir—that have involved women. And most notably, women have been actively involved in Chechen terrorist operations, such as in the Moscow Theatre siege and the Beslan school massacre. All of this suggests that the traditional constraints on women taking part in direct terrorist action are beginning to erode, perhaps indicating a willingness on the part of al Qaeda, its affiliates, and its offshoots to take terrorist operations to a new level, utilizing a much broader constituency than in the past. As stated above, radicalization to violence is not just about Islamist extremism. Over the past couple of years, both Canada and the United States have seen a surge in right-wing extremist groups, along with significant increases in hate-based crimes and attacks on minorities. Blacks, homosexuals, and Jews in particular are targets and victims of hate crimes far out of proportion to their numbers. And where there is a violent political component to such attacks, it often emanates from the radical right wing. Despite their seemingly crude ideology and reliance on absurd conspiracy theory, there are numerous indications that the radical right wing exerts a powerful and continuing pull on certain individuals within Canadian and American society and beyond. The violent right-wing threat is real. The 2011 Anders Breivik murders in Norway were a chilling reminder of where extremist narratives lead. In the United States, right-wing extremists have killed seven police officers and a security guard since the beginning of 2009. And until 9/11, all terrorist attacks—domestic and international, Islamist extremist or otherwise— were measured against the Oklahoma City bombing, which was an act of a violent, right-wing extremist.

Working With Communities to Identify Radicalization to Violence

Ultimately, violence that originates within specific communities can be countered only by communities themselves. While there are roles for law enforcement in counterradicalization programming, these roles must be undertaken in full collaboration with communities, recognizing their unique requirements. Indeed, any counterradicalization programming that is specifically linked to law enforcement will at best be dismissed by the target audience. At worst, it will be characterized as manipulation, if not outright surveillance, and may ultimately serve only to exacerbate the very problems that law enforcement is trying to address. Successful community counterradicalization programming must be based upon

meaningful understanding of the ideological and theological foundations of extremist thought. Just as importantly, it must be delivered in a way that is entirely culturally appropriate. This means that counterradicalization programs must be delivered not by the police or any other official agency but rather by affected communities themselves. Most importantly, law enforcement must be prepared to take seriously existing community counterradicalization efforts. Failure to engage in a constructive discussion with such initiatives sends a clear signal that law enforcement is interested only in addressing radicalization on its own terms. Networks of influential community contacts have a tremendously important role to play in terms of both day-to-day community relations and crisis response and management. It can be difficult to know who, exactly, speaks for or represents communities of concern. Some community leaders are gateways; others are gatekeepers who can foil even the most concerted attempts to reach out to the right people. Reaching out to the wrong people—selfstyled leaders and spokespeople who have no real credibility—can exacerbate the very tensions that a prevention of radicalization strategy is trying to alleviate. Again, it is critical that any prevention strategy is advised by comprehensive understanding of community dynamics and of the pressures that atrisk members of those communities face. v Editor’s note: The IACP Committee on Terrorism is putting the finishing touches on three foundation documents on violent extremism. The documents, which include a statement of principles to guide law enforcement community outreach and engagement programming, a Radicalization 101 guide for frontline officers and police executives, and a lexicon of basic terms related to countering violent extremism, will form the basis of a common understanding of radicalization to violence across the IACP. Common understanding of common problems will promote a cooperative response and comprehensive solutions. For more information on the Countering Violent Extremism Working Group please contact, Dr. Anna GrayHenschel at [email protected]. Please send any comments or feedback on this article to Angus Smith at [email protected]. Note:

1 Al-Khansaa, named for the Arabic female poet of the seventh century, was first published online in 2004.


IACP | LOGIN

E X C E L L E N C E I N V I C T I M S E R V I C E S AWA R D

Apply today for the 2012 Excellence in Victim Services Award. The IACP Victim Services Committee and LogIn, Inc., have created an award to honor law enforcement agencies that have made exemplary efforts in providing innovative service to victims of crime. The Excellence in Victim Services Award recognizes agencies that utilize best practices

such as effective partnerships, training methods, and performance monitoring tools to place victims at the center of their problem-solving strategies. Let your community know that you place the needs of crime victims at the center of your public safety efforts.

For more information or to apply for nomination, visit the IACP website at www.theiacp.org, contact Christina Horst at [email protected], or call (800) 843-4227 ext. 837. All nominations must be submitted and postmarked no later than May 4, 2012. One representative from each winning agency will be provided complimentary conference registration, transportation costs, and three nights of hotel lodging for the 119th Annual IACP Conference in San Diego, California, on September 29 – October 3, 2012.



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to improve the ability of all levels of law enforcement to combat the increasingly diverse threats facing the United States.

Unified Messages

One example of these efforts, several agencies comprising the Unified Message Task Team met at IACP headquarters for two days in December to develop a unified message intended to heighten public awareness about law enforcement efforts and to build a cohesive voice across the law enforcement community. The task force meeting included state and local law enforcement chief executives; leadership from the IACP, the FBI, the U.S. Department of Homeland Security (DHS), the Nationwide Suspicious Activity Reporting Initiative Program Management Office, the U.S. Department of Justice (DOJ), the Office of the Director of National Intelligence, and the Criminal Intelligence Coordinating Council; and fusion center representatives. The task force took a critical look at what appears to be a simple question: Whom does one call to report suspicious activity? The question could be complicated depending on who is calling whom. Whom does the public call? Whom does state or local law enforcement call if the information should be passed on to others? Knowing that clear, consistent communication benefits everyone, the task force outlined general messaging for two primary groups: the public and law enforcement. In addition, the task force addressed related messaging for elected public officials and their staffs. For the public, the task force will work closely with the DHS to support the department’s If You See Something, Say Something campaign, with the DHS creating training materials and other stakeholders offering input. The materials will be created to allow local entities to tailor them to their needs, spreading the message for the public to report suspicious activity while also protecting civil rights and privacy. The goal is to communicate to the public that no matter which law enforcement office individuals call—local police, the FBI, the DHS, or others—the appropriate information will reach the proper authorities.

Unifying Processes for Threat Reporting and Information Sharing to Prevent Terrorist Attacks By Mark Giuliano, Executive Assistant Director, National Security Branch, Federal Bureau of Investigation, Washington, D.C.

S

haring information, especially potential threat-related information, is crucial to protecting the United States and its communities from a terrorist attack. Different agencies, at all levels of government, may have various pieces of the puzzle that, when put together, illustrate a real threat that agencies may not have seen independently. There are, however, many different channels for exchanging information—both formal and informal—which can create confusion and increase the chance that essential details will slip through the cracks. For these reasons, the Federal Bureau of Investigation (FBI) continues to work closely with its federal, state, and local partners to make the processes for communicating and sharing information as easy and efficient as possible. Through a range of efforts, from clarifying how and to whom one should report suspicious activity to implementing technological enhancements for information sharing systems, these initiatives aim 44


The task force partners also will combine efforts to ensure that local law enforcement agencies develop proper Suspicious Activity Reporting (SAR) procedures. Local and state law enforcement should report suspicious activity that is potentially terrorism related to either the appropriate fusion center for their area of responsibility (AOR) or to the FBI through the Joint Terrorism Task Force (JTTF), understanding that each will communicate the information to the other.

Local and state law enforcement should report suspicious activity that is potentially terrorism related to either the appropriate fusion center for their area of responsibility (AOR) or to the FBI through the Joint Terrorism Task Force (JTTF), understanding that each will communicate the information to the other. State and local law enforcement agencies not currently familiar with contacting the JTTF for their AOR can reach the JTTF through a local FBI field office or an FBI resident agency. The task force also will continue to support the Nationwide SAR Initiative, which provides important training to law enforcement on reporting to fusion centers and the FBI JTTFs. Plans exist for the FBI, the DHS, the DOJ, and the IACP to launch a coordinated effort in their support for training officers and recruits, as well as to coordinate their outreach to state and local police and sheriff associations. The task force also is working to ensure that stakeholders are speaking with one voice to Congress, other elected officials, and their appointees and staffs in order to support one another’s roles and dispel the misperception of duplication of effort and competition. This will ensure elected leaders at all levels in government have the facts they need to make informed decisions on current and proposed laws, programs, and policies. The task force plans to reconvene in March to review progress and consider future initiatives to strengthen cooperation in order to combat violent extremism and terrorist activities in the United States.

eGuardian, Shared Space Linked

Another example of the law enforcement community working to improve the way it communicates and shares information is the work it has done to implement technological enhancements to information sharing http://www.naylornetwork.com/iac-nxt

The 2012 AnnuAl IACP exCellenCe In lAw enforCemenT reseArCh AwArd The IACP and Sprint are pleased to announce the 2012 Excellence in Law Enforcement Research Award to recognize law enforcement agencies that demonstrate excellence in initiating, collaborating on, and employing research to improve police operations and public safety. The goal of this award program is to promote the value of effective research, especially research achieved through partnerships among law enforcement agencies and researchers. All law enforcement agencies worldwide (private corporations or individuals excluded) can compete for the award by submitting a description of their research and its impact on the agency, community, and the profession of law enforcement. Judges will take agency size and capacity into consideration when selecting finalists. Three awards are given annually — one overall winner and two runner-ups. A representative from each winning agency will be provided with complimentary conference registration, transportation costs and lodging at IACP’s Annual Conference, where an event to recognize the winning agencies will be held. Past award recipients include: • Boston Police Department • Broken Arrow Police Department • Calgary Police Service • City of Port St. Lucie Police Department • Drug Enforcement Administration • Florida Highway Patrol • Grampian Police

• Los Angeles Police Department • Meeker County Sheriff’s Office • Milwaukee Police Department • Philadelphia Police Department • Royal Canadian Mounted Police & Ontario Provincial Police • Vancouver Police Department

To enter, law enforcement agencies must submit a nomination packet, which must be postmarked no later than June 15, 2012, to the IACP. Award criteria focuses on: • Leadership – demonstration that research efforts are an organizational priority, endorsed and promoted by the agency leadership • Partnerships – explanation of the nature of the agency relationship with internal and external partners (such as educational institutions, governmental and non-governmental research agencies, community organizations, volunteers, and the court system) • Uniqueness of Research – demonstration that the agency has addressed a research problem of pressing importance involving a unique approach that yields actionable recommendations

• Quality of Research – evidence that the research employs rigorous methods of inquiry designed to provide practical solutions • Influence of Research Findings – description of the impact of the research findings on agency activities, the community, and/or the profession of law enforcement

To learn more about this award, please visit www.theiacp.org; go to About, then Awards where you can find details on criteria, instructions for applying, and the application form. Contact us at [email protected].



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systems. Over the past few months, the National SAR Initiative’s Program Management Office (NSI-PMO) and the FBI have worked closely to implement technical and business processes that enable eGuardian and the Information Sharing Environment’s Shared Space systems to “talk” to one another better and share information more quickly and efficiently without duplicating efforts or changing how agencies currently use each system. The Shared Space is a valuable tool that numerous fusion centers use to share potential terrorism-related information. eGuardian is an unclassified threat-tracking system that the FBI uses to accept and track investigative leads concerning events or behaviors that are potentially terrorism related; this includes SARs entered by state, local, and tribal law enforcement partners, fusion centers, and other federal agencies. It also serves as an information sharing platform with search capability and analytic tools. eGuardian automatically pushes SARs to Shared Space, as well as to FBI’s Guardian system, which is eGuardian’s classified counterpart that the FBI uses to analyze and compare SARs with other information uniquely available to the FBI as a member of the intelligence community. Because the FBI is the lead federal agency responsible for investigating terrorism threats within the United States and uses eGuardian and Guardian, it is critical that SARs entered into the Shared Space, which are by definition terrorism related, are pushed to eGuardian in a way that important information is not lost. This ensures that the FBI receives any time-sensitive information in a format structured for use in Guardian, and it guarantees that the FBI can track SARs, ensuring accountability for analysis and investigations by the JTTFs. To make certain that agencies can continue to use whatever system best meets their unique needs and control their information while ensuring that any SARs entered into Shared Space will also be pushed into eGuardian, the law enforcement community has worked closely with the NSI-PMO to synchronize the technology and business processes of the two systems. While the FBI

continues its work to fine tune and improve this synchronization, as of December 1, 2011, SARs began to pass between Shared Space and eGuardian without losing important information or encountering substantial delay, without duplicating end users’ efforts, and without fundamentally changing either the Shared Space or eGuardian system. To facilitate these changes and in response to feedback the FBI received from some of the fusion center partners who use Shared Space, the FBI has modified the retention period in Guardian to more closely mirror the five-year retention period in Shared Space and eGuardian. Now, if after five years the SAR has not been queried beyond the initial entry, it will be placed in an archive for another five years where it will not be available for general viewing or analysis and accessible only for operational reasons and with supervisory permission. After that, the SAR will be removed from Guardian.

FBI and Fusion Center Partnership

In addition to improving messaging and technology, the FBI also has enhanced its engagement with state and major urban area fusion centers, with many new initiatives focused on information sharing and collaboration. The FBI’s Field Intelligence Groups (FIGs) and fusion centers share a common mission of gathering, analyzing, and disseminating intelligence information to mitigate threats to the United States. There has been a deliberate approach to staff fusion centers with experienced intelligence analysts from the FIGs to enhance information sharing and analysis among all levels of federal, state, local, and tribal law enforcement and homeland security partners. As of December 2011, the FBI had 95 personnel assigned in either a full- or part-time capacity to 55 of the 72 recognized fusion centers, with the ultimate goal of staffing all primary centers with intelligence analysts as resources become available. Of the 95 FBI personnel, 68 are intelligence analysts. Moreover, 13 of those fusion centers

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IACP Workshop on Assessment Centers and Promotional Testing Scottsdale, Arizona

March 26–27, 2012 (Monday and Tuesday)

Every professional police and public safety organization is faced with the challenge of developing fair, efficient, and cost effective methods of evaluating candidates for supervisory and leadership positions. At the same time, agencies must be concerned with developing procedures that meet professional standards and legal guidelines, that are valid and reliable, and that have been successfully defended when challenged in court. More and more, agencies are using the assessment center method, a proven technique in identifying the most qualified supervisors, mid-level managers, and senior police leaders. The assessment center is a well-established and powerful technique that can assist agencies in making promotional decisions. The typical assessment center is made up of a series of exercises, such as in-baskets, interviews, and role-play scenarios that directly simulate the challenges that successful candidates will face in the target job. Placing candidates in the situations they will encounter after promotion and systematically evaluating their performance results in unique and deep insights into candidate behavior. This workshop will explore the many facets of assessment centers, from job analysis to exercise development, from technology to administration. Much of the workshop will consist of hands-on sessions and small-group interaction designed to give participants a practical understanding and overview of the full range of issues related to assessment centers. Program Tuition: $500 To Register: Register Online (credit card only): http://www.theiacp.org/ACWorkshop Hotel Reservations: Chaparral Suites Scottsdale 5001 N. Scottsdale Road, Scottsdale, Arizona 85250 Telephone: 1-800-528-1456 Please refer to IACP Workshop on Assessment Centers & Promotional Testing to secure special group rate. Hotel rates are $128.00 per night for single or double room occupancy. The cutoff date for hotel reservations is March 2, 2012. Discount on room rate cannot be guaranteed after March 2, 2012. For more information about the workshop or registration, contact: Tia G. Young, Project Specialist [email protected] 800-THE-IACP, ext 269 703-836-4544 (fax) www.theiacp.org/ACWorkshop



47

are colocated in FBI office space, which increases the amount of interaction, collaboration, and connectivity between the FIGs, the JTTFs, and the burgeoning national network of fusion centers. Other initiatives are under way to ensure greater dialogue among the senior leaders of FBI field offices and fusion centers, such as joint participation on executive and advisory boards as well as educational orientation programs at the national level, developed specifically for FBI field executive managers and fusion center directors. These critical steps—whether behindthe-scenes, in conversations, through engagement initiatives, or through technology—are intended to better coordinate task force efforts and fill communication gaps with essential federal, state, and local law enforcement partners. There are still areas that individuals within the law enforcement community can improve, but there is movement in the right direction. Terrorism prevention and protection of the American people can be achieved only when law enforcement works together, communicates effectively and consistently, and looks for solutions. The FBI looks forward to working with all of its partners to combine and adapt capabilities to keep the United States safe. v

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Capitol Police Section

IACP Section Membership Application

Promotes exchange of information and develops standards for increasing the efficiency and capabilities of each law enforcement agency that provides service to our critical assets. Open to individuals who are now, or have been, engaged in or responsible for providing police services at a national or state/providence State House.

IACP Membership is a prerequisite for Section Membership.

Defense Chiefs of Police Section

(Please Print) Name: ______________________________________________________________________

Title/Rank: __________________________________________________________________

Promotes exchange of ideas and specific information and procedures for law enforcement organizations providing police and security services within military services and defense agencies. Open to individuals who are now or have been engaged in or responsible for providing law enforcement services within an IACP member nation’s military services or defense establishment.

Drug Recognition Expert Section

Agency: _____________________________________________________________________

Provides a unique opportunity for those professionals already associated with drug recognition to share common management, training, administrative and practicing concerns.

Business Address: ____________________________________________________________

Promotes the professional status of those engaged inproviding police services to Indian Country.

City, State, Zip, Country: ______________________________________________________ Business Phone: _____________________________ Fax:_____________________________ E-mail: ______________________________________________________________________ Web Site: ____________________________________________________________________ IACP Membership #: __________________________________________________________ Signature: ___________________________________________________________________ Capitol Police Section ...................................................................................................... $30 Drug Recognition Expert Section .................................................................................. $25 Indian Country Law Enforcement Section .......................................................No charge International Managers of Police Academy and College Training Section ............. $25 Law Enforcement Information Management Section .....................................No charge Legal Officers Section ...................................................................................................... $35 Mid-Sized Cities Section ................................................................................................. $50 Police Foundations Section ............................................................................................. $20 Police Physicians Section ............................................................................................... $35 Police Psychological Services Section .................................. (initial processing fee) $50 (Must be a psychologist. Upon admission to the section, $50 processing fee applies to annual dues)

Public Information Officers Section ............................................................................. $15 Public Transit Police Section ...............................................................................No charge Railroad Police Section ........................................................................................No charge Retired Chiefs of Police Section .........................................................................No charge Smaller Department Section ........................................................................................... $20 State and Provincial Police Retired Officers Section .......................................No charge State and Provincial Police Academy Directors Section .................................No charge State and Provincial Police Planning Officers Section ....................................No charge University/College Police Section – Initial Member ....................................................... $50 University/College Police Section – Each additional member from same institution........... $15 Payment (Choose only one of the following methods of payment.) Amount to be charged _________ 1. Pay by Credit Card:

Visa

MasterCard

American Express

Discover

Card #:______________________________________________ Exp. Date: _____/_____

Cardholder’s Name: _______________________________________________________ Cardholder’s Billing Address: _______________________________________________ Signature: ________________________________________________________________

Fax completed form with credit card authorization to 703/836-4543. Do not mail and fax form as charges will be duplicated.

2. Pay by Check: Make checks payable to IACP (U.S. dollars only) and mail full payment (no cash) with completed form to: IACP: Membership, P.O. Box 62564, Baltimore, MD 21264-2564 3. Pay by Purchase Order: Mail purchase order along with form to: IACP: Membership, 515 N. Washington St., Alexandria, VA 22314-2357 http://www.naylornetwork.com/iac-nxt

Indian Country Law Enforcement Section

International Managers of Police Academy and College Training Section

Facilitates the exchange of ideas, procedures, and specific information for the professional leadership and management of education and training within police agencies, as well as enhancing the quality of law enforcement and policing at the international level through education and training.

Law Enforcement Information Management Section

Facilitates the exchange of information among those individuals responsible for computers, records, communications or other supportservice-related functions.

Legal Officers Section

Assists in the establishment of professional standards, assistance and cooperation among attorneys who provide legal advice or representation to law enforcement administrators.

Mid-Sized Cities Section

Dedicated to providing a voice within the IACP for chiefs of jurisdictions with a population between 50,000 and 500,000, as well as a forum for these leaders to share the unique challenges and opportunities in policing that emerge from departments of this size. The section is further committed to embracing and leveraging the special capacity and flexibility of these agencies to innovate and drive progressive change within our profession with the goal of better policing our communities.

Police Foundations Section

Promotes networking and the exchange of ideas and best practices among police executives and police foundation professionals.

Police Physicians Section

Facilitates the exchange of information among police medical practitioners, promotes effective police medical practices, and acts as a resource of professional expertise to the association.

Police Psychological Services Section

Develops professional standards, facilitates the exchange of information among police psychological service providers, and acts as a resource of professional expertise to the association.

Public Information Officers Section

Promotes the exchange of information and training among officers who are responsible for planning and implementing effective public information programs.

Public Transit Police Section

Promotes meaningful relationships between police executives and cooperative efforts in the implementation of effective police matters and the achievement of an accepted professional status of the police service. Includedin this section are gaming enforcement, public transportation, housing authority, airport police, seaport police and natural resources.

Railroad Police Section

Explores ways to improve the services of those responsible for ensuring the safety and security of people and goods traveling by rail.

Retired Chiefs of Police Section

Open to IACP members who at the time of their retirement were active members as prescribed in Article II, Section 2 of the IACP Constitution. For the purpose of this section, retirement shall be defined as the voluntary and honorable separation from a position in active and regular police duties because of age, physical disability, or retirement on pension from the agency of employment.

Smaller Department Section

Serves as the collective voice of law enforcement agencies with fewer than 50 officers or serves populations under 50,000. The Section addresses the unique needs of these agencies, provides a forum for the exchange of information, and advocates on behalf of these agencies with policy makers. Section Members are also granted affiliate membership in the IACP’s Division of State Associations of Chiefs of Police.

State and Provincial Police Academy Directors Section

Membership is open to individuals currently serving as directors of state and provincial law enforcement training facilities. The section meets annually to exchange information and disseminate proven ideas, plans, and methodologies among members and other organizations interested in enhancing law enforcment training.

State and Provincial Police Planning Officers Section

Open to sworn and civilian members of planning and research units of state and provincial law enforcement agencies, this section meets in the summer of each year to share information concerning trends and practices in law enforcement. The section maintains a database of current projects in progress, as well as a compendium of information on the status of state and provincial law enforcement agencies.

State and Provincial Police Retired Officers Section

Open to any member or previous member of the IACP who is, or was, affiliated with an agency belonging to the State and Provincial Police Division and who was of command (lieutenant or above) rank at the time of retirement.

University/College Police Section

Provides coordinated assistance in implementing effective university policing practices and achieving an accepted professional status.


49

Closing the Case: Solving Violent Crimes Quickly and Efficiently with Public Records By Tom Joyce, Lieutenant, Commander (Retired), 79th Precinct Detective Squad and Cold Case Homicide Squad, New York City, New York, Police Department; and Director, Law Enforcement Strategy, LexisNexis Risk Solutions

T

he job of a police officer is not easy. Tasked with apprehending criminals, maintaining public order and preventing and detecting crimes, police officers put their lives in danger every day. In order to do their jobs well, officers need reliable information and plenty of resources. Unfortunately, law enforcement agencies face daunting challenges: funding cuts, outdated information, and increasingly sophisticated criminals. Adding to the challenges are the common assumptions that many crimes can be solved with the same cutting-edge technologies people see on television. In many cases, however, these are phantom solutions that police officers cannot access, even though the average citizen may expect it of them. While the entertainment industry has generated unrealistic expectations about the speed and the accuracy of some investigative tools, there are tools—such as public records and systems designed to make use of them—that exist right now, which can be used to develop leads for solving crimes more quickly and effectively. Nowhere are these tools more needed than in the area of violent crime. According to the U.S. Bureau of Justice Statistics, the number of homicide victims per year, while much lower than its peak in 1991, is still significantly higher than the numbers from the 1950s, the 1960s, and the early 1970s. In fact, it is close to three times greater now than during these time periods.1 The current economic downturn may further exacerbate this problem as all levels of government are being forced to cut budgets while citizens are committing crimes to financially survive. For these reasons, it is critical that law enforcement personnel, at the federal, the state, and the local levels, understand how public records data can help accelerate and simplify the investigative process, leading to faster, more effi50


cient resolutions. This article explains why public records can and should play a key role in all law enforcement investigations. It shows why, regardless of the crime, public records information is an important tool in assisting law enforcement agencies, benefiting almost every point of an investigation, and answers the following questions: • What are public records? • Who benefits from public records? • How do public records fit into the different stages of an investigation? • How do public records play a role in specific violent crimes including homicides, robberies, and missing children?

What Are Public Records?

The term “public records” refers to information that has been filed or recorded by local, state, federal, or other government agencies, such as corporate and property records. Public records are created by the federal and local government (for example, vital records, immigration records, real estate records, driving records, and criminal records) or by the individual (for example, magazine subscriptions and voter registration). Most essential public records are maintained by the government, and many are accessible to the public either free of charge or for an administrative fee. Availability is determined by federal, state, and local regulations. Although public records are indeed public, their accessibility is not always simple, free, or easy. Some states have separate policies that govern the availability of information contained in public records. Public records are used to solve a variety of societal problems and are being leveraged by financial services firms to make improved lending decisions; by collections agencies to support a refuel of the economy; and by business and government institutions to detect and combat fraud,

waste, and abuse and to reduce identity fraud, protect our borders, identify and locate sex offenders, and find and save missing children. Public records have always been available in one form or another; however, the process to access and analyze these data has often been cumbersome, fragmented, and expensive. Technology developments over the past decade have enabled organizations to address this issue by centralizing the data and simplifying the process of identifying and retrieving relevant records at a moment’s notice. These developments have the effect of supercharging the ability to use public records to quickly locate people, detect fraud, uncover assets, and discover connections between suspects, witnesses, or associates.

Public Records and the Investigative Process

The scope of an investigation varies depending on the size of the law enforcement agency. Police departments across the country vary in size and resources, and these variations can drastically alter how investigations proceed. In a smaller department, a uniformed police officer may be responsible for everything from traffic tickets to murder investigations. Larger agencies have the luxury of offering specialized resources, such as line officers, investigators, and analysts, for each role in the course of an investigation. Regardless of the size of the department, each investigation can be considered to have three key components: • The Initial Police Response. An officer responds to a call for service or is dispatched to a crime scene. Once at the scene, the officer takes an initial amount of information from witnesses and gathers evidence. In the case of a violent crime, the officer must proceed with caution as the suspect may be armed, dangerous, and nearby. http://www.naylornetwork.com/iac-nxt



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• The Investigative Process. Investigators take the information and evidence from the scene of the crime and follow up on leads. This stage often involves tracking down witnesses and associates, knocking on doors, examining physical evidence, and verifying statements. • The analysis. The analysis component is an in-depth process intended to make connections and detect patterns. Analysts often work with outside agencies and associations, using law enforcement data to identify patterns and link cases. The analysis can be a time-consuming process involving many pieces of data. The main focus in solving any crime is getting the facts about what happened and ensuring the accuracy of those facts. Public records play an important role in optimizing each step of the investigative process: • The Initial Police response. When a police officer responds to a call for service, public records information is critical before the officer even arrives at the scene of the crime. If feasible, the officer should know who lives or works at the address and know of any associated criminal records, as well as whether any guns are licensed to people at that address. It is important to know who is at the scene before the

officer arrives, as the resident may have potentially dangerous relatives or associates. • The Investigative Process. On the investigative side, public records information can verify information that witnesses provide and draw attention to additional current occupants who may have outstanding warrants and other red flags such as parolees or probationers. Using public records also streamlines the investigative process, so officers can identify relevant witnesses and associates, verify identities, verify locations, prioritize with whom to speak first, and gather the best address and phone number information. • The analysis. In this stage of the investigation, analysts can integrate public records information with data from law enforcement databases to create a comprehensive view of the crime; link individuals, assets, and contacts; and draw conclusions that would otherwise be missed. Law enforcement agencies do not use crystal balls, and police officers are not able to predict what will happen during the course of their investigations. From finding missing children to homicide to robbery, each investigation presents its own

set of challenges. The following scenarios illustrate how public records information may assist in specific investigations of significant violent crimes.

Finding Missing Children

Experience has shown that the first minutes and hours following the abduction of a child are crucial, as the chances of rescuing an abducted child decrease significantly after the first 24 hours. The investigation commences with police officers conducting a forensic investigation of the abduction site, while other investigators are deployed to coordinate and track investigative leads. The need for accurate information is critical as these leads can often number in the thousands. When an officer brings back information, an investigator begins the process of verifying the facts. While not all child abductions are violent, timeliness is critical: It has been estimated that 75 percent of children who are murdered after being abducted by strangers are killed within the first three hours after the abduction. In the case of a missing child, officers follow protocol established by the Federal Bureau of Investigation and the National Center for Missing and Exploited Children (NCMEC) to canvass the scene and find

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leads. NCMEC analyzes and prioritizes leads for investigators using public and private databases, identifying patterns among cases across the country. How Public records Can Help. In addition to the numerous ways in which public records optimize the investigative process, they play a uniquely important role in child abductions, especially when there is reason to suspect the involvement of a sexual predator. In these investigations, one of the first steps in the investigative process is to determine if any sex offenders have a relationship with any individuals in the home of the abducted child. That step is followed by a check of online databases for registered sex offenders who may live in the vicinity. Police officers should, and do, prioritize these offenders in their investigations. However, there are serious shortcomings in the sex offender registry systems of most states. For instance, these registries require offenders to register themselves and update their registries when they move within or between states. Individuals intent on abducting children have an obvious motivation not to be found. Additionally, existing registry data may not include all known information about the offender, such as known aliases and associates. Public records can help solve this problem by enabling law enforcement agencies to, within minutes, determine which registered and unregistered sex offenders may have a link to the abducted child or may live close by, and whether there are indications that they are now at a location other than the ones where they are registered. Using advanced technology, public records databases can identify, in seconds, individuals with prior convictions for sex offenses and whether or not those individuals have registered—as they are required by law to do—with their municipality. As a result, officers can respond more quickly to child abductions, identifying any addresses associated with local sex offenders and prioritizing them in their investigations.

POLICE CHIEF CITY OF BISMARCK The City of Bismarck is accepting applications for the position of Police Chief until February 29, 2012. Responsibilities: Performs highly responsible administrative and law enforcement work in directing the activities of the City Police Department. Work involves the responsibility for the efficient and effective operation of the City Police Department through planning, organizing and directing its activities, assuring that law and order is maintained, that laws and ordinances are enforced, and that measures are implemented to protect lives and property. Work is performed with wide latitude for independent judgment and action and is reviewed by the City Commission and City Administration through conference, reports, and the success of the department’s overall efforts. Minimum Qualifications: Bachelor’s Degree in criminal justice, public administration or management supplemented by course work in police administration and police methods and business management being desirable. Three years of experience as the chief executive officer or as an assistant/deputy chief or lieutenant in a law enforcement department of similar size and complexity. Possession of or the ability to attain appropriate North Dakota Peace Officer Certification and North Dakota Driver’s License, weapon certification and physical fitness requirements. Salary Range: $7,204 to $10,805 per month Normal Hiring Range: $7,204 to $ 8,104 per month

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Homicides

Homicide investigations are clearly one of the highest priorities for any state or local law enforcement agency. Significant resources are placed into homicide investigations and, depending on the circumstances, homicide investigations and prosecutions may extend many years after the crime was committed. Surprisingly, even those criminals previously convicted of murder can be extremely difficult to track down. In murder investigations, many agencies follow the 72-hour rule, in which officers closely investigate the first 48 hours after the homicide occurred and the 24 hours prior to the homicide. Most homicides are precipitated by an event that occurred within the last 24 hours of the victim’s life, so an effective investigative method is to dissect the last 24 hours of the victim’s life and then aggressively investigate leads within the first 48 hours of the commission of the crime. How Public records Can Help. Time is of the essence in any investigation, especially homicide investigations. Public records can enhance a homicide investigation in several key ways. First, after any crime, it is critical for officers to reach involved parties before

they have time to coordinate stories and alibis, in order to prevent collusion. Public records information can be used to verify stories or find inconsistencies within statements and relationships provided by witnesses, suspects, or associates. Second, if a victim or a suspect has never had contact with a law enforcement agency, then the agency would not have any records in its database. Officers can then turn to public records to obtain the most current information, such as date of birth, address, and driver’s license information. If the suspect is already on the run, officers can turn to public records information to retrieve a comprehensive list of associates and relatives, enabling them to knock on doors, call persons of interest, and generate even more actionable information. Third, the more interviews that take place, the more information is uncovered that can lead to a breakthrough in the investigation. Immediate family may not know everything about a victim, but associates may be more willing to disclose hidden secrets. If the interviews do not result in strong leads and potential suspects, police officers then focus on the victim. A “victimology” is a complete background investigation on who the victim is, where

the victim spent time, and with whom the victim is associated. Public records information is an invaluable tool for generating leads from this process. For example, identifying previous places of employment can enable officers to interview former coworkers. Additionally, a victimology can be augmented by information regarding the type of cars registered to the victim, the people with whom the victim worked, and businesses and corporations related to the victim. This information can then be combined with information from a law enforcement agency database to create a comprehensive report, including actionable data points.

Robbery

With the exception of sexual crimes, most felony investigations follow the investigatory model described above for homicide investigations.. Typically, the severity of the crime determines how much effort and resources will be utilized in the crime’s investigation. The frequency of robberies can be hard to believe; sixty robberies typically occur per month in a single square mile area. The sooner an identification is made in a robbery case, the sooner officers can apprehend the suspect and prevent future

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August Vollmer Excellence in Forensic Science Award August Vollmer (1876-1955) “the Father of American Policing”, pioneered many of the innovations that continue to define modern police work. While Chief of Police in Berkeley, CA, Vollmer served as president of the IACP from 1921-1922.

IACP recognizes the significant impact forensic science has on the criminal justice system. The August Vollmer Excellence in Forensic Science Award has been created to honor the proactive, innovative use of forensic technologies by law enforcement. Nominations for selection of the 2012 awards are now being accepted through April 2nd, 2012 in the following four categories: •

Current or Past Contribution by a Police Agency or Individual

use of new forensic technol-

•

Current or Past Forensic Science Collaboration

ogy including fingerprint-

•

Innovation in Forensic Technology (by an Individual or Forensic Science/Private Sector Provider).

•

Significant Investigative Value in a Major Crime

Vollmer promoted the

ing, polygraph machines and crime laboratories. He also contributed to the development of radio communication, improve-

Visit http://www.theiacp.org/tabid/275/Default.aspx or contact Michael Rizzo at [email protected] for more information.

ment in crime analysis and the creation of patrol districts based on crime data, and encouraged higher education and professionalism in policing.

Sponsored By:

®

& BLUE



55

The IACP’s Drug Recognition Expert Section Presents the

robberies. Identifying and incarcerating these criminals drastically decreases crime rates. How Public Records Can Help. When robberies have witnesses, public records information is critical to validating information and finding additional leads. If a getaway car is involved in the robbery, public records information can help identify the vehicle, its current and previous owners, and any associated addresses.

The Importance of Accurate Information

Visit the DRE Section’s Web site (www.decp.org) for details on conference registration, the tentative agenda and hotel reservations.

An incredible amount of time can be wasted during investigations when public records are not used. When agencies prioritize information within their internal data over public records, they are doing themselves a disservice. This information should work in tandem to allow the officers to work faster, more efficiently, and more safely. Rather than compete, public records information complements existing law enforcement records and contacts. Law enforcement data apply more toward specific law enforcement information such as identifying patterns between crimes. Consider a situation in which a police officer is trying to identify a suspect in three different robberies and only one of the three robberies has strong leads. Public records information can be leveraged to help identify and locate the suspect from the leads in the first robbery, while internal law enforcement records can link the three cases together. The combination of public records and law enforcement data can help solve all three robberies—an outcome not possible without multiple sources of information. Public records information can drastically improve the efficiency of agencies by enabling them to accomplish tasks in one day that may have taken several days and a significant amount of resources previously. This information can enable agencies to be just as if not more efficient with less personnel, allowing them to cut costs and reassign key personnel to other cases, leading to more arrests, more cases cleared positively, and an overall reduction in crime. It is up to all law enforcement professionals to challenge any remaining reluctance to embrace new technologies and methodologies. When all agencies understand the true capabilities of public records and utilize them more effectively throughout their investigative processes, officers can solve more crimes in less time, making neighborhoods and law enforcement activities safer. v

Those who wish to exhibit products or services at the conference may obtain information on corporate sponsorships by contacting Carolyn Cockroft at [email protected] or 1-800-THE-IACP.

Tom Joyce is currently the director of law enforcement strategy for LexisNexis Risk Solutions and is a retired member of the New York City, New York, Police Department (NYPD). He held the rank of lieutenant commander of the 79th Precinct Detective Squad and the Cold Case Homicide Squad, and additionally held positions within the Organized Crime Control Bureau and Robbery Squad. He has lectured extensively on investigative techniques and case studies for the NYPD Homicide Investigators Course and has authored several articles on policing and criminal investigations.

18th Annual Training Conference on Drugs, Alcohol and Impaired Driving August 16-18, 2012 Seattle, Washington In addition to general sessions featuring the latest research and initiatives, daily workshops will address a variety of topics relevant to law enforcement, toxicology, prosecutors, and other traffic safety advocates.

On-line registration begins in February!

www.decp.org

56


Note: 1 U.S. Department of Justice, Office of Justice Programs, Bureau of Justice Statistics, Homicide Trends in the United States, 1982–2008, November 2011, http://bjs.ojp.usdoj.gov/index.cfm?ty=pbdetail&iid=2221 (accessed December 2, 2011).


International Association of Chiefs of Police and Wilmington University

It takes great people to make up a police force – and great volunteers to support force. Whether a dedicated neighborhood It takesthat greatpolice people to make up ait’s police force – and great volunteers watch friendly auxiliary answer phones, or to leader, supporta that police force. member Whether to it’shelp a dedicated neighborhood neighborhood residents to create a pin map, volunteers makephones, the watch leader, a friendly auxiliary member to help answer or business of law enforcement justcreate a littlea easier. That’s why IACP andthe neighborhood residents to pin map, volunteers make Wilmington New Castle, DE,a support an award for IACP and businessUniversity, of law enforcement just little easier. That’s why Outstanding Achievement in Law Enforcement Volunteer Programs, Wilmington University, New Castle, DE, support an awards program for also Outstanding known as theAchievement Volunteers ininPolice Services (VIPS) Award. Programs, also law Enforcement Volunteer known as the Volunteers in Police Services (VIPS) Award. The VIPS Award will recognize those agencies that have shown leadership in Award creating and sustaining programs that successfully The VIPS will recognize those agencies that have shown integrate volunteers into overall organizational operations and leadership in creating and sustaining programs that successfully administration of law enforcement integrate volunteers into overallwork. organizational operations and administration of law enforcement work. Take this opportunity to show your volunteers the difference they make to your and community – apply for thethe VIPSdifference Award today. Takeoganization this opportunity to show your volunteers they make to your oganization and community – apply for the VIPS Award today. To apply, visit the IACP Web site at www.theiacp.org/awards/ volunteerprogram Carolyn Cockroft at [email protected] or To apply, visit or thecall IACP Web site at www.theiacp.org/awards/ 1.800.THE.IACP. Applications beCockroft postmarked no later than volunteerprogram or call must Carolyn at 1.800.THE.IACP. MayApplications 14, 2012. must be postmarked no later than May 14, 2012.



57

Get an Early Start! Sponsor New Members Now for the 2012 President’s Membership Drive Win prizes by sponsoring new members in the

2012 President’s Membership Drive with the opposite specially coded membership application.

IACP President Walter A. McNeil

Full details coming soon! 58



IACP President’s Membership Drive Application International Association of Chiefs of Police P.O. Box 62564 Baltimore, MD 21264-2564, USA Phone: 1-800-THE IACP; 703-836-6767; Fax: 703-836-4543

I am applying for the following category of membership:

DO NOT USE

Acct. # ______________________ CK # ________________________ MS # ________________________

Active

Associate

(Please Print) Name: ____________________________________________________________________________

Title/Rank: _______________________________________________________________________ Agency/Business Affiliation: ________________________________________________________ Business Address:__________________________________________________________________ City, State, Zip, Country: ____________________________________________________________ Residence Address: ________________________________________________________________ City, State, Zip, Country: ____________________________________________________________ Business Phone:____________________________Fax: ___________________________________ E-mail: ___________________________________________________________________________ Web Site: _________________________________________________________________________ Signature:__________________________________Date of Birth: (MM/DD/Year) _____/_____/_____ Send mail to my

Business

Residence Address | I am a sworn officer.

Number of sworn officers in your agency (if applicable) d. 26 - 49

e. 50 - 99

f. 100 - 249

g. 250 - 499

Approximate pop. served (if applicable) d. 50,000 - 99,999

e. 100,000 - 249,999

a. 1 - 5

h. 500 - 999

a. under 2,500

b. 6 - 15

Yes

No

c. 16 - 25

i. 1000+

b. 2,500 - 9,999

f. 250,000 - 499,999

c. 10,000 - 49,999

g. 500,000 +

Education (Highest Degree): __________________________________________________________ Date elected or appointed to present position: _________________________________________ Law enforcement experience (with approx. dates): _______________________________________ _________________________________________________________________________________ Have you previously been a member of IACP?

Yes

Amount _____________________

No

EACH APPLICANT MUST BE SPONSORED BY AN ACTIVE MEMBER OF IACP IN HIS/HER RESPECTIVE STATE/PROVINCE/COUNTRY.

Membership Requirements Active Membership Commissioners, superintendents, sheriffs, chiefs and directors of national, state, provincial, county, municipal police departments. Assistant chiefs of police, deputy chiefs of police, executive heads and division, district or bureau commanding officers. Generally the rank of lieutenant and above is classed as active membership. Police chiefs of private colleges and universities who are qualified as law enforcement officers within their respective states/provinces. Officers who command a division, district or bureau within the department. Command must be specified on the application. Chief executive officers of railroad police systems and railway express company police systems.

Associate Membership Police officers employed by police agencies below the rank of lieutenant. Superintendents and other executive officers of prisons. Chief executives, departmental officers and technical assistants of city, county, state, provincial and national agencies with administrative or technical responsibility for police-related activities.

Sponsor Name:_____________________________ Membership number: ___________________

Prosecuting attorneys, their deputies and deputy sheriffs.

Membership Dues – $120 (U.S. dollars only – includes subscription to Police Chief magazine valued at $25.)

Professors and technical staffs of colleges and universities engaged in teaching or research in criminal law, police administration and other phases of criminal justice.

I have enclosed: Purchase order Charge to: MasterCard VISA

Personal check/money order Agency check American Express Discover

Cardholder’s Name: _______________________________________________________________ Card #:______________________________________________________ Exp. Date: _____/_____ Cardholder’s Billing Address: _______________________________________________________ Signature:_________________________________________________________________________ All memberships expire December 31 of each calendar year. Applications received after October 1 will be credited to the following year.

For further information on membership benefits and eligibility, visit the IACP Web site www.theiacp.org. http://www.naylornetwork.com/iac-nxt

Staffs of crime institutes, research bureaus, coordinating councils, law enforcement associations. Chief executive officers of industrial or commercial security police agencies and private police or detective agencies. Employees of companies providing services to law enforcement agencies. Associate members enjoy the same privileges as active members except those of holding office and voting.

PDA12 CHIEF/February 2012 THE POLICE

59

T E C H N O L O G Y

T A L K

N-DEx Developments Leverage Technology to Deliver Critical Investigative Information to the Criminal Justice Community

By James T. Bryan, Program Manager, Information Sharing Initiatives, IACP

T

he daily headlines increasingly deliver bad news about the impact the faltering economy is having on states, counties, and municipalities across the United States. Articles and broadcasts address reductions in police services; the widespread release of prisoners to control incarceration costs; and the work of judicial support workers (such as probation and parole officers) being impacted by furloughs and mileage restrictions. Indeed, a driving issue to today’s law enforcement executive is adjusting to decreasing budgets at every level. Chiefs, sheriffs, fusion center directors, and prison wardens are exploring every option to control their respective agency funds while continuing their vital work using the tools and resources available to them that are cost-efficient, reliable, acceptable to their staffs, and applicable to their specific disciplines. Often, they seek new or emerging technologies to aid in their efforts to combat crime and terrorism. N-DEx is a forcemultiplier because it offers investigative help to law enforcement. The Law Enforcement National Data Exchange (N-DEx) delivers a no-cost investiga60


tive tool to share incident, offense, and correctional data across disparate geographic areas, jurisdictions, and information systems. N-DEx is operated by the Federal Bureau of Investigation Criminal Justice Information Services Division (FBI-CJIS) and is widely used by detectives, troopers, analysts, and inspectors. Much of the current success of N-DEx is credited to the FBICJIS model of information systems’ shared management, which has proven successful with the National Crime Information Center, the Interstate Identification Index System, and the Integrated Automated Fingerprint Identification System programs. N-DEx is similarly poised to become a legacy program delivered by a distinguished group of technical professionals based in Clarksburg, West Virginia, with the support of the Raytheon Company, which has been the prime contractor engaged in the design, development, and implementation of this web-based software since its inception. The contractor team was integral to the release in spring 2011 of the third and final increment of N-DEx, which included increased mapping, visualization, and subscription and notification capabilities, as well as the acceptance of incarceration, probation, and parole records. Now fully operational, N-DEx provides tremendous value to the analytical community by providing correlation and analysis to detect crime networks, patterns, and trends. The system provides users with an intuitive interface or dashboard, resembling many commonly seen on the Internet, as well as a host of web services for seamless external access and integration. It has been well received. In fact, the Information and Intelligence Sharing Committee of the IACP State and Provincial Police Division, an influential group comprising key state police superintendents, resolved that they “believe that a national data sharing system is essential and [they] support N-DEx as that system.”1 Similar endorsements have come from the IACP Executive Board, the Major Cities Chiefs Association, the National Sheriffs’ Association, and the Major County Sheriffs’ Association.

Though state policing agencies and major metropolitan police departments were among the first to embrace N-DEx, the use of this tool has spread to suburban, rural, and tribal agencies that are increasingly reporting success attributable to their use of the system. In a key effort to expand the use of N-DEx, the IACP, in partnership with the FBI, designed and is delivering a national educational outreach program. The program has been well received by smaller agencies, as it provides a no-cost data exchange tool that is continuously operational and allows inquiries to be made on common searches such as people, places, vehicles, and crime types. Examples of other available niche data queries include files on Federal Firearms Licenses, taxpayer identification numbers, and telephone logs from several contributing federal penitentiaries and jails. Texas and Kansas are examples of two state contributors of information in which small, rural offices far outnumber larger agencies. Chief Bart Moore of the Mount Hope, Kansas, Police Department, an agency of two full-time and three part-time officers, said, “As a small farming community and microagency, we lack the funding mechanisms to support the acquisition of sophisticated records management systems or to pay for subscriptions for shared information. N-DEx is a tool that we can use to access not only state records but other records from across the country. It is a great tool for this small agency, and I encourage others to use it.”2 In fact, it should be noted that law enforcement and eligible criminal justice personnel can search and use services and capabilities at no cost, regardless of whether an agency is submitting data. The FBI can sometimes provide a measure of technical support to agencies interested in contributing records to N-DEx when assistance is needed in data mapping, conversion, or both. The level and scope of assistance depends on the needs of the agency, the resources available, and the substantive contribution of the data. http://www.naylornetwork.com/iac-nxt

The N-DEx system was deployed incrementally, consistent with functional, operational, and technical priorities to allow for additional capabilities and user input with each release. The myriad data sets and diverse demands of eventual system customers created a demand for a unique information technology architecture, which Raytheon delivered while adhering to the National Information Exchange Model. These strict controls ensure that the sharing of data takes place in a secure environment, in accordance with applicable law and FBI-CJIS policies, and have allowed N-DEx to mature into a dynamic, flexible, and readily accessible records entry and retrieval system for the nearly 18,000 federal, state, local, tribal, and correctional entities and fusion centers in the United States and its territories. Importantly, N-DEx provides an economical option to collect and share incident and investigative information across regions, jurisdictional boundaries, and differing systems. The improvements now available allow a user to save precious time and effort in the investigative disposition of offenses, pretrial research, and post-release monitoring. N-DEx is becoming a best practice for many who have investigative or analytical responsibilities, truly maximizing their productivity and reducing labor time via integrated or federated searches from a single access point. Currently, there are nearly 130 million searchable records representing 4,354 contributing agencies contained within the system. These records contain information on more than 750 million persons, places, things, and events accessible to investigators and analysts. In today’s economic environment and with the ever-increasing expectations put upon criminal justice providers, the ability to perform more quickly and with less overall expense is paramount to success. FBI Supervisory Special Agent Jeffrey C. Lindsey, N-DEx Unit Chief, said “Although sponsored by the FBI, N-DEx highlights the ability of the entire law enforcement community to work together to dramatically improve criminal investigations nationwide through secure, coordinated, and comprehensive information sharing.”3

N-DEx will have a presence at the upcoming IACP Law Enforcement Information Management Conference, May 21–23 in Indianapolis, Indiana. The conference will feature an exposition hall, a learning laboratory, and presentations addressing law enforcement practitioners and the vendor community. Working with solutions providers has been an important component of the N-DEx outreach efforts, and the IACP has worked closely with both the Integrated Justice Information System (IJIS) Institute and state FBI-CJIS systems officers. The IACP State and Provincial Police Division coordinates the delivery of N-DEx outreach and marketing through its Information Sharing Initiatives Working Group. The partnership is planned to continue through 2013, and subject matter experts are available to visit agencies to assist in the education of employees and the implementation of this worthwhile policing tool. Though few things are free in today’s world, this is one opportunity that is available to police executives with no membership, no operational, and no maintenance costs. For additional information, visit http://www.theiacp.org/ndex, contact the IACP at 1-800-843-4227, or call the FBI N-DEx Program Management Office at 1-304-625-4242. v

Police Chief Salsbury Industries Notes:

1 The Information and Intelligence Sharing Committee of the IACP State and Provincial Police Division, IACP 2011, Chicago, Illinois, October 22, 2011. 2 Mount Hope, Kansas, Police Chief Bart Moore, telephone conversation, December 28, 2011. 3 FBI Supervisory Special Agent Jeffrey C. Lindsey, email, December 30, 2011.

Runs in: Apr, Aug, Nov

POLICE COMMISSIONER SUFFOLK COUNTY, NEW YORK

LOCKERS Single Tier Standard Double Tier Standard Triple Tier Standard Box Style Standard Extra Wide Vented Open Access Modular Designer Solid Oak Executive Plastic Storage Benches

We are located on Long Island, an area renowned for its natural beauty and high quality of life, situated approximately one hour from New York City. Suffolk County covers an area of almost 1,000 square miles and has a population of over 1.5 million. The successful candidate will direct a 3,500 employee department with a current budget of over $400 million. The Commissioner is appointed by the County Executive subject to the approval of the County Legislature. Our compensation package includes a competitive salary and a diversified, all-inclusive benefit plan. We require an individual with a progressive record of success who has proven adept at solving major problems in prior positions. At a minimum, the individual should have a Bachelor’s Degree, 8 years of administrative/management experience in a large law enforcement agency (minimum of 500 employees) or a comparable large organization, and an unblemished record of integrity and success. We are seeking a candidate with excellent communication skills, an ability to organize, manage and implement programs and systems, and who has substantial knowledge of the principles and practices of modern police administration including the use of intelligence driven data to manage the deployment of personnel and discern crime patterns and trends. The ideal candidate will also have experience policing diverse communities and a demonstrated a bility in building relationships with community leaders as well as a commitment to diversity hiring. Please send a resume and a cover letter, both of which will be maintained in confidence, via e-mail to: [email protected]



61

I A C P

International Leadership Visits D.C., the IACP

From left: IACP International Vice President Nelson Garcia, Belgian Ambassador Jan Matthysen, IACP International Policing Division Vice Chair Barbara Fleury, and Belgian Police Attaché to the United States Patrick Stevens

On Thursday, January 12, IACP International Vice President (IVP) Nelson Garcia and International Policing Division Vice Chair Barbara Fleury were guests of Belgian Ambassador to the United States Jan Matthysen and Police Attaché Patrick Stevens for breakfast at the ambassador’s residence. The purpose of the meeting was to discuss recommendations by Mr. Stevens for the advancement of the IACP’s vision for the future in the international arena. Also present for the discussions were IACP Executive Director Bart Johnson, Deputy Executive Director/Chief of Staff Jim McMahon, and International Policing Division Director Paul Santiago. This event was followed by a similar meeting at the Canadian Embassy, hosted by Ms. Fleury, Director General of International Policing Services for the Royal Canadian Mounted Police. The day culminated for the IACP IVP with a meeting of the IACP International Policing Division Steering Committee Advisory Committee, chaired by the DEA Administrator Michele Leonhart. IVP Garcia spoke relative to the IACP’s international component of the strategic plan, while Executive Director Johnson addressed this group for the first time, providing his vision for the future of the IACP. IVP Garcia was also in the Washington, D.C., area to receive his official IACP orientation after assuming the position of the association’s IVP at the annual conference in Chicago in October 2011. 62


N E W S

IACP Project Safe Neighborhoods Launches Gun ID App

A collaboration among the IACP Firearms Committee; Project Safe Neighborhoods; the Bureau of Justice Assistance; and the Bureau of Alcohol, Tobacco, Firearms, and Explosives (ATF) has produced a new mobile application (app) of the ATF’s publication, Police Officer’s Guide to Recovered Firearms. This free app is designed specifically to aid law enforcement officers with processing recovered firearms. It features tips on firearms safety, firearms marking identification tools, firearms tracing tools, and other valuable information. App users have access to training information and other resources through the IACP Twitter and Facebook newsfeeds. Additionally, app users who successfully complete the Officer’s Guide to Recovered Firearms quiz receive an e-certificate that can be printed and added to their portfolios. The Officer’s Guide to Recovered Firearms app is available for free download in the iTunes App Store for iPhones and iPads and as a mobile optimized website for the BlackBerry, the Android, and other web-enabled mobile devices. For more information, visit http://myappsinfo .com/recoveredfirearms from your mobile device or email [email protected]. Note: Readers can download free QR reading software for their smartphones. Check your phone’s app store for available QR readers.

Submit a Workshop Proposal for the IACP 2012 Annual Conference in San Diego

From years of experience in the industry, you have extensive knowledge to share. The IACP seeks to offer relevant and timely education and training to help police executives do their jobs more effectively and make their agencies more successful. IACP 2012, September 29–October 3, at the San Diego, California, Convention Center, wants your ideas. Submit a proposal at http://www.theiacpconference .org and click on the Call for Papers button on the right of the page to begin. Deadline for proposals is February 22, 2012. v

Line of Duty Deaths

“They will be remembered—not for the way they died, but for how they lived.”

The IACP wishes to acknowledge the following officers, who made the ultimate sacrifice for their communities and the people they served. We extend our prayers and deepest sympathies to their families, friends, and colleagues. Detective Robert J. “Shane” Wilson Doraville, Georgia, Police Department Date of Death: November 14, 2011 Length of Service: 8 years (with agency) Agent Mariano Rodríguez-Maldonado Puerto Rico Police Department Date of Death: November 21, 2011 Length of Service: 7 years (with agency) Chief of Police Jerry E. Hicks Sr. Leadwood, Missouri, Police Department Date of Death: December 4, 2011 Length of Service: 25 years Police Officer Deriek W. Crouse Virginia Tech, Virginia, Police Department Date of Death: December 8, 2011 Length of Service: 4 years (with agency) Deputy Sheriff Richard “Rick” Rhyne Moore County, North Carolina, Sheriff’s Office Date of Death: December 8, 2011 Length of Service: 37 years Sergeant David E. Enzbrenner Atchison, Kansas, Police Department Date of Death: December 9, 2011 Length of Service: 24 years, 5 months Detective Peter Figoski New York City, New York, Police Department Date of Death: December 12, 2011 Length of Service: 22 years, 5 months Undersheriff Patrick Pat Pyette Blaine County, Montana, Sheriff’s Office Date of Death: December 14, 2011 Length of Service: 10 years Police Officer John David Dryer East Washington Borough, Pennsylvania, Police Department Date of Death: December 19, 2011 Length of Service: 1 year, 4 months (with agency) Police Officer Specialist Timothy Brian Schock Chesapeake, Virginia, Police Department Date of Death: December 20, 2011 Length of Service: 16 years, 1 month (with agency) Police Officer Arnulfo Crispin Lakeland, Florida, Police Department Date of Death: December 21, 2011 Length of Service: 1 year, 6 months (with agency)


Introducing the

New IACP Marketplace Please visit the online marketplace at: http://shop.fullpond.com/iacp/

Your online source for

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For questions or help, please contact: Andrea Brown: 800-678-0014, x 103 [email protected]

http://www.naylornetwork.com/iac-nxt IACP full page AD revise.indd 1


63

9/1/11 7:22 AM

I N D E X

T O

A D V E R T I S E R S

The advertisers in this issue can help equip your department with the most efficient tools available today! Always mention the Police Chief when contacting our advertisers. Page #

All City Management Services “The Crossing Guard Company” 800.540.9290 www.thecrossingguardcompany.com............................15 American Military University 877.468.6268 www.amuonline.com/public-safety................................3 Architects Design Group 407.647.1706 www.adgusa.org.................................................................46 Armored Solutions® Inc. 800.742.9997 www.armored-solutions.com...........................................21 Bode Technology 866.263.3443 ext. 787 www.bodetech.com........................................................CV2 Brinkley Sargent Architects 972.960.9970 www.brinkleysargent.com................................................48 Brunswick Commercial and Government Products 386.423.2900 www.brunswickcgp.com...................................................36 California University of Pennsylvania 724.597.7400 www.calu.edu/go...............................................................19 Coplogic, Inc. 800.734.9293 www.coplogic.com.............................................................29 Delphi Technology Solutions, Inc. 866.774.7500 www.PoliceDHQ.com........................................................13 Eastern Kentucky University 859.622.7568 www.eku.edu.......................................................................35 Global Training Academy, Inc. 210.622.9640 www.k9gta.com...................................................................35 Hawker Beechcraft Special Missions 316.676.8352 www.hawkerbeechcraft.com/military _and_special_mission.....................................................CV3 IACP Alzheimer’s Initiatives 800.THE.IACP www.theiacp.org/alzheimers..........................................46 IACP Annual Training Conference on Drugs, Alcohol and Impaired Driving - August 16-18, 2012, Seattle, Washington 800.THE. IACP www.DECP.org....................................................................56 IACP Assessment Center Workshop - March 26-27, 2012 - Scottsdale, Arizona 800.THE.IACP ext. 237 www.theiacp.org/testing..................................................47

Page #

IACP Discover Policing 800.THE.IACP www.discoverpolicing.org................................................17 IACP International: European Conference 800.THE.IACP iacpeuroconf@theiacp.org.................................................14 IACP Law Enforcement National Data Exchange - N-Dex 800.THE.IACP www.theiacp.org/ndex.....................................................11 IACP LOGIN: Excellence in Victim Services Award (EVSA) 800.843.4227 ext. 837 www.theiacp.org.................................................................43 IACP Membership Application 800.THE.IACP www.theiacp.org........................................................... 58-59

Policecars Orlando 407.330.9771 www.PolicecarsOrlando.com...........................................19 POLICEintel by QiSOFT 912.790.7990 www.policeintel.com..........................................................21 Project Lifesaver International 877.580.LIFE www.projectlifesaver.org...................................................48 Purdue Pharma L.P. 203.588.7281 www.purduepharma.com.................................................11

IACP Merchandise 800.678.0014 ext. 103 www.shop.fullpond.com/iacp........................................63

Reeves Company, Inc 800.452.1161 www.reevesnamepins.com.................................................5

IACP Net 800.227.9640 www.iacpnet.com/iacpnet/ public/about.html...............................................................51

Regis University 866.548.3279 www.regisdegrees.com......................................................39

IACP RCD: August Vollmer Excellence in Forensic Science Award 800.THE.IACP www.theiacp.org/tabid/275/default.aspx...................55 IACP RCD: Police Officer’s Guide to Recovered Firearms 800.THE.IACP myappsinfo.com/recoveredfirearms..............................33 IACP S&P: LEIM - Indiananpolis, IN May 21-23, 2012 800.THE.IACP www.theiacp.org/leim2012conference..........................53 IACP Section Membership Application 800.THE.IACP www.theiacp.org.................................................................49 IACP Sprint Excellence in Law Enforcement Research Award 800.THE.IACP www.theiacp.org.................................................................45

Robotronics, Inc. 800.762.6876 www.robotronics.com........................................................25 Salsbury Industries-Lockers.com 800.562.5377 www.lockers.com................................................................61 Solar Traffic Controls, LLC 480.449.0222 www.solar-traffic-controls.com........................................42 Southern Police Institute 502.852.6561 www.louisville.edu/spi.......................................................7 SpeakWrite 800.828.3889 www.speakwrite.com/police...........................................25 Thermo Scientific 978.642.1132 www.thermoscientific.com/TruNarc.............................23

IACP Subscriptions and Digital Issue 800.THE.IACP www.policechiefmagazine.org.........................................65

Total Recall Corporation 845.368.3700 www.totalrecallcorp.com...................................................13

IAPro by CI Technologies 800.620.8504 www.IAPro.com....................................................................5

Transportation Security Administration 877.872.7990 tsajobs.tsa.dhs.gov...............................................................41

Laser Labs, Inc. 800.452.2344 www.laser-labs.com............................................................54 Local Initiatives Support Corp 212.455.9357 www.lisc.org.........................................................................39

IACP Award for Outstanding Achievement in Law Enforcement Volunteer Programs 800.THE.IACP ext. 206 www.theiacp.org/about/awards....................................57

Marymount University 703.284.5908 www.marymount.edu/LearnMore................................40

IACP Center for Police Leadership & Training 703.836.6767 ext. 265 www.theiacp.org/training.......................................... 26-27

New World Systems 248.269.1000 www.newworldsystems.com.......................................CV4

IACP Center for Social Media 800.THE.IACP www.iacpsocialmedia.org.................................................48

Page #

PIPS Technology, Inc. - A Federal Signal Company 865.392.5540 www.pipstechnology.com.................................................52

Northwestern University Center for Public Safety 800.323.4011 nucps.northwestern.edu/policechief...............................9

University of Virginia School of Continuing and Professional Studies 800.346.3882 www.scps.virginia.edu/IACP..........................................54 Whelen Engineering Co Inc 860.526.4078 www.whelen.com...............................................................24 City of Bismarck www.bismarck.org..............................................................53 City of West Palm Beach, FL 800.THE.IACP search@theiacp.org..............................................................37 Suffolk County Civil Service www.suffolkcountyny.gov................................................61

The IACP does not recommend, endorse, or accept responsibility for the proper performance of any product advertised in these pages.

For advertising information, call Steve Currie, The Coy Group at 877-247-7142

64



The Digital World of Information Police Chief Magazine – Digital Edition http://www.naylornetwork.com/iac-nxt

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65

H I G H W AY

S A F E T Y

I N I T I A T I V E S

The IACP Partners with Motor Vehicle Administrators to Improve Officer and Highway Safety By Brian A. Ursino, Director of Law Enforcement, American Association of Motor Vehicle Administrators, Arlington, Virginia

Two AAMVA working groups have recently culminated their work, resulting in deliverables that are now available to law enforcement at no cost.

F

ounded in 1933, the American Association of Motor Vehicle Administrators (AAMVA) is a nonprofit organization developing model programs in motor vehicle administration, law enforcement, and highway safety. The AAMVA represents the state and provincial officials in the United States and Canada who administer and enforce motor vehicle laws. The AAMVA’s programs encourage uniformity and reciprocity among the states and provinces. Under its current structure, the AAMVA has 10 discipline areas that fall under the auspices of three standing committees: the Driver Standing Committee; the Enforcement Standing Committee; and the Vehicle Standing Committee. Every standing committee has at least one member representing the IACP State and Provincial Police Directorate. The mission statement of the Enforcement Standing Committee was recently revised. The mission statement on the AAMVA website speaks for itself: “To inspire collaboration between law enforcement and motor vehicle administrators to improve highway and public safety.” Each standing committee also is charged with addressing contemporary issues within its area of oversight. The most common method for accomplishing this is through topic-specific working groups. Some working groups are funded by the AAMVA, and others are funded by federal partners with a business interest in the best practice being developed. Each time a working group is created to address an issue that may affect, or is of concern to law enforcement, the AAMVA recruits IACP members to be working group members. This recruitment usually occurs through the IACP Highway Safety Committee. All travel expenses to attend working group meetings are paid by the AAMVA.

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18-Wheels & BUSted is a 12-minute training DVD that was funded by the Federal Motor Carrier Safety Administration. The purpose of this video is to encourage law enforcement to more proactively engage in commercial vehicle and driver enforcement to reduce large truck and bus crashes, injuries, and fatalities. The video also provides officer safety tips so officers can stop trucks and buses as safely as possible. A copy of this DVD was mailed to every law enforcement executive on the IACP’s and the National Sheriffs’ Association’s mailing lists in September 2011. The video can be viewed by visiting the AAMVA YouTube page at http://www.youtube .com/user/AAMVACommunications (accessed December 21, 2011). DVDs can be obtained by emailing the author at [email protected]. The Foreign National Driver Credential Resource Card was developed with funding provided by the National Highway Traffic

Safety Administration (NHTSA). This resource card, accompanied by a training PowerPoint presentation, provides officers a resource to help them determine if credentials they are presented at roadside by a foreign national driver actually give the individual driving privileges while in the United States. Watch a presentation and learn more about the resource card on the AAMVA YouTube page. There are two additional working groups currently operating under the auspices of the Enforcement Standing Committee that will be producing deliverables by September 30, 2012. These are the License Plate Reader (LPR) Working Group and the Suspended and Revoked Working Group. The LPR Working Group, funded by U.S. Customs and Border Protection, is developing recommendations for a national standard in license plate design to make LPRs more efficient. Currently, business rules vary between states, resulting in the potential for missed “hits” when LPRs check plates against various databases. This is an obvious concern for officer safety, public safety, and homeland security reasons. The problem also results in lost revenue for many tolling authorities. The Suspended and Revoked Working Group, funded by NHTSA, is developing a recommendation that states discontinue suspending driving privileges for nondriver behavior–related reasons and provide alternative suggestions for achieving the social compliance sought without using the driving privilege as leverage when not directly related to highway safety. If adopted, this will result in a dramatic reduction of suspended drivers on roadways and a commensurate reduction on the resource drain these drivers create on motor vehicle administrations, law enforcement professionals, prosecutors, and the courts. These are just a few examples of how the AAMVA is partnering with the IACP to address issues of mutual concern to motor vehicle and law enforcement administrators. For more information about the AAMVA, visit http://www .aamva.org or contact Brian A. Ursino, director of law enforcement, at [email protected]. v http://www.naylornetwork.com/iac-nxt

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