Advanced Search
February 2015
Ethical Defensibility: Should an Officer’s “Willingness to Deceive”
Result in Automatic Certification Revocation?
By Thomas Martinelli, Adjunct Professor, Wayne State University, Detroit Michigan, Independent Training
Consultant, Institute for Intergovernmental Research, Tallahassee, Florida, and Michigan State University’s
Intelligence Toolbox Program, East Lansing, Michigan, and Member, IACP Police Professional Standards,
Ethics, and Image Committee
The concept of Ethical Defensibility provides all sworn personnel with the philosophical
tools and analytical skills necessary to weigh value-based alternatives, resulting in the
repetitive acts needed to protect, preserve, and defend the integrity of the police
profession.
“Oh, what a tangled web we weave,
When first we practice to deceive!”
—Sir Walter Scott, Marmion
ying, deception, and the omission of truth (when duty dictates), all fall under a “willingness to deceive” in
police character policies. A character policy specifically addresses the ethical challenges demanded of
all public servants regarding the mandatory need for and relationship between truth-telling, duty-bound
honor, and justice. This is not about perjured written or spoken words; they clearly are illegal and
unconstitutional. Rather it is about the philosophical tenets of the profession that are necessary to instill and
reinforce the honor, pride, and higher standards that are the foundations of policing. Protecting the integrity
and image of the profession involves educating officers at all levels of an agency to prioritize truth telling,
without exception. It is a critical part of the job description.
The challenge today in policy compliance training (or core values training) is that many character policies are
written in generalities, leaving them susceptible to arbitrary and subjective interpretations. More times than not,
they are rarely defined, explained, or translated into real, everyday policing situations. The profession arms its
street-level officers with tools for success, both weaponry and street survival tactics, but generally ignores the
philosophical ethical dilemmas involving character that officers are confronted with in the performance of their
duties. Such an oversight in training circles can be costly from a litigation standpoint, both from citizen lawsuits
as well as internal litigation associated with running a department.
Policing in general and sworn testimony in specific will always be
about an officer’s character and that is why core values training and
vigilant supervisory reinforcement of character issues are critical to
an agency’s future successes.
Core value-based training curriculums and scenarios provide the rank and file with a clearer understanding of
the differing levels of distinction associated with truth telling in law enforcement and sends them a message
that a breach of this policy, when severe enough, could cost them their career. It is ...
Advanced Search February 2015Ethical Defensibil.docxnettletondevon
Advanced Search
February 2015
Ethical Defensibility: Should an Officer’s “Willingness to Deceive”
Result in Automatic Certification Revocation?
By Thomas Martinelli, Adjunct Professor, Wayne State University, Detroit Michigan, Independent Training
Consultant, Institute for Intergovernmental Research, Tallahassee, Florida, and Michigan State University’s
Intelligence Toolbox Program, East Lansing, Michigan, and Member, IACP Police Professional Standards,
Ethics, and Image Committee
The concept of Ethical Defensibility provides all sworn personnel with the philosophical
tools and analytical skills necessary to weigh value-based alternatives, resulting in the
repetitive acts needed to protect, preserve, and defend the integrity of the police
profession.
“Oh, what a tangled web we weave,
When first we practice to deceive!”
—Sir Walter Scott, Marmion
ying, deception, and the omission of truth (when duty dictates), all fall under a “willingness to deceive” in
police character policies. A character policy specifically addresses the ethical challenges demanded of
all public servants regarding the mandatory need for and relationship between truth-telling, duty-bound
honor, and justice. This is not about perjured written or spoken words; they clearly are illegal and
unconstitutional. Rather it is about the philosophical tenets of the profession that are necessary to instill and
reinforce the honor, pride, and higher standards that are the foundations of policing. Protecting the integrity
and image of the profession involves educating officers at all levels of an agency to prioritize truth telling,
without exception. It is a critical part of the job description.
The challenge today in policy compliance training (or core values training) is that many character policies are
written in generalities, leaving them susceptible to arbitrary and subjective interpretations. More times than not,
they are rarely defined, explained, or translated into real, everyday policing situations. The profession arms its
street-level officers with tools for success, both weaponry and street survival tactics, but generally ignores the
philosophical ethical dilemmas involving character that officers are confronted with in the performance of their
duties. Such an oversight in training circles can be costly from a litigation standpoint, both from citizen lawsuits
as well as internal litigation associated with running a department.
Policing in general and sworn testimony in specific will always be
about an officer’s character and that is why core values training and
vigilant supervisory reinforcement of character issues are critical to
an agency’s future successes.
Core value-based training curriculums and scenarios provide the rank and file with a clearer understanding of
the differing levels of distinction associated with truth telling in law enforcement and sends them a message
that a breach of this policy, when severe enough, could cost them their career. It is.
CHAPTER 2What Makes a Good Police Officer-The most honest and direct r.docxnoel23456789
The document discusses the traits of a good police officer and the role of power and responsibility in law enforcement. It argues that a good police officer is a good person with traits like compassion and humility. It notes that officers have enormous power to restrict freedom, so they must maintain morality and virtue in their decisions. The document also examines Peel's principles of policing, including using force only as a last resort and maintaining public cooperation and respect.
Article Submission to the IACP – Police Chief Magazine Submi.docxfestockton
Article Submission to the IACP – Police Chief Magazine
Submitted February 9, 2010
The Untruthful Employee - Is Termination the Only Response?
By: Chief Ronal Serpas and Captain Michael Hagar, Metropolitan Nashville
Police Department, Nashville, TN
Over the last many years law enforcement leaders have come under increasing
pressure to answer the question: “What do I do with a law enforcement employee
who has been proven to be untruthful in the work place?” Many departments
have also been confronted with significant and far reaching court decisions that
play a prominent role in this decision making process, as well as vigorous
debates and lengthy court battles with labor organizations around the issue of
truthfulness expectations in policy and disciplinary actions. Beyond court
decisions and day to day management issues, in recent years the US
Department of Justice has issued far reaching instructions on the conduct of
federal law enforcement cases that may involve local and state police employees
who have a history of being untruthful in the work place. There have been
articles titled, “Disclosing Officer Untruthfulness to the Defense: Is a Liars Squad
Coming to Your Town?”1, “Chief's Counsel: Should Police Officers Who Lie Be
Terminated as a Matter of Public Policy?”2 and similar discussions in this
magazine and others. In light of these critical and evolving issues, a recent
decision from the Tennessee Court of Appeals analyzing the procedures and
practices of the Metropolitan Police of Nashville Davidson County, TN can be
instructive. Without disregarding the import and consequences of Brady v
Maryland3 and Giglio v. United States4, this article proposes that it should be the
public policy of law enforcement agencies that untruthful conduct by a law
enforcement agency employee has a most damaging effect to the day to day
efficient and effective service of policing. Moreover, the use of untruthful
statements to avoid disciplinary action further undermines the efficient and
effective service expected of American police departments. Truthfulness by
employees is not only an issue of witness credibility in a court of law; it is the
fundamental nature of law enforcement service and strikes to the core of our
ability to provide effective and efficient service. As a result, untruthful conduct,
when found, must be met with the most serious of disciplinary action –
termination.
1 Disclosing Officer Untruthfulness to the Defense: Is a Liars Squad Coming to Your Town?,
Police Chief Magazine, November, 2005.
2 Chief's Counsel: Should Police Officers Who Lie Be Terminated as a Matter of Public Policy?,
Police Chief Magazine, April, 2008.
3 Brady v. Maryland, 373 U.S. 83 (1963)
4 Giglio v. United States, 405 U.S. 150 (1972)
Serpas and Hagar
Page 1 of 9
http://www.policechiefmagazine.org/magazine/index.cfm?fuseaction=display&article_id=744&issue ...
Article Submission to the IACP – Police Chief Magazine Submi.docxrossskuddershamus
Article Submission to the IACP – Police Chief Magazine
Submitted February 9, 2010
The Untruthful Employee - Is Termination the Only Response?
By: Chief Ronal Serpas and Captain Michael Hagar, Metropolitan Nashville
Police Department, Nashville, TN
Over the last many years law enforcement leaders have come under increasing
pressure to answer the question: “What do I do with a law enforcement employee
who has been proven to be untruthful in the work place?” Many departments
have also been confronted with significant and far reaching court decisions that
play a prominent role in this decision making process, as well as vigorous
debates and lengthy court battles with labor organizations around the issue of
truthfulness expectations in policy and disciplinary actions. Beyond court
decisions and day to day management issues, in recent years the US
Department of Justice has issued far reaching instructions on the conduct of
federal law enforcement cases that may involve local and state police employees
who have a history of being untruthful in the work place. There have been
articles titled, “Disclosing Officer Untruthfulness to the Defense: Is a Liars Squad
Coming to Your Town?”1, “Chief's Counsel: Should Police Officers Who Lie Be
Terminated as a Matter of Public Policy?”2 and similar discussions in this
magazine and others. In light of these critical and evolving issues, a recent
decision from the Tennessee Court of Appeals analyzing the procedures and
practices of the Metropolitan Police of Nashville Davidson County, TN can be
instructive. Without disregarding the import and consequences of Brady v
Maryland3 and Giglio v. United States4, this article proposes that it should be the
public policy of law enforcement agencies that untruthful conduct by a law
enforcement agency employee has a most damaging effect to the day to day
efficient and effective service of policing. Moreover, the use of untruthful
statements to avoid disciplinary action further undermines the efficient and
effective service expected of American police departments. Truthfulness by
employees is not only an issue of witness credibility in a court of law; it is the
fundamental nature of law enforcement service and strikes to the core of our
ability to provide effective and efficient service. As a result, untruthful conduct,
when found, must be met with the most serious of disciplinary action –
termination.
1 Disclosing Officer Untruthfulness to the Defense: Is a Liars Squad Coming to Your Town?,
Police Chief Magazine, November, 2005.
2 Chief's Counsel: Should Police Officers Who Lie Be Terminated as a Matter of Public Policy?,
Police Chief Magazine, April, 2008.
3 Brady v. Maryland, 373 U.S. 83 (1963)
4 Giglio v. United States, 405 U.S. 150 (1972)
Serpas and Hagar
Page 1 of 9
http://www.policechiefmagazine.org/magazine/index.cfm?fuseaction=display&article_id=744&issue.
Legitimacy and Procedural Justice A New El.docxsmile790243
Legitimacy and Procedural Justice:
A New Element of Police Leadership
A Report by the Police Executive Research Forum (PERF)
March 2014
Edited by Craig Fischer
U.S. Department of Justice, Bureau of Justice Assistance
This project was supported by Grant No. 2009-DB-BX-K030 awarded by the Bureau of Justice
Assistance. The Bureau of Justice Assistance is a component of the Office of Justice Programs,
which also includes the Bureau of Justice Statistics, the National Institute of Justice, the Office
of Juvenile Justice and Delinquency Prevention, the SMART Office, and the Office for Victims
of Crime. Points of view or opinions in this document are those of the author and do not
represent the official position or policies of the United States Department of Justice or of
individual members of the Police Executive Research Forum.
1
INTRODUCTION
The job of leading a local law enforcement agency has always been a complex one,
requiring skills in mastering complex policy issues, developing organizational structures and
systems, managing employees, and addressing the various and sometimes conflicting
expectations of the community, political leaders, agency employees, and the news media.
1
Many experienced police chiefs are saying that the 21
st
Century has brought a trend
toward even greater complexity in their jobs. New types of technology are revolutionizing how
police departments operate, and often the challenge is to make sound decisions about how to
integrate multiple forms of technology. The widespread adoption of community policing has
resulted in community members having higher expectations of accountability and efficiency in
their police departments. National and international economic conditions have strained local
police budgets. The workforce is changing in ways that affect police recruiting and retention.
These are just a few of the challenges that must be understood and constructively managed by
today’s chief executives in policing.
In fact, perhaps the greatest job qualification for today’s police executives is the ability
to recognize and respond to the swiftly changing issues and opportunities facing them. Police
chiefs often speak of their role as being “agents of change.” Never before has managing change
been a larger element of their jobs.
Today’s police departments appear to be succeeding, at least by the measure of crime
rates. Violent crime rates nationwide are half what they were two decades ago, and many
1
Leadership Matters: Police Chiefs Talk About Their Careers. Police Executive Research Forum, 2009.
2
jurisdictions are experiencing record low crime rates not seen since the 1960s. In addition, there
are indications that a variety of types of wrongful police behaviors, ranging from corruption to
unlawful shootings, are at lower levels ...
The document provides an analysis of the novel Serpico by Peter Maas. It summarizes the plot of the novel, which follows Frank Serpico, a New York police officer in the 1960s who exposes widespread corruption within the NYPD. The document then analyzes concepts of merit and public administration through the lens of the issues portrayed in the novel. It discusses how concepts like insulation from politics, competence, management, diversity, and performance measurement could help reform the NYPD and ensure it upholds its duty to the public.
The document discusses six major causes of wrongful conviction:
1. Eyewitness misidentification is the leading cause, responsible for 72% of wrongful convictions overturned by DNA evidence. Eyewitness identification is unreliable due to the malleability of human memory.
2. Unreliable or improper forensic science techniques and forensic scientist misconduct have also led to wrongful convictions. Most forensic techniques have not been thoroughly scientifically evaluated.
3. False confessions, which are sometimes coerced, have also contributed to wrongful convictions.
This document discusses the personal liability of compliance officers based on recent regulatory cases and statements. It outlines expectations from regulators that compliance officers act as partners in preventing financial crimes and have whistleblower protections. However, there remains uncertainty around personal liability without explicit legal protections. The document recommends steps compliance officers can take to safeguard themselves, such as obtaining clear mandates, documenting responsibilities, escalating issues, and considering resigning as a last resort if serious concerns are not addressed.
Advanced Search February 2015Ethical Defensibil.docxnettletondevon
Advanced Search
February 2015
Ethical Defensibility: Should an Officer’s “Willingness to Deceive”
Result in Automatic Certification Revocation?
By Thomas Martinelli, Adjunct Professor, Wayne State University, Detroit Michigan, Independent Training
Consultant, Institute for Intergovernmental Research, Tallahassee, Florida, and Michigan State University’s
Intelligence Toolbox Program, East Lansing, Michigan, and Member, IACP Police Professional Standards,
Ethics, and Image Committee
The concept of Ethical Defensibility provides all sworn personnel with the philosophical
tools and analytical skills necessary to weigh value-based alternatives, resulting in the
repetitive acts needed to protect, preserve, and defend the integrity of the police
profession.
“Oh, what a tangled web we weave,
When first we practice to deceive!”
—Sir Walter Scott, Marmion
ying, deception, and the omission of truth (when duty dictates), all fall under a “willingness to deceive” in
police character policies. A character policy specifically addresses the ethical challenges demanded of
all public servants regarding the mandatory need for and relationship between truth-telling, duty-bound
honor, and justice. This is not about perjured written or spoken words; they clearly are illegal and
unconstitutional. Rather it is about the philosophical tenets of the profession that are necessary to instill and
reinforce the honor, pride, and higher standards that are the foundations of policing. Protecting the integrity
and image of the profession involves educating officers at all levels of an agency to prioritize truth telling,
without exception. It is a critical part of the job description.
The challenge today in policy compliance training (or core values training) is that many character policies are
written in generalities, leaving them susceptible to arbitrary and subjective interpretations. More times than not,
they are rarely defined, explained, or translated into real, everyday policing situations. The profession arms its
street-level officers with tools for success, both weaponry and street survival tactics, but generally ignores the
philosophical ethical dilemmas involving character that officers are confronted with in the performance of their
duties. Such an oversight in training circles can be costly from a litigation standpoint, both from citizen lawsuits
as well as internal litigation associated with running a department.
Policing in general and sworn testimony in specific will always be
about an officer’s character and that is why core values training and
vigilant supervisory reinforcement of character issues are critical to
an agency’s future successes.
Core value-based training curriculums and scenarios provide the rank and file with a clearer understanding of
the differing levels of distinction associated with truth telling in law enforcement and sends them a message
that a breach of this policy, when severe enough, could cost them their career. It is.
CHAPTER 2What Makes a Good Police Officer-The most honest and direct r.docxnoel23456789
The document discusses the traits of a good police officer and the role of power and responsibility in law enforcement. It argues that a good police officer is a good person with traits like compassion and humility. It notes that officers have enormous power to restrict freedom, so they must maintain morality and virtue in their decisions. The document also examines Peel's principles of policing, including using force only as a last resort and maintaining public cooperation and respect.
Article Submission to the IACP – Police Chief Magazine Submi.docxfestockton
Article Submission to the IACP – Police Chief Magazine
Submitted February 9, 2010
The Untruthful Employee - Is Termination the Only Response?
By: Chief Ronal Serpas and Captain Michael Hagar, Metropolitan Nashville
Police Department, Nashville, TN
Over the last many years law enforcement leaders have come under increasing
pressure to answer the question: “What do I do with a law enforcement employee
who has been proven to be untruthful in the work place?” Many departments
have also been confronted with significant and far reaching court decisions that
play a prominent role in this decision making process, as well as vigorous
debates and lengthy court battles with labor organizations around the issue of
truthfulness expectations in policy and disciplinary actions. Beyond court
decisions and day to day management issues, in recent years the US
Department of Justice has issued far reaching instructions on the conduct of
federal law enforcement cases that may involve local and state police employees
who have a history of being untruthful in the work place. There have been
articles titled, “Disclosing Officer Untruthfulness to the Defense: Is a Liars Squad
Coming to Your Town?”1, “Chief's Counsel: Should Police Officers Who Lie Be
Terminated as a Matter of Public Policy?”2 and similar discussions in this
magazine and others. In light of these critical and evolving issues, a recent
decision from the Tennessee Court of Appeals analyzing the procedures and
practices of the Metropolitan Police of Nashville Davidson County, TN can be
instructive. Without disregarding the import and consequences of Brady v
Maryland3 and Giglio v. United States4, this article proposes that it should be the
public policy of law enforcement agencies that untruthful conduct by a law
enforcement agency employee has a most damaging effect to the day to day
efficient and effective service of policing. Moreover, the use of untruthful
statements to avoid disciplinary action further undermines the efficient and
effective service expected of American police departments. Truthfulness by
employees is not only an issue of witness credibility in a court of law; it is the
fundamental nature of law enforcement service and strikes to the core of our
ability to provide effective and efficient service. As a result, untruthful conduct,
when found, must be met with the most serious of disciplinary action –
termination.
1 Disclosing Officer Untruthfulness to the Defense: Is a Liars Squad Coming to Your Town?,
Police Chief Magazine, November, 2005.
2 Chief's Counsel: Should Police Officers Who Lie Be Terminated as a Matter of Public Policy?,
Police Chief Magazine, April, 2008.
3 Brady v. Maryland, 373 U.S. 83 (1963)
4 Giglio v. United States, 405 U.S. 150 (1972)
Serpas and Hagar
Page 1 of 9
http://www.policechiefmagazine.org/magazine/index.cfm?fuseaction=display&article_id=744&issue ...
Article Submission to the IACP – Police Chief Magazine Submi.docxrossskuddershamus
Article Submission to the IACP – Police Chief Magazine
Submitted February 9, 2010
The Untruthful Employee - Is Termination the Only Response?
By: Chief Ronal Serpas and Captain Michael Hagar, Metropolitan Nashville
Police Department, Nashville, TN
Over the last many years law enforcement leaders have come under increasing
pressure to answer the question: “What do I do with a law enforcement employee
who has been proven to be untruthful in the work place?” Many departments
have also been confronted with significant and far reaching court decisions that
play a prominent role in this decision making process, as well as vigorous
debates and lengthy court battles with labor organizations around the issue of
truthfulness expectations in policy and disciplinary actions. Beyond court
decisions and day to day management issues, in recent years the US
Department of Justice has issued far reaching instructions on the conduct of
federal law enforcement cases that may involve local and state police employees
who have a history of being untruthful in the work place. There have been
articles titled, “Disclosing Officer Untruthfulness to the Defense: Is a Liars Squad
Coming to Your Town?”1, “Chief's Counsel: Should Police Officers Who Lie Be
Terminated as a Matter of Public Policy?”2 and similar discussions in this
magazine and others. In light of these critical and evolving issues, a recent
decision from the Tennessee Court of Appeals analyzing the procedures and
practices of the Metropolitan Police of Nashville Davidson County, TN can be
instructive. Without disregarding the import and consequences of Brady v
Maryland3 and Giglio v. United States4, this article proposes that it should be the
public policy of law enforcement agencies that untruthful conduct by a law
enforcement agency employee has a most damaging effect to the day to day
efficient and effective service of policing. Moreover, the use of untruthful
statements to avoid disciplinary action further undermines the efficient and
effective service expected of American police departments. Truthfulness by
employees is not only an issue of witness credibility in a court of law; it is the
fundamental nature of law enforcement service and strikes to the core of our
ability to provide effective and efficient service. As a result, untruthful conduct,
when found, must be met with the most serious of disciplinary action –
termination.
1 Disclosing Officer Untruthfulness to the Defense: Is a Liars Squad Coming to Your Town?,
Police Chief Magazine, November, 2005.
2 Chief's Counsel: Should Police Officers Who Lie Be Terminated as a Matter of Public Policy?,
Police Chief Magazine, April, 2008.
3 Brady v. Maryland, 373 U.S. 83 (1963)
4 Giglio v. United States, 405 U.S. 150 (1972)
Serpas and Hagar
Page 1 of 9
http://www.policechiefmagazine.org/magazine/index.cfm?fuseaction=display&article_id=744&issue.
Legitimacy and Procedural Justice A New El.docxsmile790243
Legitimacy and Procedural Justice:
A New Element of Police Leadership
A Report by the Police Executive Research Forum (PERF)
March 2014
Edited by Craig Fischer
U.S. Department of Justice, Bureau of Justice Assistance
This project was supported by Grant No. 2009-DB-BX-K030 awarded by the Bureau of Justice
Assistance. The Bureau of Justice Assistance is a component of the Office of Justice Programs,
which also includes the Bureau of Justice Statistics, the National Institute of Justice, the Office
of Juvenile Justice and Delinquency Prevention, the SMART Office, and the Office for Victims
of Crime. Points of view or opinions in this document are those of the author and do not
represent the official position or policies of the United States Department of Justice or of
individual members of the Police Executive Research Forum.
1
INTRODUCTION
The job of leading a local law enforcement agency has always been a complex one,
requiring skills in mastering complex policy issues, developing organizational structures and
systems, managing employees, and addressing the various and sometimes conflicting
expectations of the community, political leaders, agency employees, and the news media.
1
Many experienced police chiefs are saying that the 21
st
Century has brought a trend
toward even greater complexity in their jobs. New types of technology are revolutionizing how
police departments operate, and often the challenge is to make sound decisions about how to
integrate multiple forms of technology. The widespread adoption of community policing has
resulted in community members having higher expectations of accountability and efficiency in
their police departments. National and international economic conditions have strained local
police budgets. The workforce is changing in ways that affect police recruiting and retention.
These are just a few of the challenges that must be understood and constructively managed by
today’s chief executives in policing.
In fact, perhaps the greatest job qualification for today’s police executives is the ability
to recognize and respond to the swiftly changing issues and opportunities facing them. Police
chiefs often speak of their role as being “agents of change.” Never before has managing change
been a larger element of their jobs.
Today’s police departments appear to be succeeding, at least by the measure of crime
rates. Violent crime rates nationwide are half what they were two decades ago, and many
1
Leadership Matters: Police Chiefs Talk About Their Careers. Police Executive Research Forum, 2009.
2
jurisdictions are experiencing record low crime rates not seen since the 1960s. In addition, there
are indications that a variety of types of wrongful police behaviors, ranging from corruption to
unlawful shootings, are at lower levels ...
The document provides an analysis of the novel Serpico by Peter Maas. It summarizes the plot of the novel, which follows Frank Serpico, a New York police officer in the 1960s who exposes widespread corruption within the NYPD. The document then analyzes concepts of merit and public administration through the lens of the issues portrayed in the novel. It discusses how concepts like insulation from politics, competence, management, diversity, and performance measurement could help reform the NYPD and ensure it upholds its duty to the public.
The document discusses six major causes of wrongful conviction:
1. Eyewitness misidentification is the leading cause, responsible for 72% of wrongful convictions overturned by DNA evidence. Eyewitness identification is unreliable due to the malleability of human memory.
2. Unreliable or improper forensic science techniques and forensic scientist misconduct have also led to wrongful convictions. Most forensic techniques have not been thoroughly scientifically evaluated.
3. False confessions, which are sometimes coerced, have also contributed to wrongful convictions.
This document discusses the personal liability of compliance officers based on recent regulatory cases and statements. It outlines expectations from regulators that compliance officers act as partners in preventing financial crimes and have whistleblower protections. However, there remains uncertainty around personal liability without explicit legal protections. The document recommends steps compliance officers can take to safeguard themselves, such as obtaining clear mandates, documenting responsibilities, escalating issues, and considering resigning as a last resort if serious concerns are not addressed.
This document discusses key considerations for writing an essay on why someone wants to become a police officer. It notes that the essay must balance personal reflection with research into the complex realities of law enforcement. It should address both idealistic motivations, like making a positive impact, and pragmatic challenges, while acknowledging debates around accountability. The essay should explore what unique attributes make the individual suited for the job through understanding its diverse and dynamic nature. Research is important to examine historical and current perspectives on policing and debates within the field. Overall, the essay demands a nuanced approach that thoughtfully balances perspectives in conveying why someone wants to join law enforcement.
What Makes a Good Police OfficerThe most honest and direct re.docxlillie234567
What Makes a Good Police Officer?
The most honest and direct reply to this question is “a good person who happens to be a police officer.” The original question suggests that a police officer is something other than human. We all get caught up in labeling and assigning titles to identify people who we may not understand instead of identifying them by their individual accomplishments. By labeling an entire group, especially when we do not understand the group, it is very easy to associate bad behavior from one person in the group as a trait of every person in that group. The truth is that not everyone in any group shares the same traits. The hope is that police departments hire people with good traits that are common to good people.
A good police officer is a good person who happens to be a person who seriously accepts the awesome
responsibility. The few basic traits a good person possesses are compassion, honesty, integrity, truthfulness, grace, mercy, a belief in justice, --and most important of all, humility. Humility is at the top of the list because in order for one to truly be humble, they must possess all the previous mentioned traits. These are traits that cannot be taught; they are ones that come from the heart and are forged into the spirit of a person through their upbringing and life experience.
Considering the Role and Responsibility of Power
It is logical that one would believe the above-mentioned traits that define a good person would also define a good police officer. This may not be the case as there is one component to this equation that is unique to a police officer that the average person does not have. That component is power. All people, no matter who they are, experience a change in their perspective. A person who does not possess all the good traits may have a perspective that is not in line with what is considered good.
A simple comparison is, in business and industry, the most a person with power can do is take another
person’s job away. Depending on the moral fiber of that industry boss, the abuse of their power may become easy for them and they may use that as a shortcut to get out of retraining someone or dealing with a complicated situation. The quick solution phenomenon of removing a person from a company as a matter of convenience rather than cause may result in the industry boss losing their moral compass, thus losing their compassion for others.
This phenomenon can also be present in persons who have enormous power, such as police officers. Police officers have the ability to take away a person’s freedom. The officer must keep their morality, humility, and compassion for others, and practice grace and mercy every day. Keeping these virtues at the forefront of their thinking demands that the officer employ a different manner of thinking and a lifestyle that upholds these virtues. They must know their job and the people they serve so well that they have the ability to know when their actions will affect someone.
Outline and Speech Presentation with Narration OverviewPresenti.docxalfred4lewis58146
Outline and Speech Presentation with Narration Overview
Presenting information in a clear, concise manner, while keeping the audience interested, is one of the more common speaking situations you may face in a professional setting. Often, while you may be the resident “expert” on a topic, you will find that in order to effectively inform a group on a particular subject you may need to do a significant amount of research to support your claims. In other instances, you may be asked to perform research on a topic that you are unfamiliar with and to present to a group the information that you have gathered. In either case, this is called speaking to inform. At other times, you may have to persuade others to believe your point of view or accept your solution to a problem. This is called speaking to persuade.
Assignment: Prepare an informative or persuasive speech utilizing the speech pattern of your choice.
Parameters: Speech must be related to workplace communication, relevant to this audience and approved by the instructor. Brainstorm and/or look in your text for ideas.
Topics for paper:
Interpersonal Communication as it relates to relationships, Causes of Interpersonal Communication issues as it relates to relationships, How to resolve Interpersonal Communication issues as it relates to relationships, How to overcome Interpersonal Communication issues, Problems Interpersonal Communication as it relates to relationships can have
You must use PowerPoint with your speech recorded using the Narration feature and include in the presentation a minimum of five slides. PowerPoint documents will be graded as part of the speech.
Time: The full team presentation should fall within the time constraints of 5-7 minutes.
Outline and References: An outline is required. Main points should be full sentences, first level subpoints may be full sentences or phrases, second and third level subpoints may be phrases or key words. The outline should include a speech title, general purpose, specific purpose, thesis statement, introduction, body and conclusion. Please see the sample outline in the Doc Sharing for details.
Using APA format, create a reference page documenting a minimum of four sources and all materials that are not considered “common knowledge” or “public domain.” Please review the policy under Course Home that discusses plagiarism so that you can be sure to avoid it. As a general rule, when in doubt, cite the source.
Per the sample outline in the Doc Sharing, a description of visuals is required as well. See the sample outline for details.
The outline, references and description of visuals should be submitted in one document to the dropbox.
Evaluation: 220 points; 100 points allocated to the outline. 60 points allocated to the speech delivery and 60 points allocated to the PowerPoint.
Running Head: POLICE OFFICER DISCRETION POLICY ANALYSIS 5
Police Officer Discretion Policy.
BCJ 4701, Criminal Justice Organization and Administra.docxpoulterbarbara
BCJ 4701, Criminal Justice Organization and Administration 1
Course Learning Outcomes for Unit V
Upon completion of this unit, students should be able to:
4. Determine practical solutions to issues experienced by criminal justice agencies.
4.1 Prepare a code of ethics for a criminal justice agency.
4.2 Examine the importance of a code of ethics in a criminal justice agency.
4.3 Establish compliance training policies for a code of ethics in a criminal justice agency.
Course/Unit
Learning Outcomes
Learning Activity
4.1
Chapter 9
Unit V Scholarly Activity
4.2
Unit Lesson
Chapter 9
Unit V Scholarly Activity
4.3
Unit Lesson
Chapter 9
Unit V Scholarly Activity
Reading Assignment
Chapter 9: Police Administration, pp. 283-309
Unit Lesson
Police Administration
No organization, including law enforcement, can complete its mission without the use of management to
accomplish its daily tasks, which may consist of preventing criminal activity, apprehending criminals,
controlling traffic, or simply maintaining order. Regardless of the undertaking, an agency must conduct its
work by ensuring there is a coordinated effort between all the actors.
UNIT V STUDY GUIDE
Police Administration
BCJ 4701, Criminal Justice Organization and Administration 2
UNIT x STUDY GUIDE
Title
In recognizing the responsibilities of an agency,
one would be wise to understand law enforcement
history to have a better idea of what progress has
been accomplished. Long before the establishment
of structured law enforcement organizations, there
was a need for citizens to be protected that
originated with the establishment of men
preserving peace by standing guard at a town’s
border, controlling lawless activity, and even
announcing the time of day and weather.
These activities were primarily reactive in nature,
and because there was no salary involved, these
individuals were subject to corruption and not
respected in the community. Even after the
adoption of police agencies in the United States in
Boston, Philadelphia, and New York, the limited
use, low pay, and political meddling did little to
enhance the police officer’s public image. Since the
inception of law enforcement, several steps have been implemented to increase professionalism. These
improvements include recruiting and hiring minority and female officers while providing sensitivity training and
leading agencies away from traditional policing to a more community-oriented concept.
Community-Oriented Policing
The community policing core concepts strive to increase community partnerships so that problem-solving can
be accomplished by utilizing the strengths of the police and the community together, rather than individually
working on the same issues. This proactive concept must be accepted and utilized at all levels for there to be
a permanent solution on community problems. Officers, community leaders, and citizens have expe.
BCJ 4701, Criminal Justice Organization and Administra.docxShiraPrater50
BCJ 4701, Criminal Justice Organization and Administration 1
Course Learning Outcomes for Unit V
Upon completion of this unit, students should be able to:
4. Determine practical solutions to issues experienced by criminal justice agencies.
4.1 Prepare a code of ethics for a criminal justice agency.
4.2 Examine the importance of a code of ethics in a criminal justice agency.
4.3 Establish compliance training policies for a code of ethics in a criminal justice agency.
Course/Unit
Learning Outcomes
Learning Activity
4.1
Chapter 9
Unit V Scholarly Activity
4.2
Unit Lesson
Chapter 9
Unit V Scholarly Activity
4.3
Unit Lesson
Chapter 9
Unit V Scholarly Activity
Reading Assignment
Chapter 9: Police Administration, pp. 283-309
Unit Lesson
Police Administration
No organization, including law enforcement, can complete its mission without the use of management to
accomplish its daily tasks, which may consist of preventing criminal activity, apprehending criminals,
controlling traffic, or simply maintaining order. Regardless of the undertaking, an agency must conduct its
work by ensuring there is a coordinated effort between all the actors.
UNIT V STUDY GUIDE
Police Administration
BCJ 4701, Criminal Justice Organization and Administration 2
UNIT x STUDY GUIDE
Title
In recognizing the responsibilities of an agency,
one would be wise to understand law enforcement
history to have a better idea of what progress has
been accomplished. Long before the establishment
of structured law enforcement organizations, there
was a need for citizens to be protected that
originated with the establishment of men
preserving peace by standing guard at a town’s
border, controlling lawless activity, and even
announcing the time of day and weather.
These activities were primarily reactive in nature,
and because there was no salary involved, these
individuals were subject to corruption and not
respected in the community. Even after the
adoption of police agencies in the United States in
Boston, Philadelphia, and New York, the limited
use, low pay, and political meddling did little to
enhance the police officer’s public image. Since the
inception of law enforcement, several steps have been implemented to increase professionalism. These
improvements include recruiting and hiring minority and female officers while providing sensitivity training and
leading agencies away from traditional policing to a more community-oriented concept.
Community-Oriented Policing
The community policing core concepts strive to increase community partnerships so that problem-solving can
be accomplished by utilizing the strengths of the police and the community together, rather than individually
working on the same issues. This proactive concept must be accepted and utilized at all levels for there to be
a permanent solution on community problems. Officers, community leaders, and citizens have expe ...
BUS661-WEEK 3-DISCUSSION QUESTIONS-ASSIGNMENT –Instructor Guidance- Leading Organizational Change MFV1314A
WEEK 3
Week 3 Objectives-instructor guidance-
· Outline key reasons for resistance to change and propose actions that can be taken to reduce resistance.
· Discuss key driving forces and steps of the change process.
· Evaluate the importance of communication in the change process and the overall effectiveness of the change initiative.
· Demonstrate knowledge of the change process.
In week two, we considered the internal and external pressures associated with change within the law enforcement profession. Continuing with this example we will consider/propose actions that can be taken to reduce resistance to change with the law enforcement profession.
Across the country, crime analysts are compiling statistics that record and identify trends in crime. In theory, law enforcement managers can use these statistics to determine the best way to disperse the personnel within the agency to address specific crimes. There is an inherent flaw with this method for managing the delivery of police services to the community. The implementation of accountability programs are often thought of by management as a means of increasing officer productivity and motivating otherwise disinterested officers. The associated problem with the use of accountability programs are that law enforcement officers learn how to manipulate the statistics without truly accomplishing the goals of the agency. Subsequently the officers who learn how to manipulate these accountability systems are looked upon as the example. As a result, law enforcement managers must identify or develop proven methods to motivate officers to buy in to the vision and goals of the organization.
Contrary to the traditional methods of policing, accountability programs “adopt the managerial techniques and administrative structures of private for-profit corporations, emphasizing cost control, efficiency, decentralization of management and the cutting back of the public sector, while creating a market or quasi-market mechanisms, contracting out, performance indicators, risk assessment, and audit procedures.” (Chan, 1999) As managers continue to implement these types of programs within the law enforcement profession, officers who typically enjoy a considerable amount of freedom are now confronted with a micromanagement style of leadership. This often results in feelings of resentment, hostility, and distrust as management is pitted against front-line employees. To offset this hostility, officer’s gradually fall into several distinct categories. Those who produce at lower-levels, those who learn to manipulate the statistics utilized by supervisors to measure performance, and those who continue to work at previously established levels. Each of these situations creates a challenge for managers to deal with in terms of motivation. It would not be plausible to motivate each group of officers ...
1) The case study examines issues within the Rixton police department stemming from a lack of strong leadership and clearly defined policies and procedures.
2) Chief Eager does not enforce the chain of command or ensure policies are properly communicated, leading six patrol officers to cause internal strife through their conduct.
3) Without department-wide standards and accountability, the minority of problem officers can negatively impact community perceptions of the entire department.
Best Technical Writing For Beginners 2023 - AtOnceTracy Hill
Ben Carson had a troubled childhood that influenced who he became. His mother taught him important life lessons that helped guide his choices. He overcame challenges to become a renowned neurosurgeon and presidential candidate, applying the values from his upbringing to his studies and career. Experiences in one's background shape the person they become through the lessons learned and molding of character.
Running Head: POLICE ETHICS 1
POLICE ETHICS 4
Police Ethics
STUDENT
CLASS
DATE
Professor
:
ABSTRACT
Police officers play the role of maintaining law and order. This entails ensuring the safety of the society without compromising the nobility of the department. The administrator needs to exercise honesty, integrity and fair treatment to all its citizens. This is termed as ethical behavior in their jobs.
Safety is among the functions of the department. The execution of this service should ensure the public is not put at any risk. The use of force may harm the public. For that reason, police ought to be diligent on how they apprehend criminals. The principles of proportionality, minimization and practicability are addressed within with an emphasis on public support and security.
The police recruitment process is in place to allow the trainers to assess the character of the recruits. To uphold the nobility of the department, honest and diligent recruits get posted to various regions of the country. The ill-behaved cops may be punished by losing their jobs or automatic suspensions.
The adherence to legal procedures and law sections should be the driving principle for the cops. This will eradicate the chances of conflicting demands. Conflicting claims exist when the cops have a personal interest and may conceal evidence.
The department should appreciate the community role in security. The community provides information on crime hot spots. This aids in narrowing down on investigation areas making their job efficient. This may also eradicate the norm of the public fearing the cops. Such fear chokes the flow of information hindering efficiency of the police force.
Officers need to exercise discrete decision making to ensure fair treatment of crimes. Separate decision-making allows law enforcers to make precise verdicts with no partiality.
In conclusion, this paper seeks to identify and illustrate police ethics in correlation to their roles in the society. Some of the factors prohibiting their effectiveness are discussed within.
Integrity in private life
A police office should practice to abide by the laws of the state. The principle purpose for this is to ensure transparency in case of any scrutiny. Also to this, the law administration should be an example demonstrating how the society should live. It would be difficult and uncouth if police officers were found in compromising situations. The officers need not abuse any powers handed to them by the state.
According to Barker, the social status of the police in the society plays a vital role. Police officers have a master status. That state cuts across all other social positions in the society. The college student, parent, manager, security guard all relate with the officer. Therefore, there is a need to ensure the boys in blue maintain the code of conduct. Their master status gets to identify them from any other person in the community. The police officer ne.
Police Corruption Essay. Pontifical Faculty of the Immaculate ConceptionApril Eide
This document discusses the challenges of writing an essay on the complex topic of police corruption. It notes that a nuanced understanding of law enforcement practices, ethics, and the societal impacts of corruption is needed. Thorough research from multiple sources is also required to provide a comprehensive view of the historical, legal, and systemic factors involved. When discussing such a sensitive issue, it is important to maintain a neutral tone while still critiquing misconduct and considering potential solutions. Crafting an ethical thesis statement that addresses the root causes without damaging ongoing investigations or reputations is also a difficult part of writing on this challenging subject. In conclusion, a meticulous and well-researched approach that balances various perspectives is needed.
Research paper - Forensic investigation, due diligenceHarsh Chitroda
Topic: Importance of Business Intelligence Services - Forensic Investigation, Due diligence in the current business scenario. The type of research method used in the paper was a qualitative one and obtained from real experience working at Deloitte.
Ethics in AccountingKeys to Reducing FraudAbstra.docxhumphrieskalyn
Ethics in Accounting
Keys to Reducing Fraud
Abstract: The major problem facing accounting today is the ethical and moral decline of accounting professionals. The American Institute of Certified Public Accountants (AICPA) has published ethical rules to guide accounts and protect the trustworthiness of their decisions in the event an ethical dilemma arises. However today, the profession remains challenged with the need to invest in the growth and development of ethical and moral reasoning of accounting professionals to protect them from veering from ethical standards. This paper will explore ethical concepts such as professional conduct and integrity and how emphasis on these ethical values will affect fraud.
Table of Contents
I. Executive Summary 1
II. Introduction 1
III. Review of Literature 1
IV. Analysis 1
V. Recommendations 1
VI. Summary and Conclusions 1
VII. Appendix x 1
VIII. References 1
ACCT 601 – Accounting Capstone
Ethics in accounting
Page 0 of 3I. Executive Summary
Due week 7II. Introduction
Problem statement and how the topic fits with the course, the degree, and your focus area.
Include a reason for the audience to read the paper. Include an overview of what you are going to cover in your paper and the importance of the material.
Preview the main ideas and the order in which they will be covered.
Establish a tone of the document.
Accounting is the process by which financial transactions are monitored, tracked and examined. It aims to provide a means of determining the expenditure levels of an institution and it provides a means of maintaining transparency and honesty in the recording of business transactions. While most accounting is completed using technology, software is easily manipulated by people. Thus, individuals are the least reliable part of the process, as they are susceptible to influence from outside sources and defiant personal decisions. Therefore, the major problem facing accounting is the ethics and morals of the individual accountants. This paper will determine the importance of specific aspects, such as autonomy, confidentiality, professional conduct and integrity and establish the overall ethical characteristic necessary to ensure proper accounting and inhibit fraud.
Autonomy
According to Kant's moral philosophy, autonomy is the capacity of an individual to act based on objective morality rather than personal desires or other influences. In accounting, managers make decisions on their own without the input or approval of higher authorities. In some cases, this self-rule or individuality may affect decisions made due to pressures of the moment rather than the right decisions for the company. In other words, singular decisions made with the aim of bias in the outcome in favour of either a party involved in the process or the decision maker rather than for the greater good is in itself corrupt. Therefore, to ensure decisions are made with the best intentions of the organization, rather than othe.
This webinar discusses sanctions screening and politically exposed persons (PEPs) screening. It explores know your customer procedures, sanctions filtering, and dealing with high-risk PEPs. The webinar will cover BSA/AML compliance management, digital currencies, monitoring transactions, and adapting to regulatory changes. It is aimed at compliance professionals, financial institutions, and other organizations subject to anti-money laundering regulations.
(allow for more than one officer to participate, and even shoot.docxjoyjonna282
(
allow for more than one officer to participate, and even shoot rubber bullets back at the officers. These simula
tions provide enlightening and realistic training for offi
cers new to the position as well as for those
that
have been working the street for some time.
) (
^^^^
) (
Police training does not end at the recruit level. It is used to update the skills and knowledge base of veteran officers throughout their law enforcement careers.
)In-service training Training that occurs during a police officer's career, usually on a regular basis and usually within the department; often requred by department policy or state mandate.
probationary period The period in the early part of an officer's career in which the officer can be dismissed if not performing to the department's standards.
training programs for officers assigned to new duties. Recently, many of these training opportunities have been offered online. Training units can be developed that can be worked around an officer's schedule. They can be anywhere from 10-minute training segments to use during or after roll call or several hours for a more in-depth discussion of a topic.
Police training generally does not end at the recruit level. In many departments, in-service training is used to regularly update the skills and knowledge
base of veteran officers.
Numerous departments throughout the United States have begun to develop low-cost and effective local and regional community policing training to inculcate community awareness into their recruits and in-service personnel. The U.S. Department of Justice Office of Community Oriented Policing Services (COPS) encourages departments to pursue community policing initiatives and provides links on its website to community policing sites with training opportunities available to law enforcement. It also provides grants and funding to law enforcement agencies.
Probationary Period
(
In-Services, Management, and Specialized Training
Police training generally does not end at the recruit level. In ma
ny departments, is used to regularly update die skills and knowledge base of veteran officers. Because laws and devel
opments in policing are constandy chang
ing, officers need to be kept up to date. Many states have chosen to mandate a required number of
in-service training hours for officers to maintain their state certification. Primarily, diis was done as a way to ensure departments were keep
ing their officers updated on the latest laws and procedures and ensure some degree of uniformity from jurisdict
ion to jurisdiction.
In addition to in-service training, many departments use management training programs to teach supervisory and ma
n
a
geme
nt
skills to newly
promoted supervisors and
managers. Many departments also offer specialized
)A probationary period is the period
of time that a department has to evaluate a new officer's ability to perform his or her job effectively. Generally, a probationary officer can be dismissed at will without ...
The police psychologist was asked to help implement a community policing program with the local police department. Some seasoned officers may be resistant to change and having a psychologist on staff. To gain support for the program, the psychologist and sheriff held a dinner with community leaders to discuss safety issues and how community policing could help. The psychologist proposes a three-phase training program for property managers and residents to improve security and educate them on community policing. Assessments will be conducted with officers, both new recruits and seasoned veterans, to determine attitudes towards change and the new program. The goal is to create a safer environment for all through community involvement and support for law enforcement.
ITP100 Project Part 2 Create the solution to a program th.docxchristiandean12115
ITP100 Project: Part 2
Create the solution to a program that calculates the final score and letter grade for one student.
Please use the following grading schema from Part1.
At this point assume that the user is entering the grades manually. Modularize your code
appropriately. Below is a suggestion for the modules you may need:
A module to calculate the total homework score
A module to calculate the total exam score
A module that calculates the total quiz score
A module that calculates the total discussion score
A module that calculates the total project score
A module that calculates the final score
A module that determines the letter grade based on the final score
The first five modules also need to query the user for each individual score.
A letter grade is based on the following table:
Grading Rubric Points Score
Correct variable declarations 15
Correct declaration of constants 15
Correct module declarations and endings 15
Correct arguments in module call 15
Correct parameters in module declaration 15
Correct parameter variable scope (value/reference) 15
Correct calculations 6
Code properly indented 2
Input validation placeholders 2
Total 100
Unit VII Course Project
Code of Ethics
Begin by preparing of Code of Ethics for a fictional company which should include at minimum ten elements. Once you have compiled the Code of Ethics, respond to the following questions: (Start with an introductory)
1. Why did you include each of the ten elements?
2. Why is a Code of Ethics an important part of every business from an employer standpoint?
3. Why is a Code of Ethics an important part of every business from an employee standpoint?
4. Once you have written the Code of Ethics, how would you implement to ensure compliance?
Your completed assignment should be a minimum of two double-spaced pages (one page for the Code of Ethics and two pages for question responses). Please use a minimum of two credible sources from the CSU Online Library to support yourreasoning. Referenced sources must have accompanying citations complying with APA guidelines.
Format your essay response in accordance with APA style. For step-by-step instructions for formatting a paper in APA style, please refer to the CSU Citation Guide
Evans, T. R. (2015). What does it mean to be an ethical CPA? Pennsylvania CPA Journal, 86(3), 66. Retrieved from https://libraryresources.columbiasouthern.edu/login?url=http://search.proquest.com.libraryresources.c olumbiasouthern.edu/docview/1715918037?accountid=33337
Abstract
TranslateAbstract
An excerpt from the 2015 Student Writing Competition first-place essay is presented. Ethics can be difficult to define as one enters the nuanced world of business, where moral dilemmas are not always painted in black and white. As the last line of defense between the users of financial information and potential fraud, accountants have a particularly strong need for a solid ethical.
FIN 340 Milestone One Guidelines and Rubric Overview.docxssuser454af01
FIN 340 Milestone One Guidelines and Rubric
Overview: As an investor for yourself or your clients, you have the job of developing investment objectives and a plan to achieve those objectives and then make
subsequent investments in appropriate assets accordingly. This process can be collectively termed “the investment process.” It is helpful to break the process
down into the four core concepts that underpin any sound investment process.
First, you must understand what you are investing in. You have to know the underlying characteristics of the investment. What type of asset is it? What type of
security? How is it priced? What are the expected cash flows? Who are the typical investors and what are their typical motives? If you do not understand the
answers to those questions, then the initial expectations you develop about the value and risk of the asset will be fundamentally flawed. This sets you up for
missteps that can lead to underperforming your investment objectives.
Second, you must be able to estimate the value of the asset. Valuation is about assessing the estimated cash flows of the asset. This is a key component of
discerning absolute return potential and the differences between competing assets. It has a significant influence on the third step in the process as well.
The third step is developing a thesis about an asset's expected return and the associated risk. This is accomplished by assessing your valuation estimates against
the current market price and any developing economic or market dynamics that may impact your expected valuation or its pricing. The market is constantly
changing, and these expectations need to be monitored on a regular basis to ensure they continue to correspond to the objectives you are trying to achieve.
Finally, you must understand how the assets in a portfolio interact with one another. It is likely that you will not have just one investment, so any additional
assets will impact the overall performance of the portfolio. You want to formulate a plan to add assets that, when combined together, will have the potential to
meet your objectives. Putting all of these steps together into a consistent, thorough process will position you to better meet the investment objectives laid out
at the beginning.
Prompt: This milestone involves creating a draft of the client analysis section of the final project. Use the Final Project Scenarios document, which has the client
scenarios and tables needed to complete the final project.
Specifically, the following critical elements must be addressed in this milestone:
I. Client Analysis: In this section, you will analyze your clients’ financial documentation and determine their risk tolerance and objectives. To effectively
address the critical elements in this section, you must analyze the information for both client one and client two.
A. Analyze each client’s financial documentation in order to perform the following evaluativ ...
Fraud, bribery and corruption: Protecting reputation and valueDavid Graham
In support of International Fraud Awareness Week, Deloitte Risk Advisory has published a series of articles, the second of which has been introduced below. This article lists ten areas that executives and the audit committee should evaluate to help mitigate reputational risks of fraud, bribery and corruption
Ai and data analytics in operational risk management and investment managemen...Guan Khoo
First part of a high-level "qualitative" summary of my ppt presentation at the AI Financial Summit, APAC Conference, presented on 4 April, 2018 at the Sheraton Imperial Hotel, Kuala Lumpur. Part 1 here discusses more from an op risk perspective, esp. on data sourcing incl., qualitative or unstructured data and the augmented role of business process governance in op risk mgt.
Variables in a Research Study and Data CollectionIn this assignmen.docxdaniahendric
Variables in a Research Study and Data Collection
In this assignment, you will explore the variables involved in a research study.
Complete the following tasks:
Read the following articles from the Cumulative Index to Nursing and Allied Health Literature (CINAHL) Database in the South University Online Library.
Lee, A., Craft-Rosenberg, M. (2010). Ineffective family participation in
professional care: A concept analysis of a proposed nursing
diagnosis.
Nurs Diagn
. 2002 Jan-Mar;
13
(1), 5–14.
Witt, C. M., Lüdtke, R., Willich, S. N. (2010). Homeopathic treatment
of patients with migraine: A prospective observational study with
a 2-year follow-up period.
J Altern Complement Med
. 2010 Apr;
16
(4), 347–55. doi: 10.1089/acm.2009.0376.
Read the process for data collection employed in both these studies. Compare the method used in each of them.
Provide a bulleted list of the five tasks performed as part of data collection in each of them. Click
here
to enter your responses in the organizer.
.
Variation exists in virtually all parts of our lives. We often see v.docxdaniahendric
Variation exists in virtually all parts of our lives. We often see variation in results in what we spend (utility costs each month, food costs, business supplies, etc.). Consider the measures and data you use (in either your personal or job activities). When are differences (between one time period and another, between different production lines, etc.) between average or actual results important? How can you or your department decide whether or not the observed differences over time are important? How could using a mean difference test help?
.
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Similar to Advanced Search February 2015Ethical Defensibil.docx
This document discusses key considerations for writing an essay on why someone wants to become a police officer. It notes that the essay must balance personal reflection with research into the complex realities of law enforcement. It should address both idealistic motivations, like making a positive impact, and pragmatic challenges, while acknowledging debates around accountability. The essay should explore what unique attributes make the individual suited for the job through understanding its diverse and dynamic nature. Research is important to examine historical and current perspectives on policing and debates within the field. Overall, the essay demands a nuanced approach that thoughtfully balances perspectives in conveying why someone wants to join law enforcement.
What Makes a Good Police OfficerThe most honest and direct re.docxlillie234567
What Makes a Good Police Officer?
The most honest and direct reply to this question is “a good person who happens to be a police officer.” The original question suggests that a police officer is something other than human. We all get caught up in labeling and assigning titles to identify people who we may not understand instead of identifying them by their individual accomplishments. By labeling an entire group, especially when we do not understand the group, it is very easy to associate bad behavior from one person in the group as a trait of every person in that group. The truth is that not everyone in any group shares the same traits. The hope is that police departments hire people with good traits that are common to good people.
A good police officer is a good person who happens to be a person who seriously accepts the awesome
responsibility. The few basic traits a good person possesses are compassion, honesty, integrity, truthfulness, grace, mercy, a belief in justice, --and most important of all, humility. Humility is at the top of the list because in order for one to truly be humble, they must possess all the previous mentioned traits. These are traits that cannot be taught; they are ones that come from the heart and are forged into the spirit of a person through their upbringing and life experience.
Considering the Role and Responsibility of Power
It is logical that one would believe the above-mentioned traits that define a good person would also define a good police officer. This may not be the case as there is one component to this equation that is unique to a police officer that the average person does not have. That component is power. All people, no matter who they are, experience a change in their perspective. A person who does not possess all the good traits may have a perspective that is not in line with what is considered good.
A simple comparison is, in business and industry, the most a person with power can do is take another
person’s job away. Depending on the moral fiber of that industry boss, the abuse of their power may become easy for them and they may use that as a shortcut to get out of retraining someone or dealing with a complicated situation. The quick solution phenomenon of removing a person from a company as a matter of convenience rather than cause may result in the industry boss losing their moral compass, thus losing their compassion for others.
This phenomenon can also be present in persons who have enormous power, such as police officers. Police officers have the ability to take away a person’s freedom. The officer must keep their morality, humility, and compassion for others, and practice grace and mercy every day. Keeping these virtues at the forefront of their thinking demands that the officer employ a different manner of thinking and a lifestyle that upholds these virtues. They must know their job and the people they serve so well that they have the ability to know when their actions will affect someone.
Outline and Speech Presentation with Narration OverviewPresenti.docxalfred4lewis58146
Outline and Speech Presentation with Narration Overview
Presenting information in a clear, concise manner, while keeping the audience interested, is one of the more common speaking situations you may face in a professional setting. Often, while you may be the resident “expert” on a topic, you will find that in order to effectively inform a group on a particular subject you may need to do a significant amount of research to support your claims. In other instances, you may be asked to perform research on a topic that you are unfamiliar with and to present to a group the information that you have gathered. In either case, this is called speaking to inform. At other times, you may have to persuade others to believe your point of view or accept your solution to a problem. This is called speaking to persuade.
Assignment: Prepare an informative or persuasive speech utilizing the speech pattern of your choice.
Parameters: Speech must be related to workplace communication, relevant to this audience and approved by the instructor. Brainstorm and/or look in your text for ideas.
Topics for paper:
Interpersonal Communication as it relates to relationships, Causes of Interpersonal Communication issues as it relates to relationships, How to resolve Interpersonal Communication issues as it relates to relationships, How to overcome Interpersonal Communication issues, Problems Interpersonal Communication as it relates to relationships can have
You must use PowerPoint with your speech recorded using the Narration feature and include in the presentation a minimum of five slides. PowerPoint documents will be graded as part of the speech.
Time: The full team presentation should fall within the time constraints of 5-7 minutes.
Outline and References: An outline is required. Main points should be full sentences, first level subpoints may be full sentences or phrases, second and third level subpoints may be phrases or key words. The outline should include a speech title, general purpose, specific purpose, thesis statement, introduction, body and conclusion. Please see the sample outline in the Doc Sharing for details.
Using APA format, create a reference page documenting a minimum of four sources and all materials that are not considered “common knowledge” or “public domain.” Please review the policy under Course Home that discusses plagiarism so that you can be sure to avoid it. As a general rule, when in doubt, cite the source.
Per the sample outline in the Doc Sharing, a description of visuals is required as well. See the sample outline for details.
The outline, references and description of visuals should be submitted in one document to the dropbox.
Evaluation: 220 points; 100 points allocated to the outline. 60 points allocated to the speech delivery and 60 points allocated to the PowerPoint.
Running Head: POLICE OFFICER DISCRETION POLICY ANALYSIS 5
Police Officer Discretion Policy.
BCJ 4701, Criminal Justice Organization and Administra.docxpoulterbarbara
BCJ 4701, Criminal Justice Organization and Administration 1
Course Learning Outcomes for Unit V
Upon completion of this unit, students should be able to:
4. Determine practical solutions to issues experienced by criminal justice agencies.
4.1 Prepare a code of ethics for a criminal justice agency.
4.2 Examine the importance of a code of ethics in a criminal justice agency.
4.3 Establish compliance training policies for a code of ethics in a criminal justice agency.
Course/Unit
Learning Outcomes
Learning Activity
4.1
Chapter 9
Unit V Scholarly Activity
4.2
Unit Lesson
Chapter 9
Unit V Scholarly Activity
4.3
Unit Lesson
Chapter 9
Unit V Scholarly Activity
Reading Assignment
Chapter 9: Police Administration, pp. 283-309
Unit Lesson
Police Administration
No organization, including law enforcement, can complete its mission without the use of management to
accomplish its daily tasks, which may consist of preventing criminal activity, apprehending criminals,
controlling traffic, or simply maintaining order. Regardless of the undertaking, an agency must conduct its
work by ensuring there is a coordinated effort between all the actors.
UNIT V STUDY GUIDE
Police Administration
BCJ 4701, Criminal Justice Organization and Administration 2
UNIT x STUDY GUIDE
Title
In recognizing the responsibilities of an agency,
one would be wise to understand law enforcement
history to have a better idea of what progress has
been accomplished. Long before the establishment
of structured law enforcement organizations, there
was a need for citizens to be protected that
originated with the establishment of men
preserving peace by standing guard at a town’s
border, controlling lawless activity, and even
announcing the time of day and weather.
These activities were primarily reactive in nature,
and because there was no salary involved, these
individuals were subject to corruption and not
respected in the community. Even after the
adoption of police agencies in the United States in
Boston, Philadelphia, and New York, the limited
use, low pay, and political meddling did little to
enhance the police officer’s public image. Since the
inception of law enforcement, several steps have been implemented to increase professionalism. These
improvements include recruiting and hiring minority and female officers while providing sensitivity training and
leading agencies away from traditional policing to a more community-oriented concept.
Community-Oriented Policing
The community policing core concepts strive to increase community partnerships so that problem-solving can
be accomplished by utilizing the strengths of the police and the community together, rather than individually
working on the same issues. This proactive concept must be accepted and utilized at all levels for there to be
a permanent solution on community problems. Officers, community leaders, and citizens have expe.
BCJ 4701, Criminal Justice Organization and Administra.docxShiraPrater50
BCJ 4701, Criminal Justice Organization and Administration 1
Course Learning Outcomes for Unit V
Upon completion of this unit, students should be able to:
4. Determine practical solutions to issues experienced by criminal justice agencies.
4.1 Prepare a code of ethics for a criminal justice agency.
4.2 Examine the importance of a code of ethics in a criminal justice agency.
4.3 Establish compliance training policies for a code of ethics in a criminal justice agency.
Course/Unit
Learning Outcomes
Learning Activity
4.1
Chapter 9
Unit V Scholarly Activity
4.2
Unit Lesson
Chapter 9
Unit V Scholarly Activity
4.3
Unit Lesson
Chapter 9
Unit V Scholarly Activity
Reading Assignment
Chapter 9: Police Administration, pp. 283-309
Unit Lesson
Police Administration
No organization, including law enforcement, can complete its mission without the use of management to
accomplish its daily tasks, which may consist of preventing criminal activity, apprehending criminals,
controlling traffic, or simply maintaining order. Regardless of the undertaking, an agency must conduct its
work by ensuring there is a coordinated effort between all the actors.
UNIT V STUDY GUIDE
Police Administration
BCJ 4701, Criminal Justice Organization and Administration 2
UNIT x STUDY GUIDE
Title
In recognizing the responsibilities of an agency,
one would be wise to understand law enforcement
history to have a better idea of what progress has
been accomplished. Long before the establishment
of structured law enforcement organizations, there
was a need for citizens to be protected that
originated with the establishment of men
preserving peace by standing guard at a town’s
border, controlling lawless activity, and even
announcing the time of day and weather.
These activities were primarily reactive in nature,
and because there was no salary involved, these
individuals were subject to corruption and not
respected in the community. Even after the
adoption of police agencies in the United States in
Boston, Philadelphia, and New York, the limited
use, low pay, and political meddling did little to
enhance the police officer’s public image. Since the
inception of law enforcement, several steps have been implemented to increase professionalism. These
improvements include recruiting and hiring minority and female officers while providing sensitivity training and
leading agencies away from traditional policing to a more community-oriented concept.
Community-Oriented Policing
The community policing core concepts strive to increase community partnerships so that problem-solving can
be accomplished by utilizing the strengths of the police and the community together, rather than individually
working on the same issues. This proactive concept must be accepted and utilized at all levels for there to be
a permanent solution on community problems. Officers, community leaders, and citizens have expe ...
BUS661-WEEK 3-DISCUSSION QUESTIONS-ASSIGNMENT –Instructor Guidance- Leading Organizational Change MFV1314A
WEEK 3
Week 3 Objectives-instructor guidance-
· Outline key reasons for resistance to change and propose actions that can be taken to reduce resistance.
· Discuss key driving forces and steps of the change process.
· Evaluate the importance of communication in the change process and the overall effectiveness of the change initiative.
· Demonstrate knowledge of the change process.
In week two, we considered the internal and external pressures associated with change within the law enforcement profession. Continuing with this example we will consider/propose actions that can be taken to reduce resistance to change with the law enforcement profession.
Across the country, crime analysts are compiling statistics that record and identify trends in crime. In theory, law enforcement managers can use these statistics to determine the best way to disperse the personnel within the agency to address specific crimes. There is an inherent flaw with this method for managing the delivery of police services to the community. The implementation of accountability programs are often thought of by management as a means of increasing officer productivity and motivating otherwise disinterested officers. The associated problem with the use of accountability programs are that law enforcement officers learn how to manipulate the statistics without truly accomplishing the goals of the agency. Subsequently the officers who learn how to manipulate these accountability systems are looked upon as the example. As a result, law enforcement managers must identify or develop proven methods to motivate officers to buy in to the vision and goals of the organization.
Contrary to the traditional methods of policing, accountability programs “adopt the managerial techniques and administrative structures of private for-profit corporations, emphasizing cost control, efficiency, decentralization of management and the cutting back of the public sector, while creating a market or quasi-market mechanisms, contracting out, performance indicators, risk assessment, and audit procedures.” (Chan, 1999) As managers continue to implement these types of programs within the law enforcement profession, officers who typically enjoy a considerable amount of freedom are now confronted with a micromanagement style of leadership. This often results in feelings of resentment, hostility, and distrust as management is pitted against front-line employees. To offset this hostility, officer’s gradually fall into several distinct categories. Those who produce at lower-levels, those who learn to manipulate the statistics utilized by supervisors to measure performance, and those who continue to work at previously established levels. Each of these situations creates a challenge for managers to deal with in terms of motivation. It would not be plausible to motivate each group of officers ...
1) The case study examines issues within the Rixton police department stemming from a lack of strong leadership and clearly defined policies and procedures.
2) Chief Eager does not enforce the chain of command or ensure policies are properly communicated, leading six patrol officers to cause internal strife through their conduct.
3) Without department-wide standards and accountability, the minority of problem officers can negatively impact community perceptions of the entire department.
Best Technical Writing For Beginners 2023 - AtOnceTracy Hill
Ben Carson had a troubled childhood that influenced who he became. His mother taught him important life lessons that helped guide his choices. He overcame challenges to become a renowned neurosurgeon and presidential candidate, applying the values from his upbringing to his studies and career. Experiences in one's background shape the person they become through the lessons learned and molding of character.
Running Head: POLICE ETHICS 1
POLICE ETHICS 4
Police Ethics
STUDENT
CLASS
DATE
Professor
:
ABSTRACT
Police officers play the role of maintaining law and order. This entails ensuring the safety of the society without compromising the nobility of the department. The administrator needs to exercise honesty, integrity and fair treatment to all its citizens. This is termed as ethical behavior in their jobs.
Safety is among the functions of the department. The execution of this service should ensure the public is not put at any risk. The use of force may harm the public. For that reason, police ought to be diligent on how they apprehend criminals. The principles of proportionality, minimization and practicability are addressed within with an emphasis on public support and security.
The police recruitment process is in place to allow the trainers to assess the character of the recruits. To uphold the nobility of the department, honest and diligent recruits get posted to various regions of the country. The ill-behaved cops may be punished by losing their jobs or automatic suspensions.
The adherence to legal procedures and law sections should be the driving principle for the cops. This will eradicate the chances of conflicting demands. Conflicting claims exist when the cops have a personal interest and may conceal evidence.
The department should appreciate the community role in security. The community provides information on crime hot spots. This aids in narrowing down on investigation areas making their job efficient. This may also eradicate the norm of the public fearing the cops. Such fear chokes the flow of information hindering efficiency of the police force.
Officers need to exercise discrete decision making to ensure fair treatment of crimes. Separate decision-making allows law enforcers to make precise verdicts with no partiality.
In conclusion, this paper seeks to identify and illustrate police ethics in correlation to their roles in the society. Some of the factors prohibiting their effectiveness are discussed within.
Integrity in private life
A police office should practice to abide by the laws of the state. The principle purpose for this is to ensure transparency in case of any scrutiny. Also to this, the law administration should be an example demonstrating how the society should live. It would be difficult and uncouth if police officers were found in compromising situations. The officers need not abuse any powers handed to them by the state.
According to Barker, the social status of the police in the society plays a vital role. Police officers have a master status. That state cuts across all other social positions in the society. The college student, parent, manager, security guard all relate with the officer. Therefore, there is a need to ensure the boys in blue maintain the code of conduct. Their master status gets to identify them from any other person in the community. The police officer ne.
Police Corruption Essay. Pontifical Faculty of the Immaculate ConceptionApril Eide
This document discusses the challenges of writing an essay on the complex topic of police corruption. It notes that a nuanced understanding of law enforcement practices, ethics, and the societal impacts of corruption is needed. Thorough research from multiple sources is also required to provide a comprehensive view of the historical, legal, and systemic factors involved. When discussing such a sensitive issue, it is important to maintain a neutral tone while still critiquing misconduct and considering potential solutions. Crafting an ethical thesis statement that addresses the root causes without damaging ongoing investigations or reputations is also a difficult part of writing on this challenging subject. In conclusion, a meticulous and well-researched approach that balances various perspectives is needed.
Research paper - Forensic investigation, due diligenceHarsh Chitroda
Topic: Importance of Business Intelligence Services - Forensic Investigation, Due diligence in the current business scenario. The type of research method used in the paper was a qualitative one and obtained from real experience working at Deloitte.
Ethics in AccountingKeys to Reducing FraudAbstra.docxhumphrieskalyn
Ethics in Accounting
Keys to Reducing Fraud
Abstract: The major problem facing accounting today is the ethical and moral decline of accounting professionals. The American Institute of Certified Public Accountants (AICPA) has published ethical rules to guide accounts and protect the trustworthiness of their decisions in the event an ethical dilemma arises. However today, the profession remains challenged with the need to invest in the growth and development of ethical and moral reasoning of accounting professionals to protect them from veering from ethical standards. This paper will explore ethical concepts such as professional conduct and integrity and how emphasis on these ethical values will affect fraud.
Table of Contents
I. Executive Summary 1
II. Introduction 1
III. Review of Literature 1
IV. Analysis 1
V. Recommendations 1
VI. Summary and Conclusions 1
VII. Appendix x 1
VIII. References 1
ACCT 601 – Accounting Capstone
Ethics in accounting
Page 0 of 3I. Executive Summary
Due week 7II. Introduction
Problem statement and how the topic fits with the course, the degree, and your focus area.
Include a reason for the audience to read the paper. Include an overview of what you are going to cover in your paper and the importance of the material.
Preview the main ideas and the order in which they will be covered.
Establish a tone of the document.
Accounting is the process by which financial transactions are monitored, tracked and examined. It aims to provide a means of determining the expenditure levels of an institution and it provides a means of maintaining transparency and honesty in the recording of business transactions. While most accounting is completed using technology, software is easily manipulated by people. Thus, individuals are the least reliable part of the process, as they are susceptible to influence from outside sources and defiant personal decisions. Therefore, the major problem facing accounting is the ethics and morals of the individual accountants. This paper will determine the importance of specific aspects, such as autonomy, confidentiality, professional conduct and integrity and establish the overall ethical characteristic necessary to ensure proper accounting and inhibit fraud.
Autonomy
According to Kant's moral philosophy, autonomy is the capacity of an individual to act based on objective morality rather than personal desires or other influences. In accounting, managers make decisions on their own without the input or approval of higher authorities. In some cases, this self-rule or individuality may affect decisions made due to pressures of the moment rather than the right decisions for the company. In other words, singular decisions made with the aim of bias in the outcome in favour of either a party involved in the process or the decision maker rather than for the greater good is in itself corrupt. Therefore, to ensure decisions are made with the best intentions of the organization, rather than othe.
This webinar discusses sanctions screening and politically exposed persons (PEPs) screening. It explores know your customer procedures, sanctions filtering, and dealing with high-risk PEPs. The webinar will cover BSA/AML compliance management, digital currencies, monitoring transactions, and adapting to regulatory changes. It is aimed at compliance professionals, financial institutions, and other organizations subject to anti-money laundering regulations.
(allow for more than one officer to participate, and even shoot.docxjoyjonna282
(
allow for more than one officer to participate, and even shoot rubber bullets back at the officers. These simula
tions provide enlightening and realistic training for offi
cers new to the position as well as for those
that
have been working the street for some time.
) (
^^^^
) (
Police training does not end at the recruit level. It is used to update the skills and knowledge base of veteran officers throughout their law enforcement careers.
)In-service training Training that occurs during a police officer's career, usually on a regular basis and usually within the department; often requred by department policy or state mandate.
probationary period The period in the early part of an officer's career in which the officer can be dismissed if not performing to the department's standards.
training programs for officers assigned to new duties. Recently, many of these training opportunities have been offered online. Training units can be developed that can be worked around an officer's schedule. They can be anywhere from 10-minute training segments to use during or after roll call or several hours for a more in-depth discussion of a topic.
Police training generally does not end at the recruit level. In many departments, in-service training is used to regularly update the skills and knowledge
base of veteran officers.
Numerous departments throughout the United States have begun to develop low-cost and effective local and regional community policing training to inculcate community awareness into their recruits and in-service personnel. The U.S. Department of Justice Office of Community Oriented Policing Services (COPS) encourages departments to pursue community policing initiatives and provides links on its website to community policing sites with training opportunities available to law enforcement. It also provides grants and funding to law enforcement agencies.
Probationary Period
(
In-Services, Management, and Specialized Training
Police training generally does not end at the recruit level. In ma
ny departments, is used to regularly update die skills and knowledge base of veteran officers. Because laws and devel
opments in policing are constandy chang
ing, officers need to be kept up to date. Many states have chosen to mandate a required number of
in-service training hours for officers to maintain their state certification. Primarily, diis was done as a way to ensure departments were keep
ing their officers updated on the latest laws and procedures and ensure some degree of uniformity from jurisdict
ion to jurisdiction.
In addition to in-service training, many departments use management training programs to teach supervisory and ma
n
a
geme
nt
skills to newly
promoted supervisors and
managers. Many departments also offer specialized
)A probationary period is the period
of time that a department has to evaluate a new officer's ability to perform his or her job effectively. Generally, a probationary officer can be dismissed at will without ...
The police psychologist was asked to help implement a community policing program with the local police department. Some seasoned officers may be resistant to change and having a psychologist on staff. To gain support for the program, the psychologist and sheriff held a dinner with community leaders to discuss safety issues and how community policing could help. The psychologist proposes a three-phase training program for property managers and residents to improve security and educate them on community policing. Assessments will be conducted with officers, both new recruits and seasoned veterans, to determine attitudes towards change and the new program. The goal is to create a safer environment for all through community involvement and support for law enforcement.
ITP100 Project Part 2 Create the solution to a program th.docxchristiandean12115
ITP100 Project: Part 2
Create the solution to a program that calculates the final score and letter grade for one student.
Please use the following grading schema from Part1.
At this point assume that the user is entering the grades manually. Modularize your code
appropriately. Below is a suggestion for the modules you may need:
A module to calculate the total homework score
A module to calculate the total exam score
A module that calculates the total quiz score
A module that calculates the total discussion score
A module that calculates the total project score
A module that calculates the final score
A module that determines the letter grade based on the final score
The first five modules also need to query the user for each individual score.
A letter grade is based on the following table:
Grading Rubric Points Score
Correct variable declarations 15
Correct declaration of constants 15
Correct module declarations and endings 15
Correct arguments in module call 15
Correct parameters in module declaration 15
Correct parameter variable scope (value/reference) 15
Correct calculations 6
Code properly indented 2
Input validation placeholders 2
Total 100
Unit VII Course Project
Code of Ethics
Begin by preparing of Code of Ethics for a fictional company which should include at minimum ten elements. Once you have compiled the Code of Ethics, respond to the following questions: (Start with an introductory)
1. Why did you include each of the ten elements?
2. Why is a Code of Ethics an important part of every business from an employer standpoint?
3. Why is a Code of Ethics an important part of every business from an employee standpoint?
4. Once you have written the Code of Ethics, how would you implement to ensure compliance?
Your completed assignment should be a minimum of two double-spaced pages (one page for the Code of Ethics and two pages for question responses). Please use a minimum of two credible sources from the CSU Online Library to support yourreasoning. Referenced sources must have accompanying citations complying with APA guidelines.
Format your essay response in accordance with APA style. For step-by-step instructions for formatting a paper in APA style, please refer to the CSU Citation Guide
Evans, T. R. (2015). What does it mean to be an ethical CPA? Pennsylvania CPA Journal, 86(3), 66. Retrieved from https://libraryresources.columbiasouthern.edu/login?url=http://search.proquest.com.libraryresources.c olumbiasouthern.edu/docview/1715918037?accountid=33337
Abstract
TranslateAbstract
An excerpt from the 2015 Student Writing Competition first-place essay is presented. Ethics can be difficult to define as one enters the nuanced world of business, where moral dilemmas are not always painted in black and white. As the last line of defense between the users of financial information and potential fraud, accountants have a particularly strong need for a solid ethical.
FIN 340 Milestone One Guidelines and Rubric Overview.docxssuser454af01
FIN 340 Milestone One Guidelines and Rubric
Overview: As an investor for yourself or your clients, you have the job of developing investment objectives and a plan to achieve those objectives and then make
subsequent investments in appropriate assets accordingly. This process can be collectively termed “the investment process.” It is helpful to break the process
down into the four core concepts that underpin any sound investment process.
First, you must understand what you are investing in. You have to know the underlying characteristics of the investment. What type of asset is it? What type of
security? How is it priced? What are the expected cash flows? Who are the typical investors and what are their typical motives? If you do not understand the
answers to those questions, then the initial expectations you develop about the value and risk of the asset will be fundamentally flawed. This sets you up for
missteps that can lead to underperforming your investment objectives.
Second, you must be able to estimate the value of the asset. Valuation is about assessing the estimated cash flows of the asset. This is a key component of
discerning absolute return potential and the differences between competing assets. It has a significant influence on the third step in the process as well.
The third step is developing a thesis about an asset's expected return and the associated risk. This is accomplished by assessing your valuation estimates against
the current market price and any developing economic or market dynamics that may impact your expected valuation or its pricing. The market is constantly
changing, and these expectations need to be monitored on a regular basis to ensure they continue to correspond to the objectives you are trying to achieve.
Finally, you must understand how the assets in a portfolio interact with one another. It is likely that you will not have just one investment, so any additional
assets will impact the overall performance of the portfolio. You want to formulate a plan to add assets that, when combined together, will have the potential to
meet your objectives. Putting all of these steps together into a consistent, thorough process will position you to better meet the investment objectives laid out
at the beginning.
Prompt: This milestone involves creating a draft of the client analysis section of the final project. Use the Final Project Scenarios document, which has the client
scenarios and tables needed to complete the final project.
Specifically, the following critical elements must be addressed in this milestone:
I. Client Analysis: In this section, you will analyze your clients’ financial documentation and determine their risk tolerance and objectives. To effectively
address the critical elements in this section, you must analyze the information for both client one and client two.
A. Analyze each client’s financial documentation in order to perform the following evaluativ ...
Fraud, bribery and corruption: Protecting reputation and valueDavid Graham
In support of International Fraud Awareness Week, Deloitte Risk Advisory has published a series of articles, the second of which has been introduced below. This article lists ten areas that executives and the audit committee should evaluate to help mitigate reputational risks of fraud, bribery and corruption
Ai and data analytics in operational risk management and investment managemen...Guan Khoo
First part of a high-level "qualitative" summary of my ppt presentation at the AI Financial Summit, APAC Conference, presented on 4 April, 2018 at the Sheraton Imperial Hotel, Kuala Lumpur. Part 1 here discusses more from an op risk perspective, esp. on data sourcing incl., qualitative or unstructured data and the augmented role of business process governance in op risk mgt.
Similar to Advanced Search February 2015Ethical Defensibil.docx (20)
Variables in a Research Study and Data CollectionIn this assignmen.docxdaniahendric
Variables in a Research Study and Data Collection
In this assignment, you will explore the variables involved in a research study.
Complete the following tasks:
Read the following articles from the Cumulative Index to Nursing and Allied Health Literature (CINAHL) Database in the South University Online Library.
Lee, A., Craft-Rosenberg, M. (2010). Ineffective family participation in
professional care: A concept analysis of a proposed nursing
diagnosis.
Nurs Diagn
. 2002 Jan-Mar;
13
(1), 5–14.
Witt, C. M., Lüdtke, R., Willich, S. N. (2010). Homeopathic treatment
of patients with migraine: A prospective observational study with
a 2-year follow-up period.
J Altern Complement Med
. 2010 Apr;
16
(4), 347–55. doi: 10.1089/acm.2009.0376.
Read the process for data collection employed in both these studies. Compare the method used in each of them.
Provide a bulleted list of the five tasks performed as part of data collection in each of them. Click
here
to enter your responses in the organizer.
.
Variation exists in virtually all parts of our lives. We often see v.docxdaniahendric
Variation exists in virtually all parts of our lives. We often see variation in results in what we spend (utility costs each month, food costs, business supplies, etc.). Consider the measures and data you use (in either your personal or job activities). When are differences (between one time period and another, between different production lines, etc.) between average or actual results important? How can you or your department decide whether or not the observed differences over time are important? How could using a mean difference test help?
.
Valerie Matsumoto's "Desperately Seeking "Deirde": Gender Roles, Multicultural Relations, and Nisei Women Writers of the 1930s," focuses on the writings of Deirde, a second generation Japanese American advice columnist. But as the abstract of this piece suggests, Matsumoto was not so much interested in the advice Deirde was giving her readers as much as she was interested in the questions her readers were asking the "Dear Abby"of their community in the mid-1930s to early 1940s. What were they asking about? From Deidre's columns, what were some of the concerns of the Japanese-American community during 1935-1941? While it is of extreme importance to study the experience of the Japanese-Americans during World War II , Matsumoto argues that it is also of importance to study the pre-war lives of Japanese-Americans. Why? What did these concerns reveal about the Japanese-American experience in the United States during this time period?
.
valerie is a 15 year old girl who has recently had signs of a high f.docxdaniahendric
valerie is a 15 year old girl who has recently had signs of a high fever, her parents took her to the ER and the test results say she has a bacterial infection and her white blood cells are trapping bacteria it is not binding with the vacuole and releasing necessarg enzymes to break the cell wall. What disease does valerie have?
.
Utilizing the Statement of Financial Position on page 196 of the Acc.docxdaniahendric
Utilizing the Statement of Financial Position on page 196 of the Accounting Fundamentals for Health Care Management text book (see attachement), compare the figures for 2013 and 2012. Compose a narrative of possible explanations for the documented charges in the year-end figures for the organization. Your response should be a minimum of 200 words in length and submitted in a Word document, utilizing APA format.
See attachment referencing Statement of Financial Position
.
Utech Company has income before irregular items of $307,500 for the .docxdaniahendric
Utech Company has income before irregular items of $307,500 for the year ended December 31, 2014. It also has the following items (before considering income taxes): (1) an extraordinary fire loss of $53,000 and (2) a gain of $27,100 from the disposal of a division. Assume all items are subject to income taxes at a 39% tax rate.
Prepare Utech Company’s income statement for 2014, beginning with “Income before irregular items.”
.
Using your work experience in the public and nonprofit sector, and t.docxdaniahendric
Using your work experience in the public and nonprofit sector, and the knowledge you have gained in this MPA program as a guide, address the following question in a detailed fashion:
What methods, specifically, have citizens utilized to influence and become involved in the budgeting and financial management arenas in the public sphere? Which movements or strategies have been most successful from a citizen perspective? To what degree do budgeting professionals and public administrators seek and consider this citizen involvement? What will be the trend for the future with regard to citizen participation in the process?
.
Using your textbook, provide a detailed and specific definition to.docxdaniahendric
Using your textbook, provide a detailed and specific definition to the following terms:
Transformation Leadership
Transactional Leadership
Laissez-Faire Leadership
Idealized Influence
Inspirational Motivation
Intellectual Stimulation
Idealized Consideration
Contingent Reward
Management by Exception
Kouzes and Posner wrote a book entitled the
Leadership Challenge
in which they identified five practices of exemplary leaders. Using your textbook and Internet sources, discuss the five practices and give examples of leadership behaviors that would illustrate the practice. (1 page minimum)
.
Using your text and at least one scholarly source, prepare a two to .docxdaniahendric
Using your text and at least one scholarly source, prepare a two to three page paper (excluding title and reference page), in APA format, on the following:
Explain the difference between Charity Care and Bad Debt in a healthcare environment.
Explain how the patient financial services personnel assist in determining which category the uncollectible account should be placed.
Discuss the financial implications of gross uncollectibles on the bottom line of the healthcare institution, and explain how these are recorded on the financial statements.
This is the textbook that we are on:
Epstein, L. & Schneider, A. (2014).
Accounting for Health Care Professionals
. San Diego, CA: Bridgepoint Education, Inc.
.
Using Walgreen Company as the target organization complete the.docxdaniahendric
Using
Walgreen Company
as the target organization complete the following three-step process:
First, conduct an external assessment and complete either an EFE or CPM. Use the following five websites in conducting your assessment:
http://marketwatch.com
www.hoovers.com
http://moneycentral.msn.com
http://us.etrade.com/e/t/invest/markets
http://globaledge.msu.edu/industries
Second, conduct an internal assessment and complete an IFE. Use the following documents, which may be found in the target organization’s corporate website:
Most current Form10K document
Most current Annual Report
Then develop a well-written paper describing the findings that you discovered by
analyzing the data
from the external assessment and from the internal assessment.
Present facts.
Consider putting some of the data into a graphical display (chart, figure, table) to present information in a clear way. Use citations to substantiate your ideas. Insert the completed matrixes as appendixes and reference them within the body of the paper according to APA standards.
Your paper should meet the following requirements:
Be 2-3 pages in length
Be formatted according to
APA GUIDELINES
Cite a minimum of three outside sources.
Include all required elements, including a reference page and required appendixes.
.
Using the text book and power point on Interest Groups, please ans.docxdaniahendric
Interest groups use various tactics to influence political parties and policymakers, including lobbying. There are different types of interest groups, with some being more powerful in certain states than others. Lobbyists represent interest groups and try to sway legislators through various approved methods outlined in the attached powerpoint presentation.
Using the template provided in attachment create your own layout.R.docxdaniahendric
Using the template provided in attachment create your own layout.
Review the Goals
Who is the Persona you are trying to reach?
Use the "How to Change Consumer Behavior" file
Integrate social media
A Twitter feed needs to be on the Home Page
Use a Site Architecture Excel File to let the IT Developer know sub menus
Simplify wherever you can. What is the 1 message you want the viewer to remember?
.
Using the simplified OOD methodologyWrite down a detailed descrip.docxdaniahendric
The document provides instructions for using the simplified Object-Oriented Design (OOD) methodology to design software for a police department. The methodology involves writing a description of the problem, identifying relevant nouns and verbs, selecting objects from the nouns and their data components, selecting operations from the verbs, and writing a paper proposing classes with data members and methods for tracking people, property, and criminal activity.
Using the text, Cognitive Psychology 5 edition (Galotti, 2014), .docxdaniahendric
Using the text,
Cognitive Psychology 5 edition
(Galotti, 2014), the University Library, the Internet, and/or other resources, answer the following questions. Your response to each question should be at least 150 words in length.
1.
What is primary memory? What are the characteristics of primary memory?
2.
What is the process of memory from perception to retrieval? What happens when the process is compromised?
3.Is it possible for memory retrieval to be unreliable? Why or why not? What factors may affect the reliability of one’s memory?
.
Using the Tana Basin in Kenya,1.Discuss the water sources and .docxdaniahendric
Using the Tana Basin in Kenya,
1.
Discuss the water sources and their quality - ( 5 marks)
2.
Outline the factors that influence their potential uses - (5 marks)
3.
Identify and map the current users of water in the catchment - (15 marks)
4.
Map the potential source of pollution in the catchment - (5 marks)
Need three pages APA format.
.
Using the template provided in a separate file, create your own la.docxdaniahendric
Using the template provided in a separate file, create your own layout.
Review the Goals
Who is the Persona you are trying to reach?
Use the "How to Change Consumer Behavior" file
Integrate social media
A Twitter feed needs to be on the Home Page
Use a Site Architecture Excel File to let the IT Developer know sub menus
Simplify wherever you can. What is the 1 message you want the viewer to remember?
.
Using the template provided in attachment create your own layo.docxdaniahendric
The document provides instructions for creating a website layout using the provided template, reviewing goals, identifying the target persona, integrating information from an attached file on changing consumer behavior, including a Twitter feed on the home page, using an Excel file to communicate the site architecture and submenus to developers, and simplifying the design to focus on one key message for viewers.
Using the Sex(abled) video, the sexuality section in the Falvo text.docxdaniahendric
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Advanced Search February 2015Ethical Defensibil.docx
1. Advanced Search
February 2015
Ethical Defensibility: Should an Officer’s “Willingness to
Deceive”
Result in Automatic Certification Revocation?
By Thomas Martinelli, Adjunct Professor, Wayne State
University, Detroit Michigan, Independent Training
Consultant, Institute for Intergovernmental Research,
Tallahassee, Florida, and Michigan State University’s
Intelligence Toolbox Program, East Lansing, Michigan, and
Member, IACP Police Professional Standards,
Ethics, and Image Committee
The concept of Ethical Defensibility provides all sworn
personnel with the philosophical
tools and analytical skills necessary to weigh value-based
alternatives, resulting in the
repetitive acts needed to protect, preserve, and defend the
integrity of the police
profession.
“Oh, what a tangled web we weave,
When first we practice to deceive!”
—Sir Walter Scott, Marmion
ying, deception, and the omission of truth (when duty dictates),
2. all fall under a “willingness to deceive” in
police character policies. A character policy specifically
addresses the ethical challenges demanded of
all public servants regarding the mandatory need for and
relationship between truth-telling, duty-bound
honor, and justice. This is not about perjured written or spoken
words; they clearly are illegal and
unconstitutional. Rather it is about the philosophical tenets of
the profession that are necessary to instill and
reinforce the honor, pride, and higher standards that are the
foundations of policing. Protecting the integrity
and image of the profession involves educating officers at all
levels of an agency to prioritize truth telling,
without exception. It is a critical part of the job description.
The challenge today in policy compliance training (or core
values training) is that many character policies are
written in generalities, leaving them susceptible to arbitrary and
subjective interpretations. More times than not,
they are rarely defined, explained, or translated into real,
everyday policing situations. The profession arms its
street-level officers with tools for success, both weaponry and
street survival tactics, but generally ignores the
philosophical ethical dilemmas involving character that officers
are confronted with in the performance of their
duties. Such an oversight in training circles can be costly from a
litigation standpoint, both from citizen lawsuits
as well as internal litigation associated with running a
department.
Policing in general and sworn testimony in specific will always
be
about an officer’s character and that is why core values training
and
vigilant supervisory reinforcement of character issues are
3. critical to
an agency’s future successes.
Core value-based training curriculums and scenarios provide the
rank and file with a clearer understanding of
the differing levels of distinction associated with truth telling in
law enforcement and sends them a message
that a breach of this policy, when severe enough, could cost
them their career. It is incumbent upon the
leaders of the profession to demand higher standards of
character for all sworn members specifically
regarding core values initiatives and policy compliance.
Expecting high standards of character cannot be taken
for granted or implied, rather, those standards must be defined,
discussed, and supervised in order for the
profession to thrive.
Policies such as Conduct Unbecoming, Neglect of Duty,
Insubordination, and a Willingness to Deceive, when
litigated in labor law hearings and courts of law, can be
capricious, arbitrary, and difficult to grasp. Terminated
public servants, through their counsel, will argue there are more
appropriate, lesser disciplinary alternatives
than termination that would be adequate regarding such minor
character policy violations. Even civilian jurors
may not be convinced termination is the appropriate sanction
for police officer deceptions.
Firing a veteran police officer for failing to tell the truth in any
employment-related scenario can be financially
crippling in civil courts, create a challenging precedent in
disciplinary hearings, and damage a department’s
morale. Additionally, suspended officers who feel unfairly
disciplined for what they perceived were appropriate
acts (the gray areas of ethical policing) may say, “Next time I
4. will choose not to get involved and avoid such
situations. It is not worth it.”
Yet, clearly the criteria for termination is subject to a higher
standard when depriving a public servant of his or
her property right to work. Many years of training and
experience are invested in law enforcement employees,
and termination over character issues such as deception or
omissions is costly for all parties involved.
Taxpayer monies and agency manpower hours are often wasted
in civil court litigation defending a chief’s
decision to rightfully terminate an unethical “bad apple” in an
effort to preserve the integrity, image, and morale
of his or her department. Avoiding such liabilities can only
prove fruitful for any agency in the long run.
Balancing administrative policy compliance measures of “doing
the right thing” with subjective, subordinate
perceptions for the job is stressful, demanding, and many times,
a losing battle.
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The Latest of the Brady Progeny
Smith v. Cain, 565 U.S. ______ (2012):
Under the Brady progeny formula, “the
State violates a defendant’s right to due
process if it withholds evidence that is
favorable to the defense and material, to
the defendant’s guilt or punishment”
(emphasis added), citing Brady v.
Maryland, 373 U.S. 83, 87 (1963); See also
Giglio v. U.S., 405 U.S. 150 (1972); U.S. v.
Agurs, 427 U.S. 97 (1976).
Evidence is “material” within the meaning
of Brady, when “there is a reasonable
probability that, had the evidence been
disclosed to the defense, the result of the
proceeding would have been different.” U.S.
v. Bagley, 473 U.S. 667, 682 (1985).
The prosecutor has an affirmative duty to
discover any favorable exculpatory, material
evidence and give it to the defense. Kyles v.
Whitley, 514 U.S. 419 (1995).
“A reasonable probability does not mean
that the defendant ‘would more likely than
not have received a different verdict with the
evidence,’ only that the likelihood of a
different result is great enough to
‘undermine confidence in the outcome of
the trial’” (emphasis added). Smith, 565
U.S. ______ (2012).
In Smith, the undisclosed detective’s
statements that directly contradicted the sole
testimony tying the defendant to the crime
7. scene and his involvement violated the
defendant’s Fifth and Fourteenth Amendments’
guaranteed right to a fair and equitable trial.
Failing to tender this critical exculpatory
evidence demanded a new trial for the
defendant.
See also: LaChance v. Erickson, 522 U.S. 262 (1998).
The key is to vigilantly self-police one’s agency in the specific
core values critical for professional success. It is
imperative to teach and supervise the rank and file in the
differing levels of acceptable and unacceptable
police deceptions defined by case law, arbitration awards, and
the agency’s policy makers and put them in
written form with specificity and clarity. In doing so, leaders
provide employees with a roadmap for executing
the value-based alternatives available to them when confronted
with philosophical ethical dilemmas, both on
and off the job. This is the foundational concept of Ethical
Defensibility: forcing employees to consider the
philosophical side of policing (reduced internal investigations,
citizen complaints, and lawsuits), coupled with
the larger picture of protecting the agency’s (and profession’s)
image.
To presume all officers have mastered the subtleties, nuances,
and constitutionality of police ethical decision
making falls under the “supervisory logic of good faith”
paradigm, that is, “they should have known better, they
are professionals.”1 This article is intended to be a thought-
provoking continuation of previous Police Chief
articles, case law, and policies that have addressed police
deceptions, lies, and omissions; the disciplinary
process; and the future trends involving character issues in
policing. The emphasis here is to better educate
the rank and file in order to mentally prepare them for the
8. difficult ethical dilemmas officers face on a daily
basis and give them the tools to make the best decisions
possible and that can be used as a defense
whenever challenged.
The Brady Progeny
When officers are found to have intentionally engaged
in deceptive misconduct, whether on the streets, in
administrative investigations, in civil proceedings
during depositions, in internal affairs investigations, or
in labor law (disciplinary) hearings, they not only taint
their own ability to continue to serve as law enforcers,
but tarnish their department’s reputation on a wider
scale. Once it has been internally adjudicated that an
officer intentionally was deceptive, or worse,
demonstrates a pattern of deception, his or her future
effectiveness as a litigation witness is jeopardized.
Failing to train, as demonstrated by the landmark case
Brady v. Maryland and its contemporary progeny, is
organizational negligence that will cost a department
both financially and in regard to the good will of the
constituency served.
When one references the Brady progeny in law
enforcement training curriculums, the focus of that
specific training block deals with police officer
truthfulness and candor in relation to the job and an
employee’s effectiveness as a credible litigation
witness. The Brady v. Maryland ruling will celebrate its
40th anniversary this year, and its use and application
are still continually cited today. It is repeatedly
referenced in U.S. Supreme Court case law
addressing officer character, credibility, evidence
handling, and transparency issues within the
profession. In philosophical arguments dealing with
character, integrity, and professionalism of public
9. servants, courts focus on the overt duty of law enforcers
to always be truthful as demanded by the Due Process
Clause of the Fifth and Fourteenth Amendments.2
Untruthful law enforcers taint the entire criminal justice
system and the public’s perceptions of the profession.
The philosophical, legal argument constitutionally
posited by judges is that the government and its
agents cannot deprive a citizen of life, liberty, or
property without a fair and equitable opportunity to be
heard. In theory, the efforts to pursue justice by all
government agents must be honest, transparent,
forthright, and as proactive as possible in the presentation of
the prosecution’s case.
Any evidence the defense counsel (or appellate lawyers) can
produce post trial proving otherwise may result in
constitutional rights violation rulings; retrials; media scorn;
public backlash; and, most unforgiving, dismissal
of all criminal charges. Instead of protecting society, by cutting
corners, embellishing, withholding exculpatory
evidence, or not telling the whole truth, unethical officers (or
prosecutors) actually might free society’s
predators. The Brady progeny are the result of decades of U.S.
Supreme Court efforts to raise the standards of
accountability for those in law enforcement in order to uphold
the integrity of the system.
The onus of truth seeking will always be on the government and
its agents in order for the system to be fair
and equitable and to zealously protect the integrity of the
process. Ethical Defensibility training is about
protecting the integrity of the criminal justice process and
recognizing the need to zealously do so in every facet
of law enforcement. Any appearance of improprieties regarding
officer untruthfulness (or prosecutorial
10. misconduct) results in the negative perceptions and negative
ramifications regarding the agency’s image and
reputation and the overall criminal justice system.
Non-Compliant Deception Is a Violation of Public Policy
The Police Chief has, over the years, repeatedly published legal
and philosophical articles that have
addressed the need for self-policing in the virtues of honesty,
integrity, and professionalism, using the Brady
progeny as a foundation.3 It would behoove all academy
trainers and middle managers to review those
articles and make them a part of their training curriculums.
They provide a better understanding of the
evolution of case law regarding Brady and the U.S. Supreme
Court’s trend for a more focused demand for
public servant accountability from a due process perspective.
The justices, over the years, have repeatedly
placed the legal and ethical burden on government, to police
itself regarding character issues and integrity,
and this trend will continue. Just as the Department of Justice
consent decrees have been used to bring police
agencies in compliance with best practice standards, the
judiciary branch has made overt attempts to do so
from the bench.
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There is no need to discuss these past articles due to space
constraints, but a Police Chief column written by
Professor Elliot Spector in April 2008 bears summarizing here
for clarity, emphasis, and foundation.
11. In 2008, a state court of appeals had ruled that a dishonest
officer is “unfit for duty” using the Brady progeny as
a public policy basis. They concluded that as a matter of public
policy, the officer’s intentionally deceptive
demeanor (thus a breach of his office) precluded him from
testifying in the future as a government witness.
Brady v. Maryland and its progeny dictate that, to be fair and
transparent, the prosecutor would have to
repeatedly tender to the defense counsel this officer’s history of
deception in every case he was a proposed
witness. This officer’s character flaws would undoubtedly be
addressed in cross-examination and closing
arguments, and cases would be, or could be, lost as a result of
his past, dishonest nature. The court’s
message was “dishonest cops are compromised witnesses.”
The appellate court wrote that the officer’s “proven record of
dishonesty prevents him from useful service as a
law enforcement officer. To require his reinstatement to a
position of great public trust in which he cannot
possibly serve violates public policy.”4 Granted not all
evidence in an officer’s personnel file of past
“deceptions” may be allowed into the record of a criminal case,
but if it is found relevant by the presiding
criminal court judge via a defense motion the due process
clause allows defendant’s counsel to play the
“once a liar, always a liar” card. Policing in general and sworn
testimony in specific will always be about an
officer’s character and that is why core values training and
vigilant supervisory reinforcement of character
issues are critical to an agency’s future successes.
Professor Spector strongly advocates the profession adopt the
appellate court’s ruling as a step in the right
direction and reinforced the need for the top administrators to
12. draw clear lines between “sanctioned lying and
prohibited lying.” The trend in policing is to better educate
officers in the nuances of acceptable deceptive
tactics and the agency’s specific dos and don’ts in a proactive
attempt to circumvent disciplinary measures for
officer untruthfulness or deception. Clearly sanctioned
deceptions in policing are necessary tools to fight crime
under very limited circumstances. Yet, a failure to specifically
define those circumstances for the rank and file
is a disservice to them, as well as the citizenry they serve and
can be used against an agency in a civil court of
law.
Additionally, he suggested that academy training circles teach
all police officers, from day one, that they can
lose their jobs, pensions, and property right to work as a result
of job-related, intentional deceptiveness. By
holding sworn employees to a higher character standard of
behavior and defining what those standards are,
will not the officer’s stakeholders (him- or herself and his or
her family and dependents), the public, the courts,
the police profession, and the citizenry be better off?
“[I]ssues of credibility regarding police will be greatly reduced,
leading to more successful prosecutions, a
reduced number of constitutional violations, and fewer liability
cases and losses,” and it might diminish or
“eliminate the ‘code of silence’ completely.”5 As a matter of
public policy, terminating deceptive officers can
only enhance the profession in the long run. Brady gave police
chiefs the authority and wherewithal to adopt
and enforce such proactive measures regarding officer character
issues and the need to maintain a high level
of professional integrity in this regard.
Interestingly, the challenge here is that this appellate case was
13. overturned by that state’s supreme court in
2009, for not having gone far enough. In their reversal, the
message to police policymakers and trainers was
very succinct: without explicitly and definitively prohibiting
employees from engaging in the act of intentional
deceptions (overt and omissions), termination is too extreme,
unconstitutional, and not the appropriate
remedy.6
For chiefs, middle managers, or disciplinary board members, the
administrative duties associated with disciplining officers in
deceptive policy violations are challenging, to say the least.
Terminating a veteran officer for character indiscretions, major
or
minor, is a very difficult chore to embrace but a hurdle that
must be
confronted.
The state supreme court, in essence, ruled that it was not “fair”
(and thus a violation of the Fifth and Fourteenth
Amendments regarding due process) to terminate an officer, as a
matter of public policy, for his past
indiscretions of misconduct and untruthfulness, solely based on
the Brady progeny. The court overturned the
lower court ruling by insisting that it did not go far enough in
demanding there be specific criteria, spelled out
either in agency policies, procedures, case law, and/or
arbitration reports. In order to justify terminating an
officer, the internal affairs mechanisms in policing had to be
much more forthright in defining such character
policies, non-compliant deceptions, and the disciplinary
potentials for such policy non-compliance.
Termination was not an appropriate sanction under these facts
due to a lack of “notice,” in failing to
14. comprehensively define job-related intentional deceptions.
In order to successfully terminate deceptive police officers as
being “contrary to public policy,” the state
supreme court ruled that there must exist a public policy that is
“explicit, well defined, and dominant”
specifically elaborating and focusing on the nexus between
police honesty and job retention.7 Attempting an
end-around sweep by suggesting the prosecutorial duties
espoused in the Brady progeny are specific enough
criteria for terminating deceptive police officers fails as a
policy standard and is bad law, according to these
justices. Because the Brady progeny addresses the due process
duties specifically placed on prosecutorial
acts or omissions (and indirectly, then, on law enforcers),
officer termination in this case was unconstitutional.
The cases requiring disclosure of an officer’s history of
untruthfulness have not commented on whether
such an officer could continue to be employed. As a result,
there is no explicit, (or even implicit) statement
regarding the continued employment of an officer found to be
untruthful. Further, even if the Brady case
law constituted a public policy against reinstatement of an
officer found to be dishonest, it provides no
guidance regarding what level of dishonesty would prohibit
reinstatement.8 (emphasis added)
Here, the justices do not suggest agencies cannot terminate
sworn personnel for major character flaws
regarding dishonesty, deceptions, and omissions, that is, major
unethical acts. Their strongly worded
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Read the first three installments
of this series on Ethical
Defensibility in the November
2013, December 2013, and
January 2014 issues of Police
Chief online.
decision emphasizes that if an agency wishes to terminate an
officer for such egregious character
transgressions, as a matter of public policy, it must have a
written policy specifically saying so. It must be in
writing, and officers must be trained in, supervised in, and
disciplined in the policy. They specifically stressed
that such a policy must be “explicit,” “well defined,” and
“dominant.” Then, when a police chief moves to
terminate a deceptive officer, or successfully does so and the
ex-officer sues for reinstatement, the agency can
defend such decisions pursuant to the tenets of the Fifth and
Fourteenth Amendments, arguing that the officer
“knew lying, deception, and/or omissions” related to the job
could end his or her law enforcement career.
Whether this state case is ever challenged is irrelevant to this
discussion. Though this ruling is solely limited
to that state’s jurisdiction, the message is clear. The law
enforcement profession has to recognize police
deceptive practices and character issues will continue to be
major administrative challenges, and it would
behoove policy makers to better educate themselves and their
subordinates in the recent court rulings
referenced to continue to engage in best practices.
Subcultural Trends That Can Be Costly
16. It would be remiss not to briefly acknowledge some subcultural
pushback
trending recently in regard to disciplinary issues and officer
untruthfulness in relation to the Brady progeny.
For chiefs, middle managers, or disciplinary board members, the
administrative duties associated with disciplining officers in
deceptive
policy violations are challenging, to say the least. Terminating a
veteran officer for character indiscretions,
major or minor, is a very difficult chore to embrace but a hurdle
that must be confronted. It is not unusual to find
a scenario wherein a first-line supervisor writes up a
subordinate for a policy non-compliant act and is forced
to add a second charge for lying if the officer denied engaging
in such misconduct when initially confronted.
As a result of the trending Brady-Giglio issues discussed
previously, there has been a tendency to dismiss
the lying charge as unfounded or reduce it to a generic Neglect
of Duty charge by higher ups, in order to protect
the officer’s career. Or an agency’s disciplinarians may engage
in “euphemisms” in the charging sheet or
sentencing guidelines regarding the officer’s deceptions in order
to protect him and the agency against Brady
challenges down the road.9 This creates internal tensions
between first-line supervisors who may be trying to
“do the right thing” and their superiors who may be more
interested in protecting a veteran officer or the agency
and the agency’s image or both.
The legal trend now is to have a written policy strictly
forbidding job-related officer deceptions, lying, and
omissions. The policy should define the disciplinary sanctions
for lying in such a fashion that replicates
17. indiscriminate sentencing guidelines, with minimums and
maximums (the maximum, of course, being
termination). Then blocks of academy training and annual in-
service training must explicitly detail examples of
unacceptable, punishable deceptive practices versus legal, but
limited police deceptions. Such acceptable
deceptive practices must be designated as “unit specific,”
limited in nature, and necessary to achieve crime
enforcement goals. The rank and file, disciplinary unit, Internal
Affairs investigators, and policy makers must all
understand the nuances between the two.10 What should be
considered, or in the very least cannot be
ignored, in any character policy drafting and training curricula
is for all sworn personnel to know the following:
1. They can be charged, departmentally, for lying, omissions, or
deceptive acts defined as a “willingness
to deceive” (denials or cover-ups), in addition to the original,
underlying allegations of misconduct.
2. Courts are trending toward stricter public policy demands for
honesty and integrity in policing, through
self-policing measures.
3. Personnel files can be used to impeach an officer’s credibility
in labor law hearings and in criminal and
civil courts.
4. There are efforts around the United States wherein databases
are created for criminal defense
attorneys that are compiled from non-criminal justice realms
such as divorce proceedings and child
custody battles demonstrating officers’ character flaws and
deceptions, with a potential to be used in
the discovery phase of criminal and civil cases.
18. 5. There is no justification or defense for lying or failing to tell
the whole truth during all internal
investigations at every level, and termination is the only
appropriate sanction for such policy non-
compliant acts in this limited scope.
Automatic certification revocation for deceptive acts of sworn
personnel may be harsh and overreaching. But
character flaws involving deceptions in policing can never be
tolerated and notice to sworn personnel that
unacceptable, deceptive police acts may be grounds for
termination is the first step in changing a subculture’s
perceptions in this regard.
Recommendations
Proactive leadership entails knowing and recognizing the
pitfalls and challenges of any profession and taking
whatever measures necessary to minimize or eliminate the
potential for liability. Policing is truly one of the last
noble professions, and it takes very unique individual character
traits to be a successful law enforcer.
Ethical Defensibility training empowers sworn personnel with
the analytic tools necessary to professionally
address ethical dilemmas associated with public service. Police
ethics requires analytic contemplation.
Contemplation presupposes that a uniform knowledge,
experience, and common sense exist. Instilling in
sworn personnel these philosophical tools for success creates a
culture of integrity within an agency and
provides a solid defense to any allegations of character
misconduct or unethical behavior. ♦
Notes:
1John Crank and Michael Caldero, Police Ethics: The
19. Corruption of Noble Cause (Cincinnati, Ohio: Anderson
Publishing,
2010).
2U.S. Const. amend. V and XIV.
3Jeff Noble, “Police Officer Truthfulness and the Brady
Decision,” The Police Chief 70, no. 10 (October 2003),
http://www.policechiefmagazine.org/magazine/index.cfm?
fuseaction=display_arch&article_id=118&issue_id=102003;
Lisa A. Judge, “Disclosing Officer Untruthfulness to the
Defense: Is a Liars Squad Coming to Your Town?” Chief’s
Counsel, The Police Chief 72, no. 11 (November 2005),
http://www.policechiefmagazine.org/magazine/index.cfm?
fuseaction=display_arch&article_id=744&issue_id=112005;
Elliot Spector, “Should Police Officers Who Lie Be
Terminated as a Matter of Public Policy?” Chief’s Counsel, The
Police Chief 75, no. 4 (April 2008): 10–12,
http://www.policechiefmagazine.org/magazine/index.cfm?
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tion=display_arch&article_id=118&issue_id=102003
http://www.policechiefmagazine.org/magazine/index.cfm?fuseac
tion=display_arch&article_id=118&issue_id=102003
http://www.policechiefmagazine.org/magazine/index.cfm?fuseac
tion=display_arch&article_id=744&issue_id=112005
http://www.policechiefmagazine.org/magazine/index.cfm?fuseac
tion=display_arch&article_id=744&issue_id=112005
http://www.policechiefmagazine.org/magazine/index.cfm?fuseac
tion=display_arch&article_id=1458&issue_id=42008#3
21. of Conduct, Early Warning Systems, Interrogations and
Confessions, and Criminal Investigations are several “Unit-
Specific” policies that would prove valuable in defining
sanctioned
and prohibited officer deceptive practices. Model policies can
be purchased by visiting www.theiacp.org/policycenter.
Thomas J. Martinelli, JD, MS, is an adjunct professor in
Detroit, Michigan. He
is a practicing attorney and an independent training consultant
for both the
Institute for Intergovernmental Research, Tallahassee, Florida,
and Michigan
State University’s Intelligence Toolbox Program, East Lansing,
Michigan. He
trains in police ethics and liability and intelligence led policing
practices,
specifically addressing constitutional policing issues and
privacy protections.
He is a member of the IACP’s Police Professional Standards,
Ethics, and
Image Committee.
Please cite as:
Thomas Martinelli, “Should an Officer’s “Willingness to
Deceive” Result in Automatic Certification
Revocation?” Ethical Defensibility Part 4, The Police Chief 81
(February 2014): 24–29.
Top
From The Police Chief, vol. LXXXI, no. 2, February 2014.
Copyright held by the International Association of
Chiefs of Police, 515 North Washington Street, Alexandria, VA
22314 USA.