One of the classmates who recently passed the probation as a polic.docx

One of the classmates who recently passed the probation as a
police officer stated that he always took off his seat beat before
he stops his police patrol vehicle. When the instructor heard
that comment, he immediately and politely questioned whether
the policies and regulations of his organization allowed him to
act like that way. The answer is positively No. After hearing the
statement, citizens will question whether the leaders of the
police academy taught this officer to act it that way. Or his
leaders allow him to act it like that. Even in front of his leader,
this police officer can violate the policies and laws, citizens
will question the violations of the police officers during off-
duty. So this police officer further stated that his leaders never
asked him what he would do after work except that he has
interesting conversations on what he will do during the his days
off. It is a little bit fortunate that this police officer is a fresh
off the academy. The words of this junior police officer can be
inferred that the leaders of the police failed to show their
subordinates how to be a police officer because most of the
leaders at the field of the police only care how much they will
earn a year and how they can be promoted faster as well. We
cannot blame on the eager promotion of the police officers due
to the face that San Francisco Bay Area is huge expensive to
live. Since the junior police officers can express as above
stated, the leadership of the police officers will really be
questioned. Hence, there are a lot of problems among the law
enforcement agencies across the country.
Based on the wrongdoings of the police officers, San Francisco
established the OCC (Office of Citizens’ Complaint) almost
forty years ago—1982—for citizens to file an official complaint
for the misconducts of the police officers. If the police officers
have been making towards perfect, the city of San Francisco
would not establish such office. What is the most important
aspect is that this office should have been cancelled if the
police forces had made great progress of their conducts.

However, it is so sad that this office still exists today. That the
OCC still exists today 3
proves that the problems of leaders failed to point out the
misconducts of the subordinates. Actually, the leaders involve
violating the ordinance.
Law ran and passed by Starbucks. He witnessed three police
officers whose ranking were sergeants violating the smoking
ordinance of the city by smoking next to the entrance as well as
the exit of the Starbucks. He pointed out to the police officers
the sign of the smoking ordinance of the city posted by the
Starbucks. One of the police sergeants yelled at Law, “If you do
not go away, I will use Tasers to shoot you.” Police officers are
the guardians of the laws. Before enforcing the laws, the police
officers should have taken the lead to obey the laws, especially
leaders of the police officers. Even the police officers do not
enforce all of the ordinances of the city, does it mean that
police officers have privilege of violating the city ordinances?
As the leaders of the police officers, the sergeant should not
have threatened to use Taser when citizens point out the
mistakes. The president of the US works for the citizens
because he or she is elected by the citizens. Are the sergeants or
leaders of the police officers higher than the rankings of the
president? Are the leaders of the police officers offered the
privilege to violate the ordinance? The leaders of the police
officers forget to serve for the citizens so that the regular police
officers forget too. This story again proves a common problem
that leaders of the police officers have been failing on reflecting
on themselves if they selfishlessly live up the laws they enforce
by showing the examples to the lower ranking officers. If the
leaders of the police officers truly lead without selfishness, one
of the classmates would not have stated that he would take off
his seat belt before stopping his patrol vehicle.
Because the leaders of the police force fail to truly coach their
subordinates, the media can report on the bad sides of the police
officers. Some police officers may argue that the news is fake.

If the leaders of the police truly spend time taking care of their
subordinates as well as 4
reflect on themselves, the media will stop reporting inaccuracy
news on the police officers. After reporting on fake news for
several times, the citizens will not trust the media. However,
based on what the citizens had experienced with the police
officers, they would believe the news media were reporting the
true news. The news media should not have been blamed instead
that the leaders of the police officers should have been blamed
by failing to take care of their subordinate by really asking what
their plans are for their days off. Therefore, IT IS TOO LATE
TO STOP THE INCIDENTS WHEN THE PROBLEMS OF THE
POLICE OFFICERS ARE REPORTED BY THE NEWS MEDIA
OR BY THE PUBLIC.
One of the army values is selfless service. Leaders of the police
officers really need to have the passion of selfless service by
coaching their subordinates 24/7 how to obey the law first.
Police officers are 24/7 even they are off-duty because the
police officers are paramilitary.
What it is extremely challenging the leaders of police officers is
how to win the trust of the citizens by truly demonstrating the
correct way to their subordinates and lower ranking officers.
Furthermore, government shouldn’t be run like a business; it
should be run like a democracy. (Denhart 2015 P1) Effectively
as well as efficiently performing with productivity or running
government like business will extremely be easy for the police
officers to forget the nature of their duty. The classmate is so
intelligent to perform the duty that the leaders completely
ignore his mistakes like taking off the seat belt before the patrol
vehicle fully stops. Such sugarcoat instead of really pointing
out the mistakes will ruin the leaders as well as this junior
police officers in the long run. If it is not that way, the leaders
of the classmate should have pointed out his mistake. Due to the
failure to point out the mistake by his leaders, the 5

classmate will feel proud of stating that he would take off the
seat belt before stopping his patrol car.
The seat belt comment of the classmate reflects on the failure of
the leaders not showing the correct procedures for the police
officers. Famous Chinese saying is, “the slant of the top of the
horizontal bean affects the lower horizontal beans.” The one of
meanings of this quote indicates that the wrongdoings of the
leaders of the police officers will reflect on the lower ranking
police officers. If the leaders of the police officers truly care
for their subordinates, the news media won’t fabricate any fake
news to cover the bad images of the police officers.
Word Cited
1. Denhardt and Denhardt (2015) The New Public Service New
York Print
ISOL 533 - Information Security and Risk Management
Risk ASSessment Plan
University of the Cumberlands
Executive Summary
<Copy your Executive Summary from your ‘Part-I Task-1’ Risk
Management Plan.>Risks – threats – weaknesses within each
domain
<Using the table from your ‘Part-I Task-1’ Risk Management
Plan, complete the table on Page #2 of this template (review
your Lab #4 solution). For the Risk Factor/Impact column use
the following:
“1” is Critical: an R-T-W that impacts compliance and places
the organization in a position of increased liability.
“2” is Major: an R-T-W that impacts the C-I-A of an
organization’s intellectual property assets and IT infrastructure.
“3” is Minor: an R-T-W that can impact user or employee
productivity or availability of the IT infrastructure
Copy the R-T-W from your ‘Part-I Task-1’ Risk Management
Plan and update it to address the Risk Impact/Factors from the
table>Compliance Laws and Regulations

< Copy your Compliance Laws and Regulations from your
‘Part-I Task-1’ Risk Management Plan >
R-T-W
Domain Impacted
Risk Impact / Factor
Risk:
Threat:
Weakness:
Risk:
Threat:
Weakness:
Risk:
Threat:
Weakness:
Risk:
Threat:
Weakness:
Risk:
Threat:
Weakness:
Risk:
Threat:
Weakness:

Risk:
Threat:
Weakness:
Risk:
Threat:
Weakness:
Risk:
Threat:
Weakness:
Risk:
Threat:
Weakness:
Risk:
Threat:
Weakness:
Risk:
Threat:
Weakness:
Risk:
Threat:
Weakness:
Risk:

Threat:
Weakness:
Risk:
Threat:
Weakness:
Risk:
Threat:
Weakness:
Table 1
Figure 1
ISOL 533 - Information Security and Risk Management
Risk ASSessment Plan
University of the Cumberlands
Executive Summary
<Copy your Executive Summary from your ‘Part-I Task-1’ Risk
Management Plan.>Risks – threats – weaknesses within each
domain
<Using the table from your ‘Part-I Task-1’ Risk Management
Plan, complete the table on Page #2 of this template (review
your Lab #4 solution). For the Risk Factor/Impact column use
the following:
“1” is Critical: an R-T-W that impacts compliance and places
the organization in a position of increased liability.
“2” is Major: an R-T-W that impacts the C-I-A of an
organization’s intellectual property assets and IT infrastructure.
“3” is Minor: an R-T-W that can impact user or employee

productivity or availability of the IT infrastructure
Copy the R-T-W from your ‘Part-I Task-1’ Risk Management
Plan and update it to address the Risk Impact/Factors from the
table>Compliance Laws and Regulations
< Copy your Compliance Laws and Regulations from your
‘Part-I Task-1’ Risk Management Plan >
R-T-W
Domain Impacted
Risk Impact / Factor
Risk:
Threat:
Weakness:
Risk:
Threat:
Weakness:
Risk:
Threat:
Weakness:
Risk:
Threat:
Weakness:
Risk:
Threat:
Weakness:
Risk:

Threat:
Weakness:
Risk:
Threat:
Weakness:
Risk:
Threat:
Weakness:
Risk:
Threat:
Weakness:
Risk:
Threat:
Weakness:
Risk:
Threat:
Weakness:
Risk:
Threat:
Weakness:
Risk:
Threat:

Weakness:
Risk:
Threat:
Weakness:
Risk:
Threat:
Weakness:
Risk:
Threat:
Weakness:
Table 1
Figure 1
Risk Assessment ChecklistRisk Assessment
ChecklistCategoryRiskImpactLikelihoodDifficulty of
DetectionOrganizationalProject lacks Executive-level
Sponsor11Budget reduces team’s capacity33Management insist
on decisions that lengthen schedule55Inefficient team structure
reduces productivity77Review/decision cycle slower than
expected99Vendor tasks take longer than expected11StaffHiring
resources takes longer than expected 31Work from a prior
project not be completed on time53Low motivation reduces
productivity74Lack of skills increases defects96Personnel with
critical skills unavailable13Personnel need extra time to learn
unfamiliar tools 33Contractors leave before the project

completion56Conflicts between team result in errors and extra
rework76Development EnvironmentFacilities not be available
on time99Facilities inadequate 11Development tools may not
be in place by the desired time31Development tools may not
work as expected51Learning curve for new tools longer than
expected71UserUser requirements are unstable 91User
review/decision cycles slower than expected19Users may not
participate in review cycles33Users may not accept the end
product55Users may have expectations than cannot be
met77ContractorContractor may not deliver work when
promised 99Contractor may deliver low quality
products11Contractor may have other high-priority
work33ExternalProduct depends on government regulations
55Product depends on draft technical standards77Specifications
poorly defined99Additional requirements added11Error-prone
modules may require more testing 33Components may not be
easily integrated 55ScheduleSchedule, resources, and product
definition unclear77Schedule is over-optimistic99Schedule
omits necessary tasks11Excessive schedule pressure may reduce
productivity33Schedule includes several tasks that have
multiple predecessors55Schedule includes milestones that have
not been clearly defined77
1
2
3
4
5
6
A
B
C
Category
Risk
Organizational
Project lacks Executive-level Sponsor

Budget reduces team’s capacity
Management insist on decisions that lengthen schedule
Risk Assessment Checklist
Managing Risk in Information Systems
Lesson 9
Identifying and Analyzing
Risk Mitigation Security Controls
© 2015 Jones and Bartlett Learning, LLC, an Ascend Learning
Company
www.jblearning.com
All rights reserved.
1
In-Place Controls
Installed in an operational system
Replace in-place controls that don’t meet goals
Three primary objectives of controls:
Prevent
Recover
Detect
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In-place control are for systems that currently are in operation.
It is important to continually evaluate any in-place controls to
make sure they are still effective and remove or replace them as
needed.
Controls have three primary objectives:
• Prevent loss • Recover after loss • Detect threats
2
Planned Controls
Those that have been approved but not yet installed
Identify planned controls before approving others
Vulnerabilities that planned controls mitigate still exist
Evaluate effectiveness of a planned control through research
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Planned controls are those that have been approved but not yet
installed but must be implemented in a timely manner.
It is important to identify any planned controls before approving
others. The weakness still exist. You don’t want to purchase
another controls to resolve the same weakness.
You can still evaluate the effectiveness of a planned control and
decide whether it will still mitigate the problem.
3
NIST SP 800-53 Control Families
Access Control (AC)
Audit and Accountability (AU)
Awareness and Training (AT)

Configuration Management (CM)
Contingency Planning (CP)
Identification and Authentication (IA)
Incident Response (IR)
Maintenance (MA)
Media Protection (MP)
Personnel Security (PS)
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Access Control (AC)—helps an organization implement
effective access control to ensure users only have the rights and
permissions they need to perform their jobs and includes
principles such as least privilege and separation of duties.
Audit and Accountability (AU)—helps an organization
implement an effective audit program, determine what to audit
and protect the audit logs.
Awareness and Training (AT)—is implemented to raise the
security awareness and help an organization identify needed
training, and properly document the training.
Configuration Management (CM)—addresses both configuration
management and change management. Configuration
management includes configuring systems for least functionality
as a primary method of hardening systems. Change control
practices prevent unauthorized changes.
Contingency Planning (CP)—help an organization recover from
a failures or disasters.
Identification and Authentication (IA)—identify and
authenticate users. Each user should be uniquely identified.
Incident Response (IR)—covers all aspects of security
incidents. They include training, testing, handling, monitoring,

and reporting.
Maintenance (MA)—cover security aspects related to
maintenance such as tools, maintenance personnel, and timely
maintenance.
Media Protection (MP)—includes removable digital media such
as tapes, external hard drives, and USB flash drives. It also
includes non-digital media such as paper and film.
Personnel Security (PS)—includes personnel security and
personnel screening, termination, and transfer.
4
NIST SP 800-53 Control Families (Cont.)
Physical and Environment Protection (PE)
Planning (PL)
Program Management (PM)
Risk Assessment (RA)
Security Assessment and Authorization (CA)
System and Communications Protection (SC)
System and Information Integrity (SI)
System and Services Acquisition (SA)
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Physical and Environment Protection (PE)—provides controls
related to physical security.
Planning (PL)—focuses on security plans for systems and
covers Rules of Behavior (acceptable use policy).
Program Management (PM)—ensures compliance with FISMA.
These controls complement other controls. They don’t replace
them.
Risk Assessment (RA)—provides details on risk assessments

and vulnerability scanning.
Certification, Accreditation, and Security Assessment (CA)—
addresses steps to implement a security and assessment program
and ensure only authorized systems are allowed on a network. It
includes details on continuous monitoring and a plan of action
and milestones.
System and Communications Protection (SC)—protects systems
and communication channels to include Denial of Service
protection, Boundary protection, Transmission integrity and
confidentiality controls.
System and Information Integrity (SI)—provides information to
maintain the integrity of systems and data to include Flaw
remediation to keep systems updated and Malicious code
protection to protect against malware.
System and Services Acquisition (SA)—controls the purchase of
products and services as well as software usage and user
installed software.
5
Functional Controls
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Preventive Controls
attempt to prevent a risk from occurring. For example, many
actions taken to harden a server are preventative. This includes
disabling unneeded services and removing unneeded protocols.
Detective controls
attempt to detect when a vulnerability is being exploited. Audit
logs and audit trails are examples of passive detective controls.

When the logs are reviewed, the incident is discovered. An
intrusion detection system (IDS) is an example of an active
detective control. An IDS can review logs in real time.
Corrective controls
attempt to reverse the effects of a problem. File recovery and
data correction are examples of corrective controls. For
example, reliable backups allow you to restore data if it
becomes corrupt. Many corrective controls are also considered
recovery console.
6
Controls Based on Function Being Performed
Preventive
Detective
Hardening
Patching
Audit trails
IDS
Corrective

Backups
File Recovery
Procedural Control Examples
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Policies & Procedures provide guidelines and rules for an
organization. A policy provides overall direction without
details. A procedure provides the detailed steps needed to
implement a policy. Policies have widespread application and
provide authority. Procedures are narrower in scope and more
task-oriented than policies. They identify specific steps needed
to implement a policy. Any policy could have multiple
procedures. Examples of policies and procedures:
• Acceptable use policy identifies what a user can and cannot do
on a system. AUP procedures may require users to read and
acknowledge understanding of the AUP.
• Vulnerability scanning policy provides authority to perform
regular scans. Vulnerability scanning procedures would specify
how scans are documented and reported.

• Removable media policy might restrict the use of USB Flash
drives. Removable media enforcement procedures enforce the
restriction of removable media.
Security Plans are common to most organizations. They include
Business Continuity Plans, Disaster Recovery Plans, Backup
Plans, Incident Response Plans.
Insurance and Bonding. When damage is low and impact is
high, insurance is used to transfer risks. Bonding is a type of
insurance to cover against losses by theft, fraud, or dishonesty.
Background and Financial Checks. Background checks identify
any criminal behavior on the part of a prospective employee and
Financial checks to look at credit ratings.
7
Policies and procedures
Security plans
Insurance and bonding
Background and financial checks

Procedural Control Examples (Cont.)
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Data Loss Prevention Programs helps a company prevent data
loss. Data loss leads to Loss of Confidentiality when users view
data they shouldn’t see or Loss due to corruption when files
become corrupted. Data loss prevention identifies data that is
important to the organization.
Awareness Training ensures employees are aware of an
organization’s security standards and know how to implement
security controls. Awareness programs are generic and apply to
all personnel. Training is provided for different audiences and
specific groups.
Rules of Behavior let users know what they can and cannot do.
Users agree to these rules before being granted access to a
system. They include Privacy that stress users have no
expectation of privacy and Restricted activities that restrict
certain kinds of activities and E-mail usage that identifies email
restrictions and Protection of credentials to protect user names
and passwords and Consequences or penalties for
noncompliance —to reprimand or suspend privileges.
Software Testing starts with a policy mandating software testing
of new systems and system changes.
8
Data loss prevention program

Awareness training
Rules of behavior
Software testing
Technical Control Examples
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Technical controls are software tools that automate protection.
A logon identifier or user account uniquely identifies the user.
Every time the user logs in, this account is used. A logon
identifier is needed for access control. Audit logs use logon
identifiers.
Session Timeout ensure unauthorized user doesn’t have access
to a session without providing credentials.

System Logs and Audit Trails log different types of events.
Logs need to be reviewed. System logging tracks events on the
operating system. Security logging focuses on security events.
Do not log all events.
Data Range and Reasonableness Checks ensure valid data is
received. Data range checks ensure data is within a certain
range. Reasonableness checks ensure that the entered data is
reasonable.
Firewalls and Routers are used as technical controls in a
network. They control the traffic by allowing some traffic and
blocking other traffic. Firewalls use rules to identify allowed
traffic. Routers use access control lists (ACLs) to identify
allowed traffic and provide basic filtering of traffic. Router
ACLs evaluate a single packet at a time while firewalls evaluate
all of the traffic between them.
Encryption changes plain text data into ciphered data. Data can
be encrypted at rest (when stored on media), or when
transferred. Encryption is classified as either Symmetric (one
key) or Asymmetric (Public and Private Keys)
Public Key Infrastructure provides support for certificates to
include Certification authority (issue and manage certificates),
Certificates (identification and to aid in encryption), and Public
and private keys
9
Login identifier
Session timeout
System logs and audit trails

Data range and reasonableness checks
Firewalls and routers
Encryption
Public key infrastructure (PKI)
Using Digital Signatures
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Digital Signatures is the method used for the identification of
documents.by creating a message hash and encrypting the hash
with the sender’s private key. A hash is a number created by
running an algorithm. The hash is then encrypted with the
sender’s private key. A digital signature is not possible without
a PKI and provides Authentication of the Sender (the matching
public key decrypts the hash and verifies it came from the
sender’s private key), Nonrepudiation (guarantees it was sent
from the sender) and Integrity (only the public key can decrypt
the hash).
10
Physical Control Examples
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Physical Controls protect the physical environment. They
include
Locked doors, guards, access logs, and closed-circuit television
Fire detection and suppression
Water detection
Temperature and humidity detection
Electrical grounding and circuit breake
11
Locked doors, guards, CCTV

Fire detection and suppression
Water detection
Temperature and humidity detection
Electrical grounding and circuit breakers
Best Practices for Risk Mitigation Security Controls
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12

Ensure the control is effective
Review controls in all areas
Review NIST SP 800-53 families
Redo a risk assessment if a control is changed
Summary
Identify procedural controls
Identify technical controls
Identify physical controls
Compare functional controls
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13

Controls Perform Different Roles
Procedural
Technical
Physical
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14
EMPA 311
EMPA 311 6
Leadership Struggles of Law Enforcement
Being an effective leader in Law Enforcement is becoming
an ever adaptive and challenging new experience for the new
generations of Law Enforcement management. The ideal books
of Law Enforcement management past are in many ways
outdated even if they are from just a couple of years past. The
job of current Law Enforcement is to be a mental health
professional, Lawyer, Doctor and Navy Seal depending on the
situation and there is little room for mistakes. Mistakes will be
displayed on cable news media over every channel in every
news media organization and there will be no understanding that
mistakes can happen.
Effective police leaders become adept at responding to
challenge. Like other organizations, police agencies must
balance constancy and predictability with adaptation and

change. Even as they strive to standardize operations, most
police leaders recognize the fluid context in which their
agencies operate. They also understand that there are forces to
which police organizations must adapt and evolve in order to
remain effective in a changing world. It is those forces that
drive organizational change and create new models for
conducting the business of policing.-Harvard Kennedy School
The largest and biggest fight that leadership in Law
Enforcement has is with the News Media. The countless
number of news articles that have been purposely manufactured
or altered in order to fit a narrative have gone from far and few
between, to often and problematic. The fact is that Police
misconduct brings the viewers to the TV, and the News Media
organizations have an obligation to their stockholders to
produce ratings. Police Officers seem to be the collateral
damage to a new media cycle that needs viewership.
Fake news and social media posts are such a threat to U.S.
security that the Defense Department is launching a project to
repel “large-scale, automated disinformation attacks,” as the top
Republican in Congress blocks efforts to protect the integrity of
elections.
One of the Pentagon’s most secretive agencies, the Defense
Advanced Research Projects Agency (DARPA), is developing
“custom software that can unearth fakes hidden among more
than 500,000 stories, photos, video and audio clips.”The
RollingStone
Multiple Police agencies around the country have also started
suing popular news organizations for deformation of character
lawsuits due to poor and fabricated news stories that shed
Police Officers in a bad light. It is not argued that if a Police
Officer makes a mistake that is a mistake of heart, or of moral
judgment then they should be punished. Police Officers that do
make mistakes of policy or law are punished quicker and faster
than their civilian counter parts. Even now if you were to
research convictions of police officers you will be bombarded
with news about racial injustices regardless of what you type

into the search engine. This again is based on what articles will
receive views based on clicks and viewership. The relationship
between the popular news media and what has been deemed
“Fake News,” stories is not hard to understand but regardless of
why it happens it still does not make it justifiably moral. The
utter fascination with Police and Media has been documented
frequently and throughout decades.
Western society is fascinated with crime and justice. From
films, books, newspapers, magazines, television broadcasts, to
everyday conversations, we are constantly engaging in crime
"talk". The mass media play an important role in the
construction of criminality and the criminal justice system. The
public’s perception of victims, criminals, deviants, and law
enforcement officials is largely determined by their portrayal in
the mass media. Research indicates that the majority of public
knowledge about crime and justice is derived from the media
(Roberts and Doob, 1990; Surette, 1998). Therefore, it is
imperative to examine the effects that the mass media have on
attitudes toward crime and justice. The purpose of this research
is to examine how the media influences audience perceptions of
police effectiveness and to examine whether media consumption
is related to fear of crime and punitive justice attitudes.-JCJPC
The main reason that the media fight is the largest fight that
leaders of Law Enforcement have enough to deal with on a daily
basis and dealing with false narratives can be a lose lose
situation. Some of the current false narratives have sparked
some of the largest political movements of our time. Movements
that whether you believe in their cause or not and clouded in the
fact they stem from a largely false narrative produced by
popular new media outlets.
I do not believe anyone is doubting how hard Police work can
be but when obvious and blatant lies can be spread by New
Media outlets before they are researched in order to be the first
with the new flashy news story then everyone suffers. The fact
is in the end those that trusted the news and believed in
something false end up becoming the true victims by doubting

the ones trying to help them in the first place. Not all news
media stories are a lie and not all Police Officers and liars but
we all suffer when any one of those is true.
References
Batts, Anthony W. New Perspectives in Policing - Ncjrs.gov.
Harvard Kennedy School,
https://www.ncjrs.gov/pdffiles1/nij/238338.pdf.
Taibbi, M. (2019, September 5). The Pentagon Wants More
Control Over the News. What Could Go Wrong? Retrieved from
https://www.rollingstone.com/politics/political-
commentary/darpa-fake-news-internet-censorship-879671/.
Media consumption and public attitudes toward crime and ...
(n.d.). Retrieved from
https://www.victimsclearinghouse.nsw.gov.au/Pages/victims_cle
aringhouse_research_db/victimscleatinghouse_researchdatabase
_criminal_justice_system/victimsclearinghouse_researchdatabas
e_cjs_dowler.aspx.

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