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—— ordinarily will be necessary to prevent reformation of small groups that break off from the main body of the mob. When dispersal has been accomplished, sufficient control personnel should be directed to remain in the affected area to prevent new outbreaks and looting, which often accompany rioting. Such control should be maintained long enough to allow a general cooling of the situation. Mobile follow-up units can be used as an effective deterrent for this purpose. Units manned by four officers can usually disperse small isolated groups that reform to harass the police, to loot, or to damage property, and teams of officers on foot may perform the same task in highly urbanized areas. Specially trained tactical teams can render valuable assistance if they are available.

Follow-up action

Basic tactical and operational procedures similar to those applicable to minor unlawful assemblies generally can be employed with good effect in major disorders. The very nature of major disturbances, however, will usually require more sophisticated planning and far more personnel in carrying out control operations. communications field tactics A pincer movement, in which the crowd is attacked from the front and both flanks, may force it to escape to the rear, and a flanking maneuver, in which the crowd is attacked from the front and from one flank, will usually force the group to disperse to the opposite flank. An attack from the rear and front of the crowd may force dispersal to the flanks but may permit hostile units to regroup and attack the police from the rear; the bottling effect may force the crowd to fight because there is no other acceptable option left to them. arrest agitators or leaders

civil disorder

field intelligence evacuation rescue

major disaster responsibilities

The following lists some possible signs of a radiological attack:15 Unusual numbers of sick or dying people or animals (As a first responder, strong consideration should be given to calling local hospitals to see if additional casualties with similar symptoms have been observed. Casualties may occur hours to days or weeks after an incident has occurred; the time required before symptoms are observed is dependent on the radioactive material used and the dose received. Additional symptoms include skin reddening and, in severe cases, vomiting.) Unusual metal debris (such as unexplained bomb- or munitions-like material) Radiation symbols (Containers may display a radiation symbol.) Heat-emitting material (that is, material that seems to emit heat without any sign of an external heating source) Glowing material or particles (If the material is strongly radioactive, then it may emit a radioluminescence.) Placards associated with radiological incidents Radiation detected on the scene by Geiger counters or other equipment Written, verbal, and/or social media threats 278 Immediate identification of a radiological attack is difficult. Radiation can’t be detected by the senses, and symptoms of radiological exposure may not be present for hours or days.

radiological attack

Is the crime scene “hot”? Is there potential for risk to those arriving at the scene from snipers, undetonated or undiscovered explosives, or biological, chemical, or radioactive agents exposed at the scene? These are only a few of the questions that need to be answered properly if potential loss of life or risk of injuries is to be prevented or diminished. The first responding supervisor also has critical decisions to make. What level of further assistance is requested? When does the supervisor or command-level personnel at the scene activate the incident command system? Who needs to be notified at the higher levels? What other local, state, or federal agencies need to be contacted per protocol or based on the need to reduce risks of potential serious injury or loss of life? These are the critical concerns and issues that a first responding supervisor at the scene will encounter during a critical incident.

now actions

Supervisors should post personnel in strategic positions where they can safely keep unauthorized persons from approaching military aircraft. Most of these are equipped with explosive charges that eject canopies and seats. Serious injuries may result if mechanical firing pins or gas charges are touched or improperly operated. Spectators should be discouraged from taking pictures of such aircraft unless authorized military personnel request their services.17 Those taking pictures should be identified and their names transmitted to military representatives. News cameramen should not be prevented from taking pictures, as control of their release is the responsibility of the military.

military aircraft

Mirrors and screwdriver sets should be obtained if possible and distributed to those making the search to aid them in looking on the undersides of furniture and equipment and behind wall plates and receptacle covers. K-9 units might be of value if dogs trained to sniff explosives are available because their use for this purpose will speed up the search substantially. Bomb squad members may also choose to deploy a robot. The supervisor should request some responsible person to assign employees most familiar with the premises to assist search personnel by pointing out to them objects foreign to the building. All persons engaged in the search should be cautioned against touching or moving anything that might trigger an explosion and should be instructed to look in every conceivable place that might conceal a bomb. They should be especially alert for foreign packages or objects or those items that appear to have been left behind by someone; objects that are out of their usual places should also be suspected. Any of these may conceal an explosive device.

bomb search tools

If no bomb or explosive is found, supervisors should inform the person in charge of the building, but they should avoid suggesting that the building is safe for occupancy. To do so might unnecessarily involve considerable liability for the department in the event persons reoccupy the building in reliance on their statement and are injured or killed from the explosion of a bomb that was not found.

no bomb found

One of the first acts of the supervisor on arrival should be to ensure that appropriate notifications have been made to the fire department. Information transmitted should include the type and size of the fire, type of property and area involved (or soon to be involved), wind direction, endangered structures and facilities, public utilities exposed to the blaze, and emergency routes to the scene. Available personnel should be assigned to the immediate vicinity and to perimeter posts to control vehicular and pedestrian traffic that might interfere with firefighting efforts. This is the primary responsibility of the police, with other police units being assigned as needed when they arrive.

fire

All possible places of concealment must be searched systematically by the search team until the entire building has been inspected. In multistory structures, the search should begin at the top of the building whenever practicable and proceed downward systematically, if search personnel can start the search there without unnecessary risk. The suspects will either remain hidden, where they can be located and arrested, or be forced downward, where they may be apprehended by the cover team. If a suspect is forced upward by a search that starts in the basement of a structure, the individual may become more dangerous when cornered at the top of the building with no place to go, or he or she may escape over the roofs of other adjoining buildings. As each portion of the building is searched, personnel should be assigned to secure that area or keep it under observation to prevent the suspect from moving into it. The search team should then proceed to check the next room or portion of the building until the building has been completely searched.

building search

A twenty-first-century police leader has an enormous responsibility to enforce the law, to give their subordinates lawful orders, to maintain order, to build public trust through transparency, and to ensure the constitutional rights of everyone they serve.

knowledge

an effective leader must continue to train in the areas they supervise. In addition to taking leadership courses that focus on personnel and management issues, today’s police leaders must also get regular updates on developments in criminal law and constitutional procedure that apply to the operations of personnel they supervise.

keep up to date

If there is a threat to public safety, questions may be asked without the administration of Miranda Warnings (NY v. Quarles, 4677 U.S. 649). The threat may be immediate such as an active shooter or a threat of terrorism. Although the public safety exception was born out of the decision in NY v. Quarles, we saw it used in a high-profile case during the questioning of the Boston Marathon Bombing suspect.

public safety exception

A consent search must be ——-. A claim by officers that “we have a search warrant” or “we will be back with a search warrant” makes a consequent consent involuntary and invalid (Bumper v. North Carolina 392 U.S. 757, 1966). To consent to a search, you should have authority over the item or location. During a lawful tenancy, a landlord cannot give valid consent to enter or search the tenant’s residence (Chapman v. U.S. 365, 1961). During paid occupancy, a hotel manager cannot give valid consent to enter or search the guest’s rooms (Stoner v. California 376 U.S. 483, 1961). However, a person with joint authority and control over an item such as a duffel bag can consent to its search (Frazier v. Cupp 394 U.S. 731, 1969). Police may even rely on consent given by someone who reasonably appears to have authority over the place to be searched, even if the person does not have actual authority to authorize the consent (Illinois v. Rodriguez 497 U.S. 491, 1990).

voluntary

The ——-requires law enforcement agencies to make reasonable accommodations to their policies, practices, and procedures that will ensure accessibility for individuals with disabilities. That is, unless making such accommodations would fundamentally alter the program or service involved.

ada

The U.S. Supreme Court held that while the ———- ’s prohibition on unreasonable searches and seizures applies to public school officials, they may conduct reasonable warrantless searches of students under their authority of Reasonable Suspicion, notwithstanding the probable cause standard that would normally apply to searches under the Fourth Amendment (NJ v. T.L.O, 469 U.S. 325). The TLO Court found that school officials have an overwhelming responsibility to keep the school campus and its population safe, in an effort to minimize an interruption of the educational environment. The TLO Court found that searches carried out by school officials had to be justified at their inception. A specific student or group of students would have to be suspected of breaking a school rule or committing a criminal offense. The search would be such that evidence of a rule infraction or violation of law would be found, the search would be carried out in private, or in the presence of the suspect student(s) (NJ v. TLO, 469 U.S. 325). School officials cannot carry out these searches at the behest of police officers, as the request by a police officer, or the officer being present during the search would qualify school officials as an “agent of the police,” and thereby require probable cause and/or a warrant (NJ v. TLO, 469 U.S. 325). Some states have even extended a school official’s ability to search a student’s car that is parked on school property based on reasonable suspicion.

Fourth Amendment

In 2013, the U.S. Supreme Court ruled in Maryland v. King that states may collect and analyze DNA from people after an arrest. The 2013 ruling validated DNA collection laws prior to conviction in 29 states. While Justice Anthony Kennedy agreed DNA swabs constituted a search under the Fourth Amendment, he argued it was not unreasonable because a suspect’s criminal history is a crucial part of his identity. DNA could help unveil that history.

dna

The value of the ——— defense to law enforcement officers in use of deadly force cases cannot be understated. It is crucial for attorneys representing officers in civil rights litigation to completely understand the full contours of the qualified immunity defense and use it to successfully defend their police officer clients. The Supreme Court has demonstrated the Court’s continued determination to give police officers the benefit of the doubt, when reviewing their split-second life-changing decisions from the entirely safe confines of their judicial chambers (Mullinex v. Luna, 577 U.S. ______ 2015). The Court has shown a willingness to use the qualified immunity defense to adjudicate police use of deadly force cases at the pre-trial stage of litigation and spare officers from the monetary and emotional burdens of protracted discovery and trial. The Court's action demonstrates the extraordinary value of the qualified immunity defense to police officers who use deadly force in the performance of their duty, even in cases where the need for such force was not absolutely clear-cut and obvious.

qualified immunity

The Law Enforcement Officers Safety Act4 is a U.S. Federal Law allowing qualified active and retired law enforcement officers from local and state agencies to carry concealed firearms. This law creates two basic classes of qualifiers, each containing a number of qualifying components.

leosa

The Family and Medical Leave Act of 1993 (——-) is a U.S. labor law requiring covered employers to provide eligible employees with unpaid (job-protected) leave for qualified medical and family reasons. According to the U.S. Department of Labor,5 eligible employees are entitled to 12 workweeks of leave in a 12-month period for the birth of a child, and to care for the newborn child within one year of birth; the placement with the employee of a child for adoption or foster care, and to care for the newly placed child within one year of placement; to care for the employee’s spouse, child, or parent (but not a parent “in-law”), who has a serious health condition; a serious health condition that makes the employee unable to perform the essential functions of his or her job; any qualifying exigency arising out of the fact that the employee’s spouse, son, daughter, or parent is a covered military member on “covered active duty”; or As well as twenty-six workweeks of leave during a single 12-month period to care for a covered service member with a serious injury or illness, if the eligible employee is the service member’s spouse, son, daughter, parent, or next of kin (military caregiver leave).

FMLA

Persons who are lawfully in public spaces or locations where they have a legal right to be present—such as their home, place of business, the public way, or the common areas of public and private facilities and buildings—have a ———- right to record things in plain sight or hearing, to include police activity. Police officers should never threaten, intimidate, or otherwise discourage or interfere with the recording of police activities. Supervisors should remind officers that citizens have the legal right to record their activities. They cannot detain or arrest a person just for recording them. Also, if the person who is recording them is being verbally critical, insulting, or just engaging in name calling, that in and of itself is not grounds for an arrest. If a citizen is only being annoying and not violating any laws, officers may not order the person to stop recording. However, a citizen who is recording the police may not interfere with an investigation, physically obstruct police actions, engage in witness tampering, or impede the movement of emergency equipment, personnel, vehicular, or pedestrian traffic. A supervisor should always be summoned to any incident in which an individual recording police activity is going to be, or will most likely be arrested, or when recording equipment may be seized without a warrant or lawful consent. Lastly, there may be times where there is probable cause to believe that evidence of a serious crime has been recorded. In

First Amendment

learn how to assess the situation, slow it down, and de-escalate it to the extent necessary to accomplish the overall objective. When responding to these types of calls for service, collecting information and conducting an initial assessment is critical. What is the threat level? Is the person armed? Are they a danger to themselves, the officer, or to members of the community? Is immediate action necessary? What’s the best approach to dealing with this particular situation, as every situation is different? That initial on-site assessment will help determine the most appropriate course of action or actions for the responding officer(s) to take. Is the person just lost or confused? Do they just need a ride home? Do they need medical attention? Do the police need to be involved, or can family or friends help out? A frequent and crucial concern on these calls, “Is the person a danger to themselves or others?” If the person is a danger to himself/herself or others, a supervisor and necessary backup officers should respond to the scene. the process of de-escalation we use in Philadelphia is called the E.A.R. model, which stands for Engage, Assess and Resolve. Our scenario training helps the officer identify the circumstances in which they will need to shift gears. We reiterate to our officers that they need to shift out of cop mode in these situations.

dealing with mental aideds

Change by definition is described in simple terms as, to alter, to make different, to transform, to replace with another, to switch. However, in real-life situations, change is so much more. Change is often one of the most challenging and difficult events for human beings to manage. We tend to be satisfied with the status quo. There is a tendency in law enforcement to resist change. For many officers, change is uncomfortable. It often requires them to learn new ways of thinking and doing. If we’re happy with the status quo, it’s hard to visualize and accept what the change might bring. So, it’s often easier for officers to hang onto what they know and are comfortable with, rather than welcome the unknown. When we are suddenly and unexpectedly removed from the contentment of our comfort zone, resistance, resentment, and struggle often ensue. The law enforcement profession is certainly no different. If not for progressive, open-minded leadership in today’s agencies, officers probably would continue to perform their duties and responsibilities in the very same manner they were trained decades ago. It is imperative that today’s law enforcement leadership constantly monitor, analyze, and adapt to the continuous changes in their work environments, as well as those in modern society. With the influence of community policing, the image of the police officer is ever evolving into a cooperative, responsive, and respectful community partner.9 This image is reflected most in those officers who work under the philosophy of community policing, and in the emergence of specialized areas of enforcement which have evolved from changes in community expectations of law enforcement. The role of the police officer in combating domestic violence is a prime example of this evolution. The integrity of the law enforcement profession and the community’s trust in law enforcement are dependent upon a uniform policy on the handling of domestic violence incidents, especially those that involve other law enforcement officers.

tendency and component of change

A supervisor of higher rank shall always report to the scene of all police officer domestic violence incidents involving a police officer, regardless of the involved officer’s jurisdiction. When a supervisor responds to the scene of a domestic violence incident, he or she shall: Assume command and ensure that the crime scene is secured, and that all evidence is collected. Photographic and/or video documentation of the parties involved and the scene shall be recorded where such resources are available. Accept, document, and preserve all calls or reports, including those made anonymously regarding domestic violence as on-the-record information. Inquire as to the safety of all children present at the time of the incident and all children in the household. As appropriate and necessary, the children should be interviewed separately from other parties. Forward a copy of the report alleging domestic violence by the officer to the chief through the chain of command. Ensure the responding officers perform the following actions: Obtain needed medical assistance Address the immediate safety of all parties involved Secure the scene and preserve evidence Note all excited utterances, admissions, and/or incriminating statements Make an arrest if probable cause exists In cases where probable cause exists, the on-scene supervisor shall ensure an arrest is made. If the alleged offender has left the scene and probable cause exists, the supervisor shall perform the following actions:

supervisor

The movement’s focus was on greater scrutiny of police use of force, specifically as it relates to black citizens. The officer was charged, went to trial, and was found not guilty. However, this left a lot of officers thinking, “Why should I go out there and be proactive, if I’m not going to be supported for doing my job?” This way of thinking has been called many things: ———-, the Freddy Grey Effect, the ACLU Effect, and the Viral Video Effect. Researchers have even coined the term “de-policing.”

the Ferguson Effect

Identifying, acknowledging, and acting upon such conflict are the initial steps a good supervisor must take to effectively begin managing the problem. Step 1: Identify the source of the conflict. The more information you have about the cause of the conflict, the more easily you can help resolve it. To get the information you need, use a series of questions to identify the cause, like “When did you feel upset?” “Do you see a relationship between that and this incident?” “How did this incident begin?” As a manager or supervisor, you need to give both parties the chance to share their side of the story. It will give you a better understanding of the situation, as well as demonstrate your impartiality. As you listen to each disputant, say, “I see” or “uh huh” to acknowledge the information and encourage them to continue to open up to you. Step 2: Look beyond the incident. Often, it is not the situation but the perspective on the situation that causes anger to fester and ultimately leads to a shouting match or other visible—and disruptive—evidence of a conflict. Step 3: Request solutions. After getting each party’s viewpoint on the conflict, the next step is to get each to identify how the situation could be changed. Again, question the parties to solicit their ideas: “How can you make things better between you?” As a mediator, you have to be an active listener, aware of every verbal nuance, as well as a good reader of body language. Just listen. You want to get the disputants to stop fighting and start cooperating, and that means steering the discussion away from finger pointing and toward ways of resolving the conflict. It’s extremely important to be patient, tactful, fair, and impartial when resolving conflict. It’s just as important as a leader to project calmness and confidence. Focus on a mutually beneficial outcome. Make sure everyone understands their agreement and assignment as it relates to the conflict. People will avoid you, and display a lack of respect if they feel the resolution will be one sided. However, if they sense an air of fairness, they may be more open and available to help you successfully resolve it. Proactive supervisors and managers will monitor the relationship between the parties in conflict. They will follow up with all parties as well, to ensure an effective working relationship.

conflict

By being in shape themselves, they lead by example. They can also encourage their subordinates to adopt a healthier lifestyle. The best leaders will make sure that officers are wearing body armor, carry tactical first aid kits, and are driving the speed limit. They will make sure to periodically audit body camera and in-car camera footage for safe practices. They will ensure that their officers wear personal protective equipment as needed and take precautions to protect themselves from exposure to harmful substances. They will stop by calls for service from time to time and give feedback on the safe and unsafe practices they observe. Doing all these things communicates a clear message to their subordinates: they care about them, and they take safety very seriously. Those officers who do all the right things should be commended. Those who violate rules and procedures should be disciplined. The best supervisors will ensure that all officers follow proper safety procedures. They will conduct spot checks of GPS data to evaluate an officer’s daily driving behavior. These simple spot checks will save lives, as well as prevent injuries. The twenty-first-century supervisor will hold counseling sessions with those who violate the law and departmental policy. For these counseling sessions to be most effective, supervisors should have a print out of the officer’s driving history. When necessary, supervisors will initiate appropriate disciplinary action. The objective of the discipline is to change the officer’s behavior. When all supervisors proactively address driver safety issues, taking safety practices seriously becomes part of the culture.

safety

How a law enforcement agency responds and deals with the media is very important, especially within the first 24 hours of an incident. It will set the tone for the public’s perception going forward. Progressive police departments will try to provide accurate information as soon as possible. This practice gives the community a feeling that the law enforcement agency is open and transparent. If the agency doesn’t make a spokesperson available within a reasonable period of time, it could give the impression that the agency may be hiding something. Public perception is very important; therefore, it is best to plan out your response before meeting with the media. The information contained in the five Ws and H is essentially a summary of the key points of the incident that are appropriate for release. When dealing with the media, there are some basic tips that every supervisor and manager should follow: Put together a strong opening statement. Prepare the five Ws and H ahead of time. Put them together as bullet points or talking points. Verify and double-check the facts for accuracy. Rehearse your presentation, if you are able to. Set up a designated staging area for the media. Give the press a 5–10-minute warning before you start the news conference. Start the press conference on time. Begin with your opening statement. It should be detailed and powerful enough to convey your message. Let them know you will take questions after that. Handle all questions in a professional manner. The astute supervisor and manager are aware that state law and department policy will dictate what information can be released. When in doubt if information can be released, check with a superior, public information expert, or legal advisor

media

you would be wise to try to hold your meeting in the morning. Prior to the meeting, ensure you log the meeting on your schedule, and that it reflects the meeting time, date, location, and number of attendees. You should also prepare a detailed meeting agenda in advance. Include items to be discussed, and who will lead the discussion. You should have the meeting agenda sent to all invited attendees in advance. Include in it what the purpose of the meeting is, and what you expect to accomplish, as far as the desired outcome. During the meeting, be open-minded and an active listener. Be open to reasonable suggestions and feedback that help in accomplishing the overall goals. Allot the proper time for the overall meeting, as well as for each specific topic. Be careful not to drag it out, as parties will lose interest. To increase your chances of having an effective and productive meeting, please consider the following: Start and end the meeting on time, and designate a timekeeper. Welcome the attendees, and open the meeting by reviewing the ground rules and agenda items. Discuss the most important issues first. Stay focused on the meeting agenda topics. Be flexible, but keep the small talk to a minimum, so you don’t get sidetracked. Make detailed notes as information is exchanged, regarding follow-up actions to be taken outside of the meeting. Review the issues discussed, identify the action steps, and confirm an action plan. Schedule the next meeting if necessary. Try to end on a positive note, and thank all attendees. Follow up on the meeting. You should also be prepared to handle people who want to dominate the meeting. You can agree to disagree, but do it diplomatically. Stay focused on the issues. Don’t make the meeting become personal. Be calm, confident, clear, and concise as you state your position. As the meeting comes to a close, summarize what was accomplished and the course of action agreed upon. This will avoid confusion and misinterpretation.

meetings

One way to better manage your time is to have a log or a schedule and keep as close to it as possible. This will help you analyze your day, so that you may adjust your scheduling and planning if needed. Using a “to-do” list also helps in getting more issues addressed in the shortest period of time. Scheduling or blocking out time for tasks is another useful method of staying on track. Setting limits or boundaries can be helpful in effectively managing your time too. Simply letting people know you’re not available at times is a good example. As a supervisor or manager, you will find task delegation to be beneficial. It will not only save you time but also lessen your workload. In using this method, it becomes imperative that you select the right person for the job or task delegated. Specific delegation guidelines were previously discussed in Chapter 2. The astute leader is also acutely aware that social media distractions are dominant in virtually every aspect of today’s fast-paced society.

time management

dept rules

dept rules

penal law

penal law

Ncpd procedures