The document discusses the evolution of modern community policing models from more traditional professional policing models. It notes that community policing expands the focus of police work to include collaborative problem solving and quality of life issues. This places new demands on measuring police effectiveness given an expanded set of stakeholders with sometimes conflicting views. Accreditation programs help police departments objectively justify their work and meet best practices standards, improving professional credibility while also reducing risk and liability.
Presentation from the OECD Roundtable on Equal Access to Justice, Latvia, 2018. For more information see: http://www.oecd.org/gov/equal-access-to-justice-oecd-expert-roundtable-latvia-2018.htm
Presentation from the OECD Roundtable on Equal Access to Justice, Latvia, 2018. For more information see: http://www.oecd.org/gov/equal-access-to-justice-oecd-expert-roundtable-latvia-2018.htm
These PowerPoint presentations are intended for use by crime prevention practitioners who bring their experience and expertise to each topic. The presentations are not intended for public use or by individuals with no training or expertise in crime prevention. Each presentation is intended to educate, increase awareness, and teach prevention strategies. Presenters must discern whether their audiences require a more basic or advanced level of information.
NCPC welcomes your input and would like your assistance in tracking the use of these topical presentations. Please email NCPC at trainings@ncpc.org with information about when and how the presentations were used. If you like, we will also place you in a database to receive updates of the PowerPoint presentations and additional training information. We encourage you to visit www.ncpc.org to find additional information on these topics. We also invite you to send in your own trainer notes, handouts, pictures, and anecdotes to share with others on www.ncpc.org.
While it is a common fact that the police are an important part of the community, just as important is the health of the relationship between police and community. Current affairs show how strained the relationship between the police and community has become. The focus of this upcoming community presentation will include an exploration of why there is such tension between the community, youth and the police. What are all sides saying on what steps both sides can take to repair the relationship between communities, youth and the police?
Ethics and Accountability in Public ServiceMars Attacks
The 1987 Philippine Constitution demands that public officials and employees shall at all times be accountable to the people and shall discharge their duties with utmost responsibility, integrity, competence and loyalty, act with patriotism and justice, lead modest lives and uphold public interest over personal interest.
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 ...
These PowerPoint presentations are intended for use by crime prevention practitioners who bring their experience and expertise to each topic. The presentations are not intended for public use or by individuals with no training or expertise in crime prevention. Each presentation is intended to educate, increase awareness, and teach prevention strategies. Presenters must discern whether their audiences require a more basic or advanced level of information.
NCPC welcomes your input and would like your assistance in tracking the use of these topical presentations. Please email NCPC at trainings@ncpc.org with information about when and how the presentations were used. If you like, we will also place you in a database to receive updates of the PowerPoint presentations and additional training information. We encourage you to visit www.ncpc.org to find additional information on these topics. We also invite you to send in your own trainer notes, handouts, pictures, and anecdotes to share with others on www.ncpc.org.
While it is a common fact that the police are an important part of the community, just as important is the health of the relationship between police and community. Current affairs show how strained the relationship between the police and community has become. The focus of this upcoming community presentation will include an exploration of why there is such tension between the community, youth and the police. What are all sides saying on what steps both sides can take to repair the relationship between communities, youth and the police?
Ethics and Accountability in Public ServiceMars Attacks
The 1987 Philippine Constitution demands that public officials and employees shall at all times be accountable to the people and shall discharge their duties with utmost responsibility, integrity, competence and loyalty, act with patriotism and justice, lead modest lives and uphold public interest over personal interest.
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 ...
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 ...
This presentation discusses lessons learnt in the implementation of community policing in Nigeria and what steps should be taken in institutionalising the programmes.
Resource Guide for Enhancing Community Relationships and Protecting Privacy a...Dawn Dawson
Attorney General Eric Holder “information, tools, and best practices to maintain public safety while safeguarding constitutional rights during First Amendment-protected events.”
1 2Managerial Practices Executive SummaryPut your na.docxhoney725342
1
2
Managerial Practices Executive Summary
Put your name here
CJA 484: criminal justice administration capstone
Put instructor name here
Dated Abstract
Organizational behavior is essential to the everyday connection of the criminal justice. Analyzing organizational behavior implies, conducting one's self in both life and employment with the utmost professionalism and moral standards. Several professional values apply across the three arms of the criminal justice system that include discipline, diligence, and servitude. To maintain professional standards within a department, one must remain ethical in the decisions that are made on a daily basis.
Managerial Practices Executive Summary
Most high performing and lucrative organizations rely on certain concepts and practices to maintain their high functionality rate and to keep unethical behaviors to a minimum. Like many fortune 500 companies, criminal justice organizations face the same problems when it comes to inner organizational behavior. Unethical behavior, lack of professionalism is just two of the many issues management has to deal with in the criminal justice field. This executive summary will elaborate on different methods used to control organizational behavior as well as methods that are useful for managers who operate daily within a criminal justice setting. This summary intends to focus on identifying the professional standards and values that are necessary within the criminal justice field and how they can be applied on a national level.
Organizational Behavior
Organizational behavior is essential to the everyday connection of the criminal justice. Analyzing organizational behavior implies, conducting one's self in both life and employment with the utmost professionalism and moral standards. Being in an individual in a leadership position, it is their responsibility to hold subordinates in their charge to models of moral practices at all times. Just as it is a parent's responsibility to train a child in the same manner. Initially, children do not grasp the concept of morality. However, they do comprehend what actions fall where. Inside the field of criminal justice, those of leadership roles must show others how it's done, or run the risk of having subordinates who do not act accordingly. Junior officers often mirror their manager, and the general population will notice. If the public views law enforcement acting unprofessional, their trust within the officers diminishes.
Professional values
Several professional values apply across the three arms of the criminal justice system. One of the values is discipline; discipline is key to the operation and efficiency of law enforcement agencies and correctional facilities. Police officers adhere to a chain of command, and correctional officers instill discipline in prisoners. Another professional standard key to the courts is diligence; courts diligently apply the law to ensure justice. The courts also adhere to the profession ...
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.
Running head: FINANCIAL PLAN 1
FINANCIAL PLAN 2
Financial Plan
Dorian d. Herring
Strayer University
Financial Plan
Sources and Uses of Funds
The total start up cost is estimated to be $60,000. A bigger portion of the cost will go towards payroll, acquiring machinery and equipment as well as raw materials and inventories. The total cost for administrative functions is expected to be $10,800 during the first year of operation. The total cost for machinery and equipment is reported to be $4,000, while that of raw materials is expected to be $10,000. More than $1,400, $1,720 and $1,200 will go towards marketing and promotion, utilities and insurance respectively. Additional start up costs of $30,880 is expected in the form of working capital. The owner will contribute $10,000 and borrow the rest from a financial institution. The loan is expected to be fully repaid within 5 years.
Sources of Funds
Amount
Owners contribution
$10,000
Bank Loan
$50,000
Total Source of Funds
$60,000
Uses of Funds
Amount
Administrative
$10,800
Raw materials
$10,000
Machinery and equipment
$4,000
Marketing and promotion
$1,410
Utilities
$1,720
Insurance
$1,200
Working capital
$30,870
Total Use of Funds
$60,000
Key Financial Plan Assumptions
· It is assumed that the selling price per bottle of beverage will be $10
· The bank loan interest will be at 10.00% per annum
· The income tax rate will be 30.00 per annum
· The variable cost per unit is $4.5
· The organization uses a straight line depreciation which is at 10% of the total value of machinery and equipment
Break Even Analysis
Tsorakidis et al. (2011) define break even analysis as a point at which the total cost equates the total revenue. Break-even point analysis helps in determining the number of units or amount of revenue required to cover the total costs- fixed costs and variable costs. Fruity Surprise’s break even analysis indicates that the business will have to sell 2,824 units of beverages to cover its total costs. At the break-even point of 2,824 units the total revenue equates the total costs at $28,240. Fixed costs stand at $15,530 while variable cost amounts to $12,708.
Units Required for Break-Even:
2,824
Dollar Sales Required for Break-Even:
$28,236.36
Variable Costs Per Unit:
$4.50
Total Variable Costs:
$12,708.00
Total Fixed Costs:
$15,530.00
Months to Break-Even:
1.4
Break Even Table
Number of Units
Total Fixed Costs
Total Variable Costs
Total.
Military Commissions details LtCol Thomas Jasper as Detailed Defense CounselThomas (Tom) Jasper
Military Commissions Trial Judiciary, Guantanamo Bay, Cuba. Notice of the Chief Defense Counsel's detailing of LtCol Thomas F. Jasper, Jr. USMC, as Detailed Defense Counsel for Abd Al Hadi Al-Iraqi on 6 August 2014 in the case of United States v. Hadi al Iraqi (10026)
A "File Trademark" is a legal term referring to the registration of a unique symbol, logo, or name used to identify and distinguish products or services. This process provides legal protection, granting exclusive rights to the trademark owner, and helps prevent unauthorized use by competitors.
Visit Now: https://www.tumblr.com/trademark-quick/751620857551634432/ensure-legal-protection-file-your-trademark-with?source=share
ALL EYES ON RAFAH BUT WHY Explain more.pdf46adnanshahzad
All eyes on Rafah: But why?. The Rafah border crossing, a crucial point between Egypt and the Gaza Strip, often finds itself at the center of global attention. As we explore the significance of Rafah, we’ll uncover why all eyes are on Rafah and the complexities surrounding this pivotal region.
INTRODUCTION
What makes Rafah so significant that it captures global attention? The phrase ‘All eyes are on Rafah’ resonates not just with those in the region but with people worldwide who recognize its strategic, humanitarian, and political importance. In this guide, we will delve into the factors that make Rafah a focal point for international interest, examining its historical context, humanitarian challenges, and political dimensions.
Car Accident Injury Do I Have a Case....Knowyourright
Every year, thousands of Minnesotans are injured in car accidents. These injuries can be severe – even life-changing. Under Minnesota law, you can pursue compensation through a personal injury lawsuit.
In 2020, the Ministry of Home Affairs established a committee led by Prof. (Dr.) Ranbir Singh, former Vice Chancellor of National Law University (NLU), Delhi. This committee was tasked with reviewing the three codes of criminal law. The primary objective of the committee was to propose comprehensive reforms to the country’s criminal laws in a manner that is both principled and effective.
The committee’s focus was on ensuring the safety and security of individuals, communities, and the nation as a whole. Throughout its deliberations, the committee aimed to uphold constitutional values such as justice, dignity, and the intrinsic value of each individual. Their goal was to recommend amendments to the criminal laws that align with these values and priorities.
Subsequently, in February, the committee successfully submitted its recommendations regarding amendments to the criminal law. These recommendations are intended to serve as a foundation for enhancing the current legal framework, promoting safety and security, and upholding the constitutional principles of justice, dignity, and the inherent worth of every individual.
How to Obtain Permanent Residency in the NetherlandsBridgeWest.eu
You can rely on our assistance if you are ready to apply for permanent residency. Find out more at: https://immigration-netherlands.com/obtain-a-permanent-residence-permit-in-the-netherlands/.
Responsibilities of the office bearers while registering multi-state cooperat...Finlaw Consultancy Pvt Ltd
Introduction-
The process of register multi-state cooperative society in India is governed by the Multi-State Co-operative Societies Act, 2002. This process requires the office bearers to undertake several crucial responsibilities to ensure compliance with legal and regulatory frameworks. The key office bearers typically include the President, Secretary, and Treasurer, along with other elected members of the managing committee. Their responsibilities encompass administrative, legal, and financial duties essential for the successful registration and operation of the society.
Responsibilities of the office bearers while registering multi-state cooperat...
Evaluating law enforcement_bradford_9_24
1.
2. The professional model of policing places great emphasis on addressing criminal
issues and social and physical disorder. The modern Community Policing model
expands this focus to collaborative problem solving within the community and
addressing quality of life issues heretofore not considered within the realm of
“police work”. This emphasis places new demands on police leadership.
Historically, political leaders within the community considered crime rate reports,
arrest rates, response times and traffic enforcement results in evaluating the
effectiveness and quality of their police departments. But under the umbrella of
today’s Community Police Model, the list of stakeholders goes well beyond the
local political leadership. Whose views and opinions count? The police, the elected
officials, the business community, the media, schools, the faith community, the
non- profit and social service organizations, homeowner associations, etc, are all
stakeholders many times with conflicting agendas. The expansion of the scope of
police work, including the identification of stakeholders who may not have been
previously considered, makes measuring the success and quality of the local
municipal police department substantially more difficult, particularly in an
environment of extremely strict budget considerations. Professional police chiefs
and the political leadership of their community are now compelled to go beyond
mere opinion and justify the local police work objectively and professionally
through evaluations and certifications.
6. In the 1960’s and 70’s Law Enforcement in the
U.S. was seen as:
Uneducated
Poorly Trained
Unprofessional
Brutal
An Instrument to deny Civil Rights of
citizens
7. President Johnson, before leaving office, created the President’s
Commission on Law Enforcement and the Administration of
Justice.
Report issued in 1967 found many failings and made many
recommendations including better training and higher education
for police.
8. The 1980’s brought the beginning of
Professionalization of Police Departments
◦ Increasing Educational Requirements
◦ Development of a “Code of Ethics”
◦ Development of Internal Affairs and Professional
Standards Units
◦ Development of State Police Officer Selection Tests
(Civil Service and Merit Commissions)
9. During the 1990’s Professional Efforts
Continue
◦ Development of Standards and Best Practices in
other States
◦ Police Chiefs Associations, non-profits, and even
other State Governments create State Accreditation
Programs for Police Departments.
10. ILACP began Accreditation efforts for Illinois in
2003. ILACP Membership wanted a method
to improve municipal law enforcement
operations in Illinois.
In 2008, ILACP, RICP, ILCJIA, IPSP and IML
partnered together and implemented the
Illinois Law Enforcement Accreditation
Program.
11. Voluntary process where law enforcement
agencies can prove their compliance with 182
Best Practice Standards for Illinois Law
Enforcement.
Program is much less expensive than other
Accreditation Programs
Much easier to administer
Tailored to what Illinois agencies need
12. Once Recognized, an Agency maintains
Recognized status for 4 years by submitting
annual reports and proving they continue to
meet the standards.
13. The Accreditation Program requires agencies
to provide:
◦ Clear and consistent policies
◦ Training in all critical areas
◦ Feedback on employee performance
◦ Proper and necessary equipment
14. Clear and consistent policies help to keep you
and your department out of trouble!
Policies should provide clear direction on
proper and acceptable procedure. Does not
leave it up to arbitrary decisions based on
who is involved or who is making the
decision.
15. Accreditation requires adherence to all state
regulations and Law Enforcement Best
Practices including:
◦ Officer Selection and Training
◦ Records Management
◦ Property and Evidence Management
16. Development of appropriate policies on how
things should be done reduces the risk of
legal liability and enhances an agencies ability
to defend against lawsuits.
Officers following well developed policies
reduce the risk of physical injury and are less
likely of being held personally liable in civil
court for their actions.
17. Developing well thought out Policies and
Procedures according to professionally
recognized best standards and practices and
following those procedures…
Protects the community, agency and the
officer
18. The Accreditation Process requires a review of
your agency by Trained Outside Assessors
who review your policies and procedures,
your operations, and your facilities and
equipment.
You don’t have to have the best of everything
– but the Best Practices ensures you are doing
things the right way!
19. Professionals in all fields recognize the value
of meeting established standards, of being
assessed by independent assessors, and
ascribing to a code of ethics.
20. ILEAP Accreditation provides that credibility
for Illinois Law Enforcement!
It provides a badge of professional credibility
◦ for your community,
◦ for your local law enforcement agency
◦ and provides professional recognition from law
enforcement peers.
21. Compliance with the Best Practices will help
keep your agency from being labeled the
“Keystone Kops.”
22. Compliance with the Best
Practices Standards Builds
Community Confidence in your
Law Enforcement agency.
23. Risk and Liability Reduction
And
Professional Credibility
Two Really Good Reasons!