Crime and Disorder Management Flashcards
(29 cards)
Intelligence led policing consists of a number of components including:
crime management, disorder resolution, problem oriented policing, targeted policing and directed patrol
Community Policing is an _________ _________ requiring local police–community partnerships that
operational philosophy
Community Policing is an operational philosophy requiring local police–community partnerships that:
prioritize and solve problems in order to enhance safety, prevent crime, maintain order and enforce the law
Ontario Regulation 3/99, Adequacy & Effectiveness of Police Services (O.Reg. 3/99) made under the Police Services Act sets out:
STANDARDS for crime prevention, law enforcement, victim assistance, public order maintenance, emergency response and administration and infrastructure
The Policing Standards Manual contains:
GUIDELINES to assist police services boards, chiefs of police and municipalities with the implementation of the requirements of O.Reg. 3/99
The adoption of any or all of the Guidelines contained in the Policing Standards Manual is:
at the DISCRETION of the Chief of Police
Procedure 04-18 Crime and Disorder Management addresses:
the Community Patrol, Crime Prevention, Crime, Call and Disorder Analysis and Problem–Oriented Policing sections of O.Reg. 3/99 and the Policing Standards Manual
Supervisory Officer
When assigning officers to community patrol activities shall
(11 Points)
- promote and implement crime management initiatives to respond to identified crime, public disorder and road safety problems, including repeat calls for service and repeat victimization
- use crime analysis for identifying areas or issues requiring directed patrol, targeted enforcement, problem–oriented policing, or community–based crime prevention initiatives
- where possible, work with municipalities, school boards, businesses, community organizations and members of the public to address crime, public disorder and road safety problems
- assist in developing appropriate strategies, based on the analysis of crime, calls for service, public order, criminal intelligence and road safety
- encourage officers to document the intelligence information on crimes, active criminals and disorder issues in the applicable eReports
- ensure patrol officers are provided with relevant information in order to undertake the type of activity to which they have been assigned
- ensure appropriate measurements of each activity are recorded by each officer assigned
- ensure the use of directed patrol, targeted enforcement and other initiatives to respond to high crime or high occurrence locations and serial occurrences
- notify the Officer in Charge when crime management initiatives are utilized
- ensure both local and Service–wide crime prevention initiatives are brought to the attention of all relevant members
- encourage officers to provide crime prevention information or referral to the community wherever possible during the course of duty
Supervisory Officer shall notify:
OIC when crime management initiatives are utilized
Officer in Charge
When managing officers assigned to community patrol shall
(7 Points)
- ensure general and directed patrol and target policing initiatives are conducted in accordance with the principles of community policing
- monitor crime management initiatives
- ensure, where possible, initiatives are developed in partnership with municipalities, school boards, businesses, community organizations and members of the public to address crime, public disorder and road safety problems
- when in receipt of intelligence information relating to crimes, active criminals and disorder issues, ensure
- the information is documented in the
applicable eReport
- the eReport number is provided to the
divisional crime manager - ensure officers have been provided with relevant information in order to undertake the type of activity to which they have been assigned
- ensure appropriate measurements of crime management initiatives are evaluated and recorded
- report in writing to the Unit Commander on the results of any crime management initiative
when the Officer in Charge is in receipt of intelligence information relating to crimes, active criminals and disorder issues, ensure the information is
- documented in the applicable eReport
- the eReport number is provided to the divisional crime manager
Detective Sergeant
When assigned to the management of investigators shall ensure
(6 points - Focus is on debrief process)
- where practical, a debriefing of persons in custody takes place
- the debriefing is conducted apart from any other investigative interview
- any positive result is recorded in the memorandum book and submitted in writing to the divisional crime manager
- the information source is identified by the arrest number
- persons seeking informant status are handled in compliance with Procedure 04–35
- persons wishing to provide a statement are informed that they may be called as a witness at subsequent proceedings
NOTE:
Information received from the debriefing process may be subject to disclosure.
Unit Commander
When considering divisional crime prevention initiatives shall ensure
- When considering divisional crime prevention initiatives shall ensure
- the measures being implemented are consistent with the needs of the community, based on crime analysis, calls for service, criminal intelligence information and traffic safety
- auxiliary members and volunteers are used to assist in the delivery of crime prevention initiatives, whenever possible
NOTE: Auxiliary members and volunteers assigned to crime prevention activities shall be under the direction of a police officer, in compliance with Procedure 14–20 and the Auxiliary Manual.
- ensure the Unit Commander – Divisional Policing Support Unit is advised on a regular basis of crime prevention initiatives specific to the individual division
Unit Commander
When assigned to a unit in which community patrol activities are undertaken shall ensure
- all relevant members are familiar with the principles of community policing
- a divisional crime management process is established
- a police officer is appointed specifically to oversee divisional crime prevention initiatives
- community partnerships are developed and maintained to address quality of life and order maintenance issues
- a divisional CPLC, which represents all segments of the community, is:
- established to provide insight into local crime
and disorder issues and to assist in
developing possible solutions
- given representation on the divisional crime
management committee - a crime analysis function is established and staffed by sufficient, qualified officers
- the results of any crime analysis are
- Communicated to the divisional Crime
Management Committee
- regularly communicated to all relevant
members regularly shared with other
divisions and units within the Service
- used as a basis for developing crime
management initiatives - all crime management initiatives include specific goals, activities and measurements
- the results of crime management initiatives are regularly recorded and reported to the Chief of Police
Notification to Crime manager
Officer in Charge
- when in receipt of intelligence information relating to crimes active criminals and disorder issues shall ensure the eReport number is provided to the divisional crime manager
Divisional Detective sergeant ( relating to debriefings)
any positive result is recorded in the memorandum book and submitted in writing to the divisional crime manager
Procedure 04-18 - Appendix A
Guidelines for Divisional Crime Management
4 key steps to establishing the Crime Management Process at the Divisional Level:
Long–term strategic planning and evaluation to set direction for the division
Short–term/daily tactical planning and evaluation to adjust and react as required
Integrated Role for Divisional CPLCs
Targeted Debriefing of All Prisoners
Long–term strategic planning and evaluation to set direction for the division
- Unit Commanders must designate a divisional Crime Manager.
- Depending on the unit size, this person should be at a minimum, the Detective Sergeant in charge of the Detective Office. In those divisions where there is only one Detective Sergeant, efforts should be made to divest them of administrative duties, so that they can adequately perform their role as Crime Managers.
- The divisional Crime Manager will chair the divisional Crime Management Team, which will include representatives from all sections of the unit, including the Unit Commander and representation from the local Community Police Liaison Committee (CPLC).
- The divisional Crime Management Team must meet, at a minimum, quarterly starting at the first of the year to establish the crime priorities and strategies for the unit.
- Divisional strategies will be based on Service priorities and identified crime management problems. Evolving local or neighbourhood problems and other strategies approved by the Chief and Command may be added.
- The Crime Manager will be responsible for the internal and external communication of divisional crime management strategies and results.
- The measurement process should include a frequent survey of officers on crime management issues to assist in setting divisional priorities.
- The divisional Crime Analyst will provide the Profile Sheet and appropriate additional data to the Crime Management Team who will review, measure and evaluate strategies.
- Special information (i.e. suspect information, problem areas, etc.), will be catalogued and regularly provided to all members of the division by the divisional Crime Analyst.
- The Unit Commander will establish a mechanism to facilitate community input and provide feedback on results to the community on crime related issues.
Short–term/daily tactical planning and evaluation to adjust and react as required
Principal members of the Crime Management Team will meet regularly.
- Ongoing monitoring of divisional strategies, priorities, tactics and making mid–course corrections.
- Implementation of short–term decisions and tactical - deployment plans.
- Internal and external communication of short–term strategies and results.
- Project co–ordination and integration.
- Validation and prioritization of concerns.
- Local intelligence information on crime, active criminals and public disorder to be co–ordinated through the divisional Crime Analyst/Crime Management Team.
Integrated Role for Divisional CPLCs
Divisional CPLCs will be partners involved in the crime management process and will assist the problem identification, problem solving and evaluation systems.
The measurement process will include surveys of the community.
Targeted Debriefing of All Prisoners
Where practicable, persons in custody will be debriefed as to information they may provide on any of the crime problems set as a divisional priority.
Procedure 04–18 – Appendix D
Divisional Deployment
Issued : 2016.02.08–0158
Divisional Unit Commanders are responsible for:
the efficient deployment of the police officers assigned to their command. The function of crime management is to bring all components of a division together in a focused response to crime and disorder issues.
Divisional police officers may be assigned to:
the primary response function, the community response function, or the detective operations function.
All police officers, regardless of their job assignment, are responsible for:
enhancing public safety, maintaining order, and preventing crime and providing assistance and encouragement to other persons in the prevention of crime.
Primary Response
Officers in the primary response function will
- respond to calls for service as assigned
- respond to emergencies where possible
- engage in self–initiated patrol
- engage in directed patrol as assigned
- engage in traffic enforcement activities
- enforce federal, provincial and municipal laws as
appropriate
- engage in targeted enforcement activities as
directed
- perform other lawful duties as assigned
